Orion Health

When it comes to healthcare software, like most things in life...it's never quite real until you can touch, feel, experience and interact with it. The Orion Health sandbox is now live! Get in and have a look for yourself. First cab off the ranks: The BreastScreen Information System Details below! Paris Majot , Vianney Chauvineau , Siri McKelvie

In healthcare technology, buying something isn't the same as adopting it, adopting it isn't the same as using it, and using it for a while isn't the same as making it stick. That distinction matters because too many digital health programmes still treat the signed contract as the win. It isn't. All a contract proves is intent. It tells you nothing about whether clinicians, patients, carers, or the organisation itself have actually changed how care gets delivered. The hard part starts after the technology has been chosen. Adoption depends on whether the people doing the work believe the change is credible, useful, and worth the effort of relearning their day. Use depends on whether the solution fits into clinical workflow without quietly making it heavier. And sustainability, the aspect most programmes underestimate, depends on whether the technology continues creating value long after the launch energy, project funding, and executive sponsorship have moved on to the next thing. The NASSS framework is helpful here because it forces a wider view. Healthcare technology never operates in a vacuum. It sits inside a system of clinical complexity, organisational readiness, professional norms, patient expectations, governance requirements, funding constraints, and policy settings. Any one of those can quietly support adoption, or quietly kill it. That's why implementation shouldn't be treated as the last chapter of a technology programme. It's really the main one. If the value proposition is weak, workflows aren't properly understood, incentives point in different directions, or the organisation lacks the headroom to absorb another change, even well designed technology will fail to scale. The tech isn't the problem in those cases. The conditions around it are. Healthcare doesn't need more digital activity that looks impressive in a launch deck. It needs investments that get adopted in practice, used with intent, and sustained because they genuinely make care better. That requires leadership discipline, evidence based implementation, and a more honest conversation about what transformation actually costs and how long it really takes. Read more on our blog: https://lnkd.in/eBJ7wvs9 Orion Health HEALWELL AI (TSX: AIDX)

Today’s workshop with ICS partners and NHS England colleagues reinforced something critical: we won’t achieve a true Single Patient Record (SPR) without deep, sustained collaboration between ICBs and NHSE. Across the session, it became clear that in the immediate term, Shared Care Records (ShCRs) are not being replaced; they are becoming the foundation of national interoperability for the years ahead. That means the work happening locally across ICSs is essential to the success of SPR. ICBs bring the reality of frontline delivery: • The variation in digital maturity across regions • The complexity of integrating data from acute, primary, social care and beyond • The pressure on local teams already stretched for resource NHSE brings the national direction: • Standards (IPS, NRL, core datasets) • Funding priorities aligned to SPR outcomes • The vision for a unified, longitudinal patient record We saw this in discussions around priority pathways like frailty, maternity, and cancer areas where national ambition and local capability are starting to align. And we felt it in the honest conversations about gaps still to solve: maternity data, social care integration, patient flags, and the need for better reporting to evidence impact. It’s also clear that funding will increasingly follow what directly enables SPR. That makes it even more important that local insight and data feed into the national case for change because stronger local evidence means stronger national investment. Interoperability isn’t just a technical challenge, it’s a transformation, collaboration, and coordination challenge. It requires: → Shared priorities → Clear standards → Aligned funding models → And ongoing dialogue between national and local teams Supporting all of this, technology suppliers like Orion Health must work closely with local systems and the centre to ensure continued progress. If we get that right, SPR becomes a genuinely connected health and care system, built on the work already happening across ICSs. The opportunity is real. But only if we continue to move forward together. My thanks to those who contributed to the discussion including (but not limited to): Daniel Offord , Corey Osmaston , Charles Clarke Frakes , Rob Nimmo , Ralph Howle, Hadleigh Stollar , Ben Wilson , Aaron Jackson , Jasmine Barber

The landscape of health and care in England right now is a mix of bold vision and operational upheaval. Keeping an eye on the prize and planning how to get there is key to coming out of this period in a better place than before. Check out our latest white paper, a joint piece between Orion Health and Healthcare Innovation Consortium where we propose some concrete steps to delivering the aims of a single patient record.