Spotlight on the Darzi Report: industry reactions from leaders across
Following the publication of the report from Lord Darzi exploring the state of the NHS, HTN sought comments and reactions from a range of stakeholders from across the health and technology sector. We asked for thoughts on the report’s findings and the “missed opportunities” Lord Darzi highlights from analysis of the past ten years, and look ahead to the ways technology can help secure the future of the NHS.
Here, we share key comments and views from across the industry.
Identifying the challenges and “missed opportunities” from the past decade in the NHS
Louise Wall, managing director, e18 Innovation, said: “One of the most significant missed opportunities of the past decade, in my view, has been the slow adoption of automation technologies in healthcare. As Lord Darzi points out, the NHS is still in the “foothills of digital transformation”. This lag has contributed to many of the inefficiencies and capacity issues highlighted in the report.”
From Apira, director and founder Geoff Broome commented: “Lord Darzi’s report rightly identifies the ‘big shifts’ we’ve been talking about for years—community-based care, digital innovation, and prevention. However, the challenge we face now is that the starting position is much worse compared to when similar suggestions were made in 2002.”
“Over the last decade we’ve really missed out on inclusive communication for patients,” said Rachael Grimaldi, co-founder and CEO, CardMedic. “This inability to communicate is a major cause of healthcare inequality, delays in care, poor patient engagement and health outcomes. To make real changes, we need to break down the existing barriers in the NHS and facilitate widespread adoption of technology.”
Joseph Waller, co-founder at Aire Logic, shared his view: “What the government fail to understand is that the moment they create a commercial scope for a major programme they inadvertently create silos of disconnected data. Until they are able to recognise the commonality of technical services in the sense of a (SOA) service or micro-service, they will continue to effectively create the same system a thousand times over in the NHS.”
From iPLATO Healthcare, founder and CEO Tobias Alpsten considered: “AI could be revolutionising diagnostics and patient care, yet its implementation remains patchy. Similarly, the NHS still struggles to fully embrace cloud infrastructure… The focus must shift from small pilots and fragmented innovation projects to widespread digital adoption.”
Rachael Fox, executive vice president, EMEA at Altera Digital Health said: “While the NHS has never had so much funding, it hasn’t been enough to keep pace with a population with changing care needs, or the digital transformation witnessed in other sectors.”
Speaking from Dosium, CEO and co-founder Nicholas Appelbaum commented: “For innovation to spread and drive change, mandated open standards for interoperability are an absolute must. Right now, it isn’t the case that this infrastructure is in place, and frankly this is limiting the potential of technology to drive change. By definition, it is siloing efforts.”
“Despite policy intentions, investment has predominantly favoured hospitals, leaving community services under-funded and overwhelmed,” said Chris Hornung, MD for public sector, Totalmobile. “Embracing digital tools allows community-based trusts to gain the reliable data needed…isn’t just an opportunity; it’s a necessity to enhance service performance and patient care.”
The role of technology in helping to secure the future of the NHS…
Liz Ashall-Payne, CEO of ORCHA, stated: “While the report rightly emphasises the role of data and infrastructure, we must focus on giving patients access to practical digital health tools like mental health apps and chronic disease management platforms now.”
From Corti, CEO and co-founder Andreas Cleve commented: “To turn the tide, we need a bold, strategic vision focused on sustained investment in both infrastructure and groundbreaking technology. AI has the power to rebuild healthcare from its foundations, starting from the very first moment a patient seeks help…but for AI to fulfil its promise, it must be embraced as part of a well-thought-out, long-term strategy.”
“As a community we need to work on rebuilding trust by partnering with healthcare professionals to create solutions that genuinely work, being honest about limitations, and building a strong culture of data engagement,” shared Scott Fletcher, CEO of Real World Health. “By doing this, we can change mindsets, lay the groundwork for adopting more advanced tools, and move towards that key goal of a more proactive, preventative healthcare model.”
Mark Reynolds, Founder and CEO at Hable, said: “Investment in technology is fantastic. But to get anything out of it and ensure we are really changing how NHS staff work, we must also close the digital skills gap.”
From Redmoor Health, founder Marc Schmid noted: “We need to take the politics out of the NHS which is plagued by short term decision making and welcome commitments from the government to build a consensus from all quarters around how we meet these challenges and focus on a much longer-term strategy beyond the general election cycle.”
Speaking from Accurx, CEO Jacob Haddad highlighted: “As Lord Darzi’s report says, the vital signs are there, and so we must now focus on scaling the solutions that have been proven in innovative parts of the system.”
Amber Nigam, Basys.ai, shared a view: “Looking ahead, the focus must be on long-term investment in modern technologies that can streamline processes, reduce clinician burnout, and ultimately improve patient outcomes. This isn’t just about the immediate benefits; it’s about flattening the cost curve and preparing the NHS for future challenges.”
“Innovative projects focused on tackling inequalities, reducing waiting lists and moving care from hospitals to homes have demonstrated the huge potential innovation has to support the productivity of the NHS and the health of the nation,” stated Richard Stubbs, chair of the Health Innovation Network. “We must focus on supporting implementation and adoption of innovation.”
