DIGITAL TECHNOLOGY IN HEALTHCARE


Above left: Digital room signage supports real-time updates to room status, improving coordination across clinical teams, and reducing administrative burden. Above middle: ‘Smart’ security technologies provide discreet, real-time monitoring to support safety, security, and incident response, without disrupting clinical workflow. Above right: Digital infrastructure forms the backbone of connected healthcare environments, ‘supporting everything from clinical systems to automation and smart building services’.


daily rhythm of a healthcare setting. Autonomous mobile robots (AMRs), for instance, are becoming an increasingly common consideration as healthcare providers look for innovative responses to persistent workforce pressures and logistical challenges. AMRs offer a practical way to automate routine tasks such as transporting medication, supplies, or meals – reducing manual burden, allowing staff to focus on more direct aspects of care, and ticking the box labelled ‘automation’ on the digital strategy. Yet, their real- world application often reveals a range of overlooked considerations that extend far beyond system integration. Successful implementation of AMRs depends on more


than just digital readiness; it requires careful consideration of how technology interacts with the physical environment. Navigational paths need to be clear and consistent, which may not be achievable in older buildings with narrow corridors or irregular layouts. AMRs may require dedicated transport routes, often involving vertical navigation of hospital towers. Charging and docking areas are a further consideration, alongside secure network connectivity, and a reliable energy supply. In some settings, shared corridors with patients and staff introduce safety, congestion, or infection control concerns. These practical challenges highlight the need to evaluate whether a proposed solution aligns not only with the problem at hand, but with the operational realities and spatial constraints of the environment in which it will function.


Applying tailored thinking By applying the same tailored, problem-led thinking as in the outpatient example, an institution might reconsider a full-campus AMR deployment in favour of a more focused application – for example, using AMRs within the central pharmacy and back-of-house functions, where movement is more predictable and controlled. This ensures that the ambition of automation is grounded in a genuine understanding of both need and context, rather than retrofitted into an environment that may not be ready to support it. These are precisely the kinds of challenges that the


STR is designed to anticipate. By factoring in not only digital maturity and clinical priorities, but also spatial,


operational, logistical, and people considerations, the STR helps ensure that technology solutions are both practical and sustainable.


A roadmap for progress With a foundation of evidence and targeted solutions in place, a phased approach to transformation becomes deeply rooted within the fabric of the institution, evolving from a periodic initiative which may or may not happen at an indeterminant point in the future, to a continuous aspect of ‘business as usual’. This ensures that the journey of change is both calculated and manageable. Such a methodical approach paves the way for sustainable and scalable change, catering to both immediate needs and long-term aspirations. By prioritising interventions that hold the promise of maximum impact, and continually revisiting and refining the plan based on evolving requirements and feedback, the institution remains agile and responsive in the face of the ever-changing digital healthcare landscape. In the age of rapid technological advancement, standing still is akin to moving backward. While digital strategies provide an essential vision for the future, on their own they risk leaving organisations adrift in a vast sea of possibilities. Recognising that these strategies, though crucial, require the supplemental guidance of a Strategic Technology Roadmap, is imperative. Without this tangible plan from intention to implementation, institutions risk stagnation, inefficiency, and ever-diminishing quality of patient care. The message is clear: healthcare leaders must act decisively to actualise their digital strategy, weaving their vision with actionable steps, ensuring that aspirations don’t just remain on paper, but transform into focused and deliberate progress that is interconnected and truly benefits the patients of today and tomorrow. The first step? Revisit your digital strategy with fresh eyes and ask: does it come with a roadmap, or just a destination?


*Arcadis defines Digital x Healthcare as ‘design future- ready technology strategies and solutions that transform healthcare environments’. It says: “Combining technology- led strategy with human-centric design, we help healthcare organisations enhance efficiency, improve patient care, and create adaptable healthcare spaces that work today and are built for tomorrow.”


Con McGarry


Con McGarry is a Senior consultant and Solution lead for Digital x Healthcare at Arcadis, specialising in the integration of technology into the built environment to transform healthcare delivery. With a background in biomedical science and an MBA in Business Administration and Management, he brings wht the business dubs ‘a unique blend of frontline healthcare experience, strategic leadership, and commercial acumen, to advancing innovation in healthcare design and delivery’. His career spans roles within the NHS, to senior executive positions in healthcare and technology. Today, he leads the Digital x Healthcare strategy at Arcadis, driving major transformation programmes across the UK and internationally. Arcadis delivers


‘sustainable design, engineering, digital, and consultancy solutions for natural and built assets’.


May 2025 Health Estate Journal 51


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