I have been in the health technology bubble for the last 18 months, reading, listening and debating with others in the bubble, about the impact that AI and machine learning will have on healthcare. It is tremendously exciting stuff and very hard not to get carried away when you see some of the work that is being done around the world in this space.
But like many of you, I have an existence outside of this rarefied atmosphere, in the real world of health and care delivery where timely access to the right safe, high quality care in the right place from professionals who have the time and space to really listen is becoming harder to find.
When these two worlds collide, cynicism and frustration are not infrequent responses. Cynicism from health professionals who have been promised “game-changing” innovations to make their lives easier before, and frustration from technology advocates who struggle to be heard in a pressured and noisy system.

This article is a repost and first appeared on the Optimity Advisors website in May 2018.  The IC landscape in Europe is highly diverse, and different health systems are clearly at different stages of their integrated care implementation journeys. Context-sensitivity is fundamental when trying to understand the advancement of integrated care across the continent, from a design and implementation perspective.

This article is a repost and first appeared on the Optimity Advisors website in May 2018.  In this blog, we explain some of the health system characteristics that have shaped different models of integrated care. The heterogeneity and diversity of models and programmes in the implementation of integrated care reflects the values, principles and organisation of their health systems.

This article is a repost and first appeared on the Optimity Advisors website in May 2018.  In previous blogs we saw how integrated care is moving from being a stated goal to delivered in practice in many different ways across Europe. These differences reflect the different political, economic, social, legal and technical contexts in which integrated care models evolve.

By Niamh Lennox-Chhugani and Malcolm Bray 
This article is a repost and first appeared on the Optimity Advisors website in November 2018.  The first question to consider is why would we want to introduce social prescribing into local health care systems in the first place? On the face of it there appears to be a simple answer - of course we should mainstream social prescribing (or non-medical referrals by General Practitioners that support health and well-being). It provides patients with a more holistic offer by combining traditional health care services with services that can help people with a wide range of social issues. The evidence tells us if these are not tackled they can contribute to poor health and wellbeing. There is a compelling case for primary care to invest in social prescribing as around 20% of patients see their GP for a social rather than medical problem. NHS England has published their ten high impact change recommendations; one of which is social prescribing.
So why has the development of social prescribing been so challenging?

This article is a repost and first appeared on the Optimity Advisors website in March 2018.  Amazon, JPMorgan Chase and Berkshire Hathaway caused ructions in healthcare insurance markets recently following the announcement of their intention to work together to launch a not-for-profit health insurance company for their U.S. employees. Whilst concrete details of the collaboration have yet to be released, the markets illustrated their concerns at the entry of a new potentially powerful competitor with shares in CVS dropping 4%, United Health dropping 11% and Cigna dropping 7% following the announcement.

This article is a repost and first appeared on the Optimity Advisors website in December 2016.  One of the biggest challenges in any sector is turning strategy into action and impact, knowing where to focus effort and in what order. Specialist commissioning in England is trying to reposition itself in the context of exponential development and innovation in precision medicine, health technology and novel therapies for rare diseases, the main focus of specialised commissioning as well as a system shift to population health risk management. Providers of specialist services are starting to respond to this challenge by designing new models of integrated care. One example is the Accountable Cancer Network involving The Christie, the Royal Marsden and University College London Hospitals. Earlier detection is a key aim of such models but even these innovators recognise the current provider networks need to be expanded, potentially beyond the health system, to do this really effectively.

This article is a repost and first appeared on the Optimity Advisors website in November 2016.  One of the biggest challenges in any sector is turning strategy into action and impact, knowing where to focus effort and in what order. Specialist commissioning in England is trying to reposition itself in the context of exponential development and innovation in precision medicine, health technology and novel therapies for rare diseases, the main focus of specialised commissioning as well as a system shift to population health risk management.

How do we realise the ambition of delivering better value healthcare systems through the Sustainability and Transformation Plans?
This article is a repost and first appeared on the Optimity Advisors website in May 2016. The Sustainability and Transformation Plans (STPs) have been submitted. There will have been collective sighs of relief around the 44 footprints across England. Unlike many other strategic plans submitted in the past, there is an expectation that this is only a start of a journey. Momentum is expected to be maintained and evidence of early delivery will need to be seen at the next checkpoint in September or October of this year.