Julian Coe, X-on Health, said: “Realising this digital ambition does not necessarily mean spending on brand new systems…but instead…optimising existing tools that are integral to the delivery process and making the best use of the digital systems already in place.”
Director of public sector & unified platforms at Exponential-e, Afshin Attari, commented: “The success of using digital data platforms complimented with AI in diagnostics and transforming the NHS patient outcomes relies heavily on the availability of skilled personnel, robust infrastructure and a substantial investment in cybersecurity to protect sensitive patient data from breaches and cyberattacks.”
“The future of healthcare, as outlined by Lord Darzi, lies in the intersection of technology and patient care…requiring a blend of human compassion and cutting-edge technology,” reflected John Kosobucki, OX.DH. “There needs to be a desire to make that turn, and an understanding that making no change has consequences. All large corporations have to manage staff, help them communicate, schedule work and handle sensitive data. Of course, the NHS is different. But not that different.”
Manjul Rathee, co-founder & CEO, BfB Labs, considered: “To unlock productivity and improve care, a major “tilt towards technology” is needed, including empowering staff, tapping into the richness of NHS data, and embracing AI. The report serves as a wake-up call and a roadmap for the NHS to pivot towards a digital future focused on prediction and prevention.”
VP corporate marketing at Kiteworks, Patrick Spencer, said that the potential of AI to transform services “is enormous”, but specified that “the safeguarding of sensitive information remains paramount”.
Speaking from Lenus Health, director Jim McNair commented that the report is “not the first to point to the largely untapped potential for digital pathway tools and AI to transform care. The time to act on digital and data driven transformation is now.”
Professor Hatim Abdulhussein, CEO at Health Innovation KSS, noted that in his view, with “the right investment and partnerships, AI and digital innovations can significantly increase capacity and efficiency. This will enable the NHS to overcome its current challenges and emerge stronger, more efficient, and better equipped to serve the nation’s health needs in the long term.”
From Rackspace Technology, healthcare executive in residence Jason Jones commented: “We must focus on clinician-led transformation initiatives…Additionally, aligning individual trusts under integrated care boards will ensure better investment decisions in digital technology and infrastructure, ultimately serving the population more effectively.”
“One game-changing technological improvement would be ensuring a single patient view with role-based access,” pointed out David Hammond, deputy chief strategy officer, Wirral Community Health and Care NHS Foundation Trust. “This level of information sharing is necessary though not sufficient. We also need to ensure our capacity, both of people and technology, is focused in the right places.”
Dr Ruby Bhatti, OBE DL, stressed the need to “stop the tick box exercises of completing interviews with stakeholders… We can only realise the ambition if we all work together and address the challenges without being defensive, leaving the blame game behind and truly looking at the fractured system through the patients and staff’s voices and eyes to move forward.”
Kevin Douglas, co-CEO, Alertive, raised the need to ensure that “enablers like improved connectivity aren’t overlooked to get more value from investments made to date, such as EPR, and the technology on the immediate horizon, such as FDP and the broader use of AI”.
Steve Sawyer, managing director, Access HSC, commented: “All too often pockets of success sit in silos and are duplicated across the country. By creating more momentum to deliver digital ecosystems that span the care continuum – with the help of industry partners that can meet these cross-cutting needs – the NHS can achieve greater value and outputs from technology and data.”
From Answer Digital, CEO Richard Pugmire reflected: “If the government is to deliver on its promise to move the NHS from ‘analogue to digital’, this will require funds to be directed in such a way that will help scale the technologies that have the biggest impact on enhancing productivity.”
“Using technology to address the issues around access to community-based and general practice is vital to the wider achievement of the aspirational shift from diagnosis and treatment to prediction and prevention,” said Antoine Lever, commercial director, babblevoice.
Fast and efficient diagnostics are “key to addressing the backlog,” said Maddy Phipps-Taylor, managing director (EMEA), Magentus, “and the workflow around pathology and radiology services will remain critical in enabling the vital shift towards early detection and prevention.”
Dr Mark Ratnarajah, NHS paediatrician and UK managing director for C2-Ai, concluded: “With the NHS empowered with new permission to learn and improve, scaling such technology could equip teams with the insight to prevent avoidable emergency admissions, safely reduce waiting lists with existing resources, prevent scandals through early intervention, and make the most impact with resources across healthcare systems.”
… and the role of data
Commentators also highlighted the potential for data to play a role in the future of the NHS, with comments focusing on the importance of data for the development of technologies such as AI, and in learning more about the current status of our health system.
Roberto Anello, regional president for Northern Europe, AGFA HealthCare, stated: “Despite efforts made so far, we’ve really only scratched the surface, in terms of the efficacy of digital solutions that are truly representative of a connected acute and community health system. Using the vast amounts of data that is largely untapped, the NHS could spearhead instrumental changes in patient outcomes.”
AI and data are two examples highlighted in the report of where tech has the power to transform services,” said Tara Athanasiou, director of advisory practice, Ideal Health. “But to achieve their potential we need to move beyond pockets of brilliance… Rather than wrestling with things like information governance at organisation and ICS level, why not do it once, do it well and make it available at scale?”
