Executive Chair of InnoScot Health, Graham Watson discusses the best way forward

It is incredibly easy to think of digital transformation as technology that brings about positive, sweeping change just by its mere identification and adoption.

Of course, that is true to a degree – we live in exciting times, and no one doubts that digital-led innovation is vital to the future of the NHS if we are to realise ambitions for better patient outcomes, greater efficiency, and a more sustainable health service.

The potential is vast, particularly in meeting the needs of a changing population. We also know that the workforce is overwhelmingly keen to engage with, and fully utilise, new digital capabilities where possible.

However, the existence and availability of fresh technology does not necessarily equate to immediate success – potentially the opposite in fact if not considered properly. The most important facet of enduring digital transformation is therefore changing the way we think and approach it – not with a quick fix mindset, but through rigorous evaluation, testing, and integration into effective day-to-day healthcare.

Digital is not an object or any singular approach. It is a data-driven expression of how to perform tasks better through technology across a wide range of opportunities. For those looking to effectively implement those opportunities, the first step then must be engendering a fresh mindset. Initially at least, that is what is truly transformational.

In other words, digital is not the entire solution but instead represents a chance to rethink how we use new capabilities at our fingertips to improve how services are delivered and made more accessible and financially efficient. Fundamentally, this includes being open to re-examining our approach to all processes and how digital opportunities can be effectively integrated into them.

Fertile ground for transformation can be created of course but it does not mean that seeds of change will grow – they must be carefully nurtured and tended.

Primarily, we need an enabling culture that encourages discourse on what works best at a local level with bespoke design and delivery being vital considerations.

Indeed, there are disparities across the country in what can be provided and when. Scottish health boards operate in slightly different ways, so some are undoubtedly more digital-ready than others. Integration can therefore be more or less challenging depending on location, so analysing core infrastructure on a case-by-case basis is a significant part of the discussion on how we progress and achieve the full-scale national adoption of new solutions across the entirety of our NHS.

There are other key considerations. Just as modifying the way we think and consider how to achieve culture change must come before fully deploying technology, digital solutions have to remain people-centred and always implemented with the end user in mind, ideally with their input from the very start. Digital must supplement and not replace human expertise while remaining safe, secure, inclusive, and ethical as part of a resilient and financially robust NHS.

While NHS Scotland is already tapping into that potential in numerous ways, and there have been success stories, we are only beginning to see what it can truly achieve in terms of improved patient experiences and interactivity in managing their own healthcare journey, as well as freeing up staff to perform priority tasks and ultimately driving wider system change and improved service efficiency.

In terms of remote monitoring tech for Scottish patients, the rolling out of Connect Me – accessed via mobile app, website, SMS, or automated phone call – has produced fantastic results. Indeed, over 98,000 people across Scotland have used Connect Me to monitor their own blood pressure and manage hypertension, and for that, it was rightly named a Digital Service Transformation winner at the Digital Health and Care Awards earlier this year.

Across the next 10 years, it is estimated that Connect Me could create savings of £14.5 million with over 385,000 appointments no longer required.

Furthermore, amongst other huge digital potentialities, automation’s ability to reduce human intervention in so many processes is starting to undoubtedly make them more efficient and productive. Unlike humans, streamlined, automated processes continue tirelessly, tend to reduce error and risk, and are faster while ensuring appropriately secure storage. If directed correctly, they are also easily scalable without affecting continuity.

Through maximising output, improving labour efficiency and minimising waste, digital-led transformation offers positive, continuous change in almost everything the health service does.

The National engagement on NHS Reform will be engaging directly with the workforce, service leaders, the public, and other groups over the next year, collecting views on how best to “transform services to meet changing demands,” alongside complementary work being carried out by the Scottish Partnership Forum.

This is positive, since consulting a diverse spectrum of voices could help to change the direction and pace of digital travel, ensuring it is going the optimal way and is in the best interests of all.

The stakes are high for effective and efficient healthcare transformation and delivering lasting change at this pivotal juncture, but the potential benefits are also great if we are collectively ready with the right mindset.