Over the past few years, digital transformation has emerged as a critical priority for healthcare systems globally, and the NHS is no exception. Recent momentum from figures such as Lord Darzi and Keir Starmer, the prime minister, highlights the pressing need to reimagine a digital NHS fit for the future and for its people. However, the journey to achieve this vision is fraught with challenges – and the stakes couldn’t be higher.
A moment of urgency
Lord Darzi’s recent NHS review emphasises the necessity for a digitally transformed healthcare system to meet evolving patient needs, improve outcomes, and address systemic inefficiencies. Echoing this, Keir Starmer has made clear his ambition for a tech-enabled NHS that capitalises on innovation to deliver better care. Together, their calls signal an urgent imperative that many people and organisations working within UK healthcare have known for a long time: the NHS must pivot from outdated systems to adopt transformative digital tools, or risk falling behind.
This sense of urgency aligns with global trends. IDC forecasts a staggering $3.9 trillion will be spent on digital transformation initiatives by 2027 across industries worldwide. Yet, there’s a sobering statistic that stresses the challenge ahead: 70% of these projects fail to meet their objectives. The reasons? A combination of technological, organisational, and – most critically – human factors.
The NHS, with its sprawling network of trusts, complex workflows, and diverse user base, illustrates the hurdles of such an implementation. But rather than focusing solely on the technology itself, success lies in embracing people-centred change management – an approach that prioritises the human element in the digital journey.
Why people-centred change management matters
Digital transformation is often seen as a technology-first initiative, but the truth is, that technology alone does not solve problems. Systems and tools are only as effective as the people using them. For the NHS, this means recognising that digital adoption requires a cultural shift, robust communication, and comprehensive support for all stakeholders – from clinicians to administrative staff.
Resistance to change is a natural human response, particularly in high-stakes environments like healthcare. Introducing a new system can disrupt established workflows, lead to frustration, and even compromise patient safety if not introduced and implemented properly, and the right training for staff isn’t provided. Change management addresses these challenges head-on by:
- Engaging staff early to co-create solutions.
- Clearly communicating the benefits of new systems.
- Providing training tailored to different user needs.
- Building ongoing feedback loops to refine implementation.
By prioritising these elements, the NHS can build trust and ensure that digital tools are not just implemented but embraced. A well-managed change process not only mitigates risk but also unlocks the full potential of digital transformation to improve care delivery.
Supporting even the most tech-savvy staff
There is a common misconception that younger or tech-proficient employees naturally adapt to new systems with minimal support. While these individuals may grasp the mechanics of a new tool more quickly, they still face significant challenges in aligning digital solutions with the specific demands of clinical workflows.
Consider a nurse accustomed to paper-based patient records. Transitioning to an electronic patient record (EPR) system involves more than learning to navigate software; it requires rethinking how they approach their day-to-day tasks. For example, documenting care in real-time on a tablet instead of scribbling notes on paper may feel unnatural at first, adding cognitive load to already demanding shifts.
This is where tailored support becomes essential. Training should focus on practical applications – how the system will save time, improve accuracy, and enhance patient outcomes. Moreover, offering on-the-ground assistance during the initial rollout phase can make a world of difference. Tech-savvy staff members still benefit from clear guidance on integrating new tools into their workflows without disrupting patient care.
Partnering with suppliers for long-term success
One of the most overlooked aspects of digital transformation is the importance of collaboration with technology suppliers. A successful digital NHS will rely on more than just procuring the latest tools – it will depend on fostering partnerships with providers who offer ongoing support and innovation.
Suppliers must go beyond the traditional vendor-client relationship to become true partners in the transformation journey. This means:
- Providing dedicated teams to offer consistent support and expert guidance.
- Running collaborative training sessions to upskill NHS teams.
- Sharing best practices from other successful implementations.
- Offering agile support to troubleshoot issues and optimise performance over time.
Trusts that engage with suppliers as partners are more likely to see higher user adoption rates and long-term value from their investments. For the NHS, this approach ensures that technology evolves alongside the organisation’s needs, avoiding the trap of obsolete systems that fail to deliver results.
Learning from global examples
While the NHS’s scale and complexity are unique, it can draw inspiration from other healthcare systems that have navigated similar challenges. Countries such as Denmark and Estonia have successfully implemented digital health initiatives by prioritising interoperability, user-centred design, and continuous improvement.
For example, Estonia’s eHealth platform provides citizens with seamless access to their medical records while enabling secure data sharing between healthcare providers. This level of integration was achieved by engaging all stakeholders early in the process and focusing on usability as a core principle. The NHS can adopt similar strategies to create a digital ecosystem that works for people across the organisation, both patients and staff.
The path forward
The urgency of digital transformation in the NHS cannot be overstated. Lord Darzi’s review and Keir Starmer’s vision for a digital NHS provide a roadmap for what’s possible. But the journey will require more than investing in technology. To succeed, the NHS must place people at the heart of its digital strategy, ensuring change management, staff support, and supplier collaboration are prioritised at every step.
By doing so, the NHS can overcome the barriers that have led so many digital transformation projects to fail. It can create a system that not only meets today’s challenges but also builds a foundation for innovation and resilience in the years to come. For patients and healthcare professionals alike, the stakes have never been higher – but neither has the potential for meaningful change.
By Jon Pickering, CEO of Mizaic