The importance of healthcare innovation: Reflections from MSc in Global Healthcare Leadership students - Building a culture of healthcare innovation
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In this blog, we hear from MSc in Global Healthcare Leadership (MGHL) student Dr Gurdeep Kokri, who shares his insights in the second blog of our bi-monthly series on ‘The Importance of Healthcare Innovation: Reflections from MSc in Global Healthcare Leadership Students'. In this series, 5 current students from the MGHL programme will share how they have translated their learnings from Module 5 into practical solutions addressing real-world healthcare challenges. Gurdeep talks about how the programme led him to think more structurally about how innovation works and the importance of culture and mindset as well as tools and technology within his work.
About the author: Dr Gurdeep Kokri is a Consultant Family and Lifestyle Medicine Physician and Associate Director of Strategy at PureHealth Group, headquartered in the UAE with a global presence in the UK and Greece. He is a member of Cohort 3 of the MSc in Global Health Leadership programme, run jointly by the Nuffield Department of Primary Care Health Sciences and Saïd Business School.
Across a network of more than 100 hospitals, 300 clinics, and 60,000 employees, his dual clinical and strategic roles give him a distinctive vantage point from which to shape clinical innovation and system transformation at scale. His work sits at the intersection of primary care, prevention, and innovation as a strategic tool, applying systems thinking to redesign models of care and build more sustainable, prevention-oriented health systems for the future.
Building a culture of healthcare innovation
For me, healthcare innovation starts with people and culture. It’s about creating an environment where ideas can emerge, grow, and be implemented. The MSc in Global Healthcare Leadership Module 5 at Oxford, on Healthcare Innovation, helped me think more structurally about how innovation works. The frameworks and case studies we explored gave me a way to analyse new ideas: how to test, de-risk, and scale them. In my work at PureHealth, I now have a clearer understanding of how to evaluate whether an innovation fits our context and how to ensure it benefits both our workforce, our patients, and our business.
Dr Gurdeep Kokri engaged in classroom discussions taking place during MGHL Module 5 at Saïd Business School, with a focus on healthcare policy and systems.
At PureHealth, we’re building tools, technologies, and frameworks that empower frontline teams to innovate. One of our most successful initiatives is our internal innovation challenge which has institutionalised a platform to bring ideas to implementation. Every year, we invite all employees to share their ideas for improving care, and this year, we received over 4,000 submissions. That level of engagement shows just how much creativity exists within our organisation when people feel empowered.
The MGHL experience reminded me that innovation doesn’t happen in isolation. The classroom conversations were some of the most valuable learning moments. My peers come from across the world, from Africa, Europe, Asia, the Americas, and each brings a unique lens to the challenges we face. Those discussions have broadened my understanding of healthcare as a global ecosystem.
‘The true driver of innovation is mindset, not technology.’
MGHL Cohort 3 group photo captured at Somerville College, marking the end-of-course formal dinner and the inaugural Global Health Leader Awards.
‘It’s been a truly exceptional experience… I think the lectures have been extraordinary: we’ve heard from faculty with global experience and deep academic expertise.’
The most powerful insight for me has been that technology alone isn’t enough. The true driver of innovation is culture. You can have the best tools and technology, but without the right mindset, progress is limited. When people feel supported and empowered to think outside the box, real transformation happens. My focus now is on fostering that culture at every level of our organisation.
Dr Gurdeep Kokri alongside classmate Michael Andrews, Chief Executive of St John’s Ambulance, Solomon Islands.
‘Leadership is about connecting people, ideas, and systems.’
The MGHL has also reshaped my view of leadership. I used to think of myself mainly as a strategist. Now I see leadership as a practice of connection, linking people, ideas, and systems to create sustainable change. Healthcare is incredibly complex, but with the right structures and relationships, innovation can move from concept to implementation much faster. That’s something I’ll carry forward throughout my career.