What does the recent dispute between the BMA and the Government over continuous online access reveal about current attitudes toward digital health transformation in the UK?

The BMA's response highlights that we still have some way to go in communicating not only what the Government is trying to achieve, but how these reforms can be genuinely transformative for both patients and practices. 

The issue is not resistance to digital change, but lack of safe, secure, and robust infrastructure to support it. Without those foundations, the gap between well-intentioned policy and operational reality will only widen.

Within a healthcare system already under immense strain, we cannot afford to stumble at the first hurdle because the fundamentals have been rushed or overlooked. As a proud British business and long-standing partner of the NHS, we want the Government's 10-Year Health Plan to succeed, and it can. The first crucial step is to test policy through a real-world lens, ensuring ambition is matched by capability before implementation begins.

 

What does co-design between the NHS and technology partners look like in practice, and why does it matter?

Co-design between the NHS and its technology partners is the difference between solutions that work in theory and those that work in practice. When policy moves ahead without collaboration, clinicians are more likely to feel uncertain and to resist change. 

Designing systems with those at the frontline, not simply for them, turns resistance into confidence and adoption. Trust is the cornerstone of progress: if clinicians and patients don't believe in the technology intended to support them, transformation will stall. True co-design builds that trust by reflecting real-world pressures, priorities, and patient needs.

 

What's needed to build clinician confidence and trust in AI in patient-facing settings?

Trust in AI begins with transparency and evidence. Clinicians must understand how and why a system makes recommendations, not simply accept them at face value. 

Without explainability, even the most advanced tools will fail to gain confidence on the front line. Equally, trust grows when outcomes are proven, when clinicians and patients can see consistent, validated results in real-world care. 

AI should support, not replace, clinical judgment, with its role clearly defined and accountable. In the end, confidence in AI won't be built by promise, but by proof.

 

How can we ensure digital tools reduce the workload of GPs rather than redistribute it?

Too often, digital systems are introduced without the training and integration needed to make them effective, which simply shifts the pressure elsewhere. Recent research conducted by OneAdvanced found that two thirds (60%) of healthcare organisations report difficulties integrating digital platforms. The key is ensuring tools align with practice workflows and genuinely automate routine, low-value tasks.

Solutions like PATCHS, our online consultation and triage platform, have shown how intelligent design can help. By automating data capture and prioritisation, PATCHS supports practices in managing demand safely while freeing up valuable clinical time. But the real lesson is that success depends on partnership. When clinicians co-design and help shape how technology fits into daily work, adoption and impact rise sharply.

 

What have been your biggest learnings in building and delivering technology to address the UK's primary care needs?

One of the biggest lessons is that no two practices are the same. Primary care is incredibly diverse, and technology must be flexible enough to adapt to local contexts. We've learned that success comes from close collaboration, when you design and test solutions directly with clinicians and practice teams. 

Through our work with PATCHS, we've seen the impact of listening carefully to the frontline. Features like automated triage, patient prioritisation, and integrated feedback loops were all shaped by GP input, ensuring the technology genuinely supports workload management and patient safety.

 

What are the key factors that the Government should be mindful of in order to realise the 10-Year Plan for the NHS?

We're not even a year into the 10-Year Plan, and already we've seen what happens when clear communication and trust break down. Yet the fundamentals needed to make this strategy work are entirely achievable: investment in secure, interoperable digital infrastructure, consistent standards, realistic timelines for adoption, and an open dialogue between practitioners, end users, and technology partners.

To avoid the kind of bottlenecks we're beginning to see, such as the ongoing BMA dispute, transformation must be a genuine partnership involving every part of the system. The need for robust, reliable healthcare is a universal human need; without it, society cannot function. Policymakers must recognise how delicate this balance is and ensure that digital reform enables, rather than deters, those it is designed to help.