Michael Macdonnell

How could the £6bn funding transform the UK healthcare system through Digital Transformation? 'The primary objective of additional funding must be to implement advanced data and digital technologies, to improve the digital health of the NHS and the overall health of the UK population.' Continue reading below. #DigitalTransformation #NHS #DigitalHealth #RPA #ITSolutions

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Governance Roles and Responsibilities: Collaboration of Acute Providers Board - Hold Cancer Alliance to account for delivery of Strategy and ensure integration with other CAP programmes of work 🎥 #MedLearn24 ℹ️ medicinegov.org #NHS #Cancer #Oncology

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https://lnkd.in/dAJMeYx3 Our portfolio company Seegnal initiates business in the UK. Seegnal is a smart and intuitive clinical decision support platform that empowers clinicians to quickly & effectively manage and resolve patient-specific Drug Related Problems (DRPs). Seegnal’s unique approach shows a reduction of up to 94% in Alert load, while achieving a 98% alert accuracy as a result of its patient-tailored alert algorithms and single screen graphic interface. Seegnals interfaces with the Electronic Medical Record (EMR) or any other relevant platform and incorporates the widest scope of relevant patient data into an intuitive, all-in-one, patented interface. Eyal Schneid Dr. Shiri Guy Alfandary, PharmD. Jack Steckel Oded Orgil 🎗️

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Agreed but… Consent isn't truly informed unless it's based on personalised information relevant to the specific treatment. Generic details on a consent form (digital or paper) can't address the unique concerns and circumstances of each patient. It's time for digital consent to reflect the individual – not just the procedure. Take a look at EIDO - digital consent PLUS personalised digital patient information.

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Finding the right product for the right customer is key, especially in the digital health space for MSK care. The challenge right now is that traditional MSK ecosystems often have a poor understanding and suboptimal use of technology. Many digital health platforms either try to replace or run parallel to traditional care, missing the mark on true integration. Interestingly, the most successful digital health companies today—based on economic value—are often HR solutions, offering little in improving patient care or access to real MSK solutions. The solution? It starts with having a clear, well-defined application of digital health technology. This is the first step in creating value for patients and the healthcare system. #DigitalHealth #MSKcare #HealthTech #PatientCare #ValueInHealthcare

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Finding the right working model for NHS provider collaboration isn't easy. Some key insights pointed out today from Matthew Swindells in the context of his organisation include the importance of the scale of associated service change and potential for operational disruption; differences in culture between organisations; transparency of data and decision making. Getting the balance right can lead to real benefits on the front line as seen in Matthew's article such as patient safety, urgent care waits and access to elective services. #providercollaboration #serviceimprovement #populationbenefits #nhs

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New Whitepaper - Primary care providers play a pivotal role in the early detection and prevention of chronic disease, but with NHS primary care teams in crisis, a reactive model has prevailed with limited capacity for proactive work. Better collaborations are needed, not just across the care system but also with industry partners. Download this report from EMIS to learn about an exciting new way to leverage primary care data to deliver effective cross-industry preventative health interventions. - https://lnkd.in/ddiKXj-a #healthcare #nhs #primarycar #pharma #patientdata #ukhealthcare

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Digital Health Unplugged Podcast: Why is the NHS so difficult to sell to? https://lnkd.in/emEnAtY6 Jordan Sollof, reporter at Digital Health News, is joined by Lloyd Price and Mohammad Al-Ubaydli to talk about procurement and why the NHS is so difficult to sell to. From their own experience, Price, a HealthTech founder, M&A advisor for Nelson Advisors and Non-Executive Director for various Digital Health companies, and Al-Ubaydli, Founder and Chief Executive of Digital Health social enterprise, Patients Know Best, shine a light on the main issues that can make selling to the NHS a challenge. The pair discuss success stories of startups which have successfully sold to the NHS, before assessing whether companies and suppliers need to take more care in ensuring they are pitching the right solution to the right organisation. They give their views on whether the NHS procurement process has become overcomplicated, a point raised in a session at Rewired 2024, and speculate whether the forthcoming Procurement Act (which was originally due to come into force in October 2024, but has been delayed until February 2025) will solve some issues and make it easier for those selling in the health technology sector. Finally, the guests predict what they anticipate will happen in the coming months and years, including whether the NHS will become a simpler system as a whole to sell to or if we will still be having the same conversation about difficulties selling in a few years’ time https://lnkd.in/emEnAtY6

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Great to see ABHI and Peter Ellingworth leading on the potential for Digital HealthTech to help address todays and tomorrows health challenges. We’re at an inflection point that requires us all to think and act differently to grasp this opportunity. Now’s the time for us to re-imagine how health is delivered.

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⏩️ excellent review! maybe we need to reneame it “from raw data to evidence (#RWE)” in our ecosystem? 🔂 maybe we need to revisit the value of such data for public health in light of financial implications described in other settings? 🆓 nothing is for free but maybe better utilizing the abundance of already available data could dramatically reduce costs - rendering healthcare delivery as well as R&D much more efficient! 🔀 Full disclosure: no affiliation!

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All very true - our public engagement work on the Secure Data Environment project, and earlier and current national engagements around commercialisation show that the public have been clear and consistent about their concerns related to commercial access, and, crucially, what would be required to build and maintain trust for commercial access: - Fair and equitable returns (including NHS access to any treatments arising from NHS data) - Meaningful audit and control - Meaningful transparency of findings, regardless of their financial value - Meaningful sanctions for data misuse and/or failure of benefit sharing (incl transparency) To some degree, we have reached the limits of public deliberation and engagement until we have answers to the above challenges - until we can show the public that we have listened to their concerns and requirements for social licence by putting into place the measures they have been asking for, we won't be able to build public trust and acceptability.

