In the world of start-ups, the mantra is that any new idea has to solve a problem. Google solved the problem of finding things on the internet, while Amazon solved the problem of buying things on the internet. But start-ups that begin with a solution and search for a problem to solve are the ones that find life much more difficult.

Google Glass is a classic example. It failed because the creators neglected to define what problems it was solving for its users. There was not even a consensus among the creators about what the core use of Google Glass was. One group argued it could be worn all day as a fashionable device while another thought it should be worn for specific utilitarian functions. They assumed the product would sell itself, and that its hype would be enough to appeal to everyone. But in the end, Google Glass did not provide enough advancement for users compared to older technologies (phones), making the product a useless supplement to their daily lives.

There are some interesting parallels between Google Glass and Primary Care Networks (PCNs). There is not a clear consensus as to the core purpose of PCNs. The wider system wants them to be a mechanism through which general practice is “integrated” with the rest of the system, and the GPC want them to be a mechanism for greater investment into general practice. There is an assumption that by channelling resources through PCNs it will make them successful. But in the end, if PCNs do not make a big enough difference to member practices, success is by no means guaranteed.

PCNs need to work hard to avoid being a solution looking for a problem. Because success depends so heavily upon the engagement and participation of member GPs and practices, they have to define themselves early on as the solution to the twin problems of workload and financial viability. These are the problems in general practice that need to be solved, and working at scale, introducing new roles, and working with the rest of the system are proven solutions, and all (potentially) encapsulated by PCNs.

But the reason PCNs are so difficult is that change is not that straightforward. You can’t start with the solution (PCNs) and expect practices to buy in straight away. Changes succeed or fail as a result of understanding the problem, and building confidence that the solution offered can make a difference. If operating at scale was that easy, we wouldn’t still have 7,000 individual GP practices. If introducing new roles was that easy, they would be much more widespread across practices. If working with the rest of the system was that easy, we would have more than a handful of examples of practices working in partnership with acute and community trusts.

The challenge, then, that largely sits with the new PCN Clinical Directors, is to do the work to understand the specific problems facing local practices, and to convince the local GPs that by working with and through the PCN these problems can be tackled. Without this, PCNs risk being a solution looking for a problem, and ending up the same way as Google Glass.