From Stress Point Health, Sheena Pirbhai shared: “The report echoes much of the discourse we’ve already seen, but what the NHS desperately needs now is not more diagnosis, but bold, transformative steps that move beyond reiteration…The NHS should be focusing on the rapid implementation of technology instead of going over the same challenges we know exist.”
Cara Afzal, programme director for data & digital, Health Innovation Manchester, shared: “Key digital tools such as the shared care record, digital patient apps, and secure data environments are foundational in addressing the growing demands on our region’s healthcare system.”
“There’s huge opportunity to further transform healthcare with the use of data for early detection and predictive analytics but investments, standardisation and regulations all need to be considered,” stated Henry Gallagher, managing director, G2 Speech.
Jonathan Elliott, managing director at Epro, said that “many great British companies, including many SMEs, have developed some fantastic solutions that deliver real value and tangible business case benefits yet operate below the radar of many in the NHS. Unlocking and promoting some of these world class solutions must be a central plank within the strategy.”
Data is key, said Darren Goode, CTO, Egress Group: “If we are to pivot to preventative care as Lord Darzi sets out in the report, NHS trusts need real-time access to this data in the right context. Only then will embracing innovations like AI also deliver its true potential… it’s time we started thinking differently about data.”
Phil Bottle, managing director at SARD, pointed out that until greater focus is placed on strengthening the understanding of clinical capacity and demand, “NHS trusts will not be empowered to make informed decisions about their workforce and digital expenditure…it will be impossible to hit whatever productivity targets the Government set…and patient outcomes will suffer as a result.”
“As the NHS continues its recovery, I believe that data quality will be crucial to long-term success. Accurate and well-managed data is essential for transforming the way waiting lists are handled and ultimately improving patient outcomes,” highlighted Basil Badi, director for data management, Ideal Health.
From Radar Healthcare, CEO Paul Johnson commented on the “real need for joined-up, automated, integrated data to be the driving force for this continuous improvement”.
Insights on challenges for innovators
Paul Landau, CEO of Careology, said: “The brilliant but overstretched workforce doesn’t have the tools right now to move care from being reactive to preventive….Our combined goal must be to provide clinicians with information at their fingertips not only to help patients on an individual basis, but to improve services and outcomes at a larger scale.”
“There is a real danger that when a system is described as broken there is a natural need to fix the entire system with solutions that are too big to succeed. In the past, digital teams have not been empowered to try and fail fast… due to the way that disconnected legacy technology has been funded,” considered Darren Ransley, managing director for UK and Ireland at Better.
CEO at Naq, Nadia Kadhim, added: “If digital health is not governed in new ways, NHS transformation teams and innovators will continue to be held back by ever increasing requirements, confusion and regulation costs.”
Further questions from the industry
The report not only inspired comments and reflections on challenges facing the NHS as it moves into the future, but it also elicited further questions and scope for future focus.
Martin Bell, director, The Martin Bell Partnership, asked: “So, we’ve had the review, it had told us what we already knew – what is now the actual, practical, on the ground plan, properly resourced and funded, to make it happen?”
“It is clear that this country has the ability to deliver a universal healthcare system that could be a shining example to the rest of the world, as it once was, but there is a long and difficult road ahead to get there,” said Dr Suvir Venkataraman, general manager, Harley Street Fertility Clinic. “This review provides the opportunity to go further and question not only ‘how to get back the good old days of the NHS’, but consider what might the best in 21st century integrated universal healthcare look like?”
Chris Robson, Living With, considered: “In many ways, the technology analysis was very high-level and will need much more work done…if we are going to move to what Lord Darzi is advocating as “predict and prevent’ then it is going to need a lot more thinking, given that so many of the basics are not working well.”
Chad Holmes, Cynerio, questioned the “complete lack of attention focused on cyber security” within the report and emphasised: “While adoption and adherence of these resources still has a long way to go, the heroic efforts of IT and security teams should be noted, particularly as the results of austerity measures and capital shortfalls have negatively impacted all members of the NHS.”
Nick Wilson, CEO of System C, said that he would “like to see the government prioritise the integration of care with existing technology systems to minimise delays and substantial disruption…. post-implementation people must be held accountable for delivery. It is the only way that the real benefits will be delivered.”
Dr Rishi Das-Gupta, CEO of the Health Innovation Network South London, shared a hope that the report “will result in more of a focus on the digital innovations which can improve staff experience and care in the short term such as ambient voice technology and automation… and will help speed up the adoption and spread of proven innovations that can improve the lives of patients and staff in the NHS.”
And last but not least, Chris Barker, CEO, Spirit Health, concluded: “The key now is how we action this and make a difference for patients, staff and the system. Increasing what is understood about the difficulty of deploying improved ways of working in the NHS at scale…Listening to patients and doctors in the context of this report and work out how together to drive change.”
We’d like to thank everyone who shared their insight with us on this topic.
To read HTN’s breakdown of the major findings on digital and data from Lord Darzi’s report, please click here.