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I had the honour of giving the opening address to last week's Royal Society of Medicine annual GP and Primary care conference in London. In the light of the recent Lord Darzi NHS review and my own work on healthcare systems futures I was invited to lay out an inspirational vision for the future of Primary and Community Care in a technology enabled 21st Century. My presentation included the following themes: - With an ageing and increasingly sick population - if we keep doing the same things we will get the same results = possible doubling of demand/costs over the next 10-15 years. - Any future health and care system needs to move beyond a reactive sickness service and address whole person health if we are to arrest the decline in public health bend the demand curve. - This means bringing a wider coalition of actors together around a transformational vision for person and community centred health that offers a north star around which a new holistic system of health can be orchestrated - this is much more than a "plan". - Next generation medical breakthroughs, early disease detection, accelerating technologies and new paradigms of personal and community based care all herald a fundamental shift from acute care to community/person enabled care. - Data, digital and AI will all play an important enabling role in distributing and sharing knowledge, insight and intelligence across system boundaries to where it can be of most use and value in providing care support. - A move away from sausage machine thinking - Collaboration, co-working and new networks of holistic community based care will require new approaches to creating value and how we measure value - this will need to be rooted in a much deeper understanding of lived experience and what truly matters to the people we serve. - Primary Care will be at the forefront of this revolution so is well placed to play a driving role in redefining the future of health if it has the imagination, vision and systems level support to do so. #nhs #primarycare #communitycare #socialcare #health #populationhealth #wellbeing #humanflourishing #futureofhealth

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“Having the opportunity to shift from an academic clinical setting, to an early-stage startup, lit something up inside of me…” I sat down with Pam Fox Rollin and Amy Vodarek, MScN, PCC, hosts of the Missing Conversations podcast, to chat about Navigating Priorities: Building Trust and Collaboration in Healthcare Innovation Teams. Something that really stuck out to me was our conversation about my time at Headspace. I had built out a team of scientists and clinicians, who were working closely with product teams across different businesses, and everyone was focused on the same mission: how do we build products that will help people stress less, sleep better and improve their mental health. A main challenge and theme that emerged during this time has since become central to my work: When you bring together diverse groups of people, we think about the work differently; and the values and priorities that we assume are central, often are not. ✨For example, when working with scientists and clinicians, there's often a "gold standard" for how things should be done.  ✨While on the product management side, it's about learning from users, moving quickly, and iterating. And a big challenge is helping both mindsets meet in the middle and understand the importance of each approach. But what does that look like? Well, for scientists and clinicians, this might mean thinking about how we can be more flexible and build something new, while still offering opinions on where the absolute lines are. And on the product side, it’s about emphasizing what’s on the line, or the responsibility we carry, when we’re building a healthcare product and dealing with the health and well-being of real customers. In this episode, we also covered:  ✨The importance of building trust within a team and what that requires. ✨The need to set boundaries to prevent burnout.  ✨The importance of empowering women’s voices in healthcare innovation and how WELL’s mission supports that. Give the full episode a listen, using the link below (https://lnkd.in/eusPGBn3) and share your thoughts or takeaways in the comments section below.

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This is exactly the sort of case study that demonstrates the power of data driven transformation in a #mentalhealth #CAMHS setting. Well done Team RWH.

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How will the NHS Long Term Plan's focus on digitally-enabled care contribute to both healthcare transformation and the broader net zero agenda? 'The NHS Long Term Plan seeks to mainstream digitally-enabled care across all areas of the NHS. Not only will this enable true transformation of healthcare, but it will also play a key role in the delivery of the wider net zero agenda.' Continue reading below. DigitalTransformation #NHS #DigitalHealth #RPA #ITSolutions

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The UK government is days away from launching its programme of engagement for the NHS ten year plan. We know some of the longer term themes that are likely to feature--patient choice, for example--but the plan will also require ideas that can have impact in the next year or two, and which are more easily implementable. Here's one, inspired by conversations with the leadership of the Royal National Orthopaedic Hospital (RNOH) NHS Trust: deepening networks between clinical services. Sounds wet, I know, but it isn't. Better and more systematic networks could deliver three important improvements without much (any?) additional investment. First, quality often depends on the 'experience curve'. Many services require a minimum volume in order to be both safe and effective. In the case of orthopaedics, for example, people operated on by experienced surgeons require fewer "revisions". And revisions are often very bad news; I'm told only about 6% of people who have a total knee replacement revision return to work. When these revisions are done by highly experienced surgeons, this rate improves. Second, networks enable cross-provider collaboration on waiting lists (so-called system PTLs). There is existing, unused capacity in some systems that should be used before we send patients elsewhere or to the private sector. There are 850,000 people waiting for orthopaedic care across the country which, alongside mental health, is the biggest reason why people can't work. By driving system-wide waiting list management, the NHS could make a meaningful impact on these waiting times. Third, networked services can be commissioned to improve upstream (secondary) prevention. Senior clinicians understand that we cannot treat our way out of many healthcare problems. In orthopaedics, specialist community physiotherapists can prevent unnecessary hospitalisations. By commissioning whole networks, NHS systems can better distribute the right services and skills across the pathway. I'm going to post other practical ideas over the next few months. I worry otherwise that leaders will overly focus on big ideas that are hard to implement and take an awful long time to realise impact. A good plan will need a well-judged mix of both.

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