Technology
right forums and frame of mind for exemplars to be shared more widely, and on a more regular basis. To help tackle the disparate infrastructure and information silos, there also needs to be a shift change in data sharing. Specifically, to tackle the on-going challenges with interoperability, the government needs to mandate data-sharing agreements, and support health and care organisations to adopt a unified electronic communications and management platform. This will help connect data across the sector, mitigate silos, and improve collaboration between providers, caregivers and patients. This move to a more open and consolidated
approach to digital will also mean healthcare providers can realise the full potential of innovation like AI. Predictive analytics from assistive technology offers significant potential to facilitate personalised and preventative measures. It empowers health and care professionals to spot and address potential health issues before they develop and introduce tailored strategies to encourage behaviour changes. All of which is in line with Wes Streeting’s big shifts.
All about the money However, a lot of this hinges on making the right fiscal decisions. Financial pressures have often resulted in providers opting for low-cost, short-term technological solutions, tested in limited environments. This hampers long-term adoption and fails to deliver significant returns on investment or improvements in care quality. Therefore, to support meaningful change,
decisions need to prioritise robust, innovative solutions tested over extended periods with thorough evaluation processes. Health and care providers must be empowered to access proper financial resources to implement technologies on a benefit-driven basis that enhances efficiency and quality of care. With the NHS being given a new funding settlement, now is the best time to adapt and make these vital changes to investment decisions.
Next steps There is a real opportunity for ICSs to redress the balance and tackle the
About the author
Steve Wightman has worked in healthcare and partnered with the NHS for twenty years. Throughout that time he’s focused on helping organisations utilise technology to tackle service inefficiencies, improve communication and collaboration between teams and empower patients to have more control over their health and wellbeing. He’s passionate about taking a hands-on approach to projects and ensuring technological solutions are always designed with the end-user in mind, be it clinicians, patients or carers. Early on in his career he was one of the founders of 6PM, which became a leading provider of logistics and tracking solutions for acute Trusts and won numerous international awards for healthcare innovation. Following
disparate digital landscape in the NHS as we collectively push to make the tilt to technology, as Lord Darzi suggested in his review. However, they can’t do it alone. They need to have the mandate and right level of support from government. The industry has long been ready to adapt to
these changes, so we’re at a perfect crossroads to help the NHS embrace wearables and other digital solutions at scale. This is crucial to tackling the unprecedented challenges facing health and care organisations, and to ensuring patients get the best care possible in the most appropriate setting, which more often than not, is in their home or the community.
CSJ
the sale of 6PM in 2017, Steve joined Servelec Healthcare – provider of an electronic patient record solution, widely used by mental health and community NHS Trusts - and was later appointed as Managing Director. He is now General Manager of Healthcare at The Access Group, following the acquisition of Servelec in 2021.
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