This article starts with the strategy of an anonymous pharmaceutical company, or rather with a discussion of its weaknesses. Rather more promisingly, it then broadens out to look at the NHS and digital health information.
There is a long and largely unhappy history of bold claims for the application of information management to the health service, which have consumed a lot of money but have had proportionately little to show for it. NHSX is the latest attempt to bring it all together, and the argument here is that this still represents technology modernisation rather than digital radicalism.
That leads to a still more fundamental issue, a challenge to one of the great mantras of digital government, that the strategy is delivery. That’s always been a naive view – it’s fine to argue that a strategy which doesn’t result in delivery isn’t much of a strategy, but the argument that the strategy emerges from delivery doesn’t really hold up. Instead, the question here is whether government should be rethinking its role more radically, embracing the idea of government as a platform, rather than building another platform for government.