The 10-year plan for the NHS risks missing the mark unless we also dare to think differently about how to achieve results, writes Infix CEO, Matthew Freer
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Wes Streeting’s 10-year plan for the NHS in England has the potential to be a game-changer. However, let’s be clear: unless it delivers tangible, immediate impact alongside its visionary goals, it risks becoming yet another exercise in can-kicking.
The NHS backlog is staggering, and while long-term strategies are essential, the need for quick but sustainable fixes has never been more urgent.
Take weekend overtime. It’s a “quick fix” that looks good on paper but is a ticking time bomb for staff morale. Burnout is already a reality for the majority of NHS workers. Overloading people with the promise of extra cash to patch systemic inefficiencies just isn’t sustainable.
Yet the facilities themselves don’t burn out. And therein lies the opportunity: smarter, not harder, use of existing infrastructure.
As someone who’s spent over two decades as a consultant anaesthetist in NHS Scotland, I’ve seen firsthand the chaos caused by outdated systems. Staff juggling multiple siloed platforms, mismatched data, and inefficiencies leave operating theatres empty when they should be bustling. That’s why I founded Infix – to bring the system into the 21st century.
Our solution has been purposely designed to allow rapid implementation and scale, which reduce the drain on the overstretched NHS IT resources. This creates the potential for immediate impact; Infix is a cloud-based theatre scheduling tool that integrates in real-time with a hospital’s electronic patient records system. Infix’s use of data allows for smarter, more predictive theatre scheduling, increasing efficiency and productivity without the need for additional staff or infrastructure.
In Scotland, we’ve shown what’s possible. By breaking down silos and improving operating theatre efficiency by up to 20 per cent – this potentially translates into an additional 10,000 joint replacements a year. This has led to a national contract with NHS Scotland – a testament to its transformative impact. This isn’t tech for tech’s sake; it’s tech that delivers results.
Yet when I speak to policymakers in England, it’s clear they’re mired in structural paralysis. The fragmented nature of NHS England makes replicating Scotland’s success more challenging but far from impossible.
Throwing £2bn at new platforms and lengthy procurements is not the answer. Patients in pain don’t have the luxury of waiting years for results. The answer in England lies in regional solutions – empowering integrated care boards and NHS trusts to act decisively. Many of these regions rival Scotland’s population and could easily adopt similar models.
Collaboration is key. In Scotland, Infix partnered seamlessly with InterSystems, the NHS’s EPR provider. Why aren’t more large IT firms following suit? Should we have a discussion about whether the “not invented here” is holding back progress? I believe the big players must open the door to smaller, agile innovators. It’s not just good business; it’s an imperative.
The NHS doesn’t just need more money. It needs a revolution in thinking. The road to recovery isn’t paved with blank cheques; it’s built on bold ideas, disruptive partnerships, and the courage to do things differently. Let’s stop merely decrying the problem, and start solving it.
