Executive Chair of InnoScot Health, Graham Watson discusses the roadmap to transformation

As a society, we are having a significant ‘digital transformation moment’, which is unlikely to be repeated in the foreseeable future.

Directly resulting from the pandemic, a socially distancing population embraced technology like never before and the pace of digital transformation accelerated alongside it.

Through sheer necessity, people of all ages found themselves more tech conversant – staff working remotely on laptops through Microsoft Teams and other software; parents navigating Google Classroom; older people using video calls to stay in touch with family; and all using telemedicine for the safe delivery of healthcare from a distance.

As we continue to gradually emerge from the pandemic, we cannot ask NHS staff to work harder and faster when they are already at full capacity – there must be other solutions.

Fundamentally, tech engagement is at a significant peak across the country, and so now may be the best time to capitalise further. The drive to continue demystifying digital interaction will remain of vital importance in 2023 and it must be considered an ongoing transition process for NHS Scotland.

Indeed, when a patient first interacts with the health service, there is an expectation now from many that it will be through a digital process – from booking an appointment online and filling in relevant details, then using a touchscreen upon arrival at their local healthcare facility to check in, or remotely having an initial video consultation, depending on the nature of the issue.

So ubiquitous had Near Me video appointments become across Scotland by July 2021 that a previously unimaginable milestone was reached – over one million appointments were delivered virtually.

That is not to say of course that human interaction is no longer a preference or that digital exclusion does not remain an issue, but if backlogs can be reduced more quickly, travel eliminated – in turn meaning less carbon generation – and important cases identified and prioritised then we are entering a more efficient digitised era for healthcare where tech can supplement, not replace, the all-important expertise of NHS Scotland staff.

The Scottish Government’s Digital Health and Care Strategy, which received a timely update in October last year, made the aim clear: 'To improve the care and wellbeing of people in Scotland by making best use of digital technologies in the design and delivery of services.'

Done well and in line with legislative change, digital is a big differentiator and we as a country are well placed to deliver transformation, whether that means 5G-connected IT systems laying the foundations for the Internet of Medical Things (IoMT), virtual reality headset-based training for complex procedures, artificial intelligence (AI) to identify very early signs of cancer that the human eye may not be able to pick up, deep analytics, machine learning, and health and wellbeing apps for remote monitoring – the list goes on.

Digital is also an attractive home for healthcare-focussed venture capital. 2022 fell just short of the records set in 2021 for funds raised and investments made in the sector.

For the future of the NHS, it is about starting to embed a digital-first mindset so that digital skills no longer remain a specialism – it is about effectively planning today for the workforce and patients of tomorrow while supporting reform of the care system, including better integration of health and care services.

We must also play to our anticipated strengths. We already have a generation coming through who are incredibly tech-savvy, who cannot remember there not being smartphones and iPads readily to hand, and who often use VR headsets when immersing themselves in video games. They expect a workplace that has technology at the forefront of its strategic thinking – exactly where it should be.

They do not want PowerPoints, they want something more interactive and engaging, so we need to catch up with technology trends and place it front and centre if the NHS is to continue recruiting the best talent.

However, for NHS Scotland, there also needs to be a clear pathway mapped out to widespread adoption, and one which emphasises choice – after all, some tech will work for one person, but not necessarily for another – but it will be available to those who do want it.

Successful integration will only happen with strong buy-in. Tech designed in tandem with end users is more likely to deliver meaningful and lasting change that improves outcomes, so involving patients and staff from the outset is vital. There must also never be an assumption of digital literacy – tech solutions need to be intuitive and easy to use for anyone and alternative methods must be offered to those who prefer different forms of interaction.

At InnoScot Health, we continue to embrace opportunities to digitally streamline the process of how NHS Scotland innovators progress their ideas with us, whether it be through online consultation or idea submission, in turn reflecting the way the health service is operating and easing time constraints.

We have also worked closely with the Digital Health & Care Innovation Centre (DHI) on producing the ground-breaking, award-winning Right Decision Service for Scotland’s Health and Social Care – a first-for-Scotland project delivering a unique and growing suite of UK Conformity Assessed (UKCA) marked decision support tools which ensures that digital apps available for NHS use are compliant, safe, and of a high quality.

The digital opportunity is huge. Scotland is the right size for innovation, collaboration and fast adoption and there is great interest in partnering with tech scalers.

This strategy also plays into the wider economic agenda and how Scotland’s technology sector can contribute to the country’s economic recovery after the pandemic.

Furthermore, transformation is a win-win. Increased choice and flexibility for patients who are comfortable with digital options, and for staff, an easing of pressures and a freeing up of capacity when it comes to services which cannot be delivered digitally.