NHS Announces Workforce Plan for Genomics, AI and Digital Medicine

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This morning, Topol magazine has been announced, detailing how we should prepare the NHS clinical staff to ensure the digital future of healthcare. Led by California-based Dr. Eric Topol, a cardiologist, geneticist and researcher in digital medicine, this review is long overdue. Health Education England (HEE), which deals with the education, training and future planning of our NHS staff, told us early this year that this review would inform us of changes to the selection, curricula, training and training. , development and lifelong learning (naturally, technology is a huge factor, she asked for her own report). So the question is: was it done?

There is no doubt that the review has been widely welcomed. Among social media, royal colleges, startups in the health sector, political leaders all praise his feelings, and who would not? These recommendations are in line with the objectives of the NHS Long-Term Plan and the Workforce Implementation Plan, thus helping to ensure a sustainable NHS with a technology-driven, patient-centered, ethical and more effective future. We are finally talking about technologies including augmented reality, virtual reality, natural language processing, artificial intelligence and robotics, with what ultimately looks like acceptance. Can we get excited?

The magazine provides advice on a few key aspects:

1. How technological and other developments (genomics, artificial intelligence, digital medicine and robotics) are likely to change the roles and functions of clinical staff in all occupations over the next two decades, to ensure better living conditions safe, more productive, more efficient and more personal. patient care.

As we often advise start-ups, we are wisely emphasizing the benefit of the patient as a primary criterion, not just the development and integration of technology in the service of technology. In addition, an AI vision that allows staff to focus on true human interaction and care is as comforting as it is essential. As a young doctor, I struggled daily with the feeling of being too scattered and not providing the basic care that I desperately wanted. In setting these goals, Topol provided a vision of how technology could and should be used to address the myriad of issues that affect patients and staff on a daily basis; to improve patient experience and financial efficiency up to the reduction of burnout clinicians.

Crucially, Topol also discussed how specific technologies need to be addressed. Dr. Chris Whittle, founder and CEO of Q doctor, a digital health company, explains:

Rightly, Topol magazine calls for "robust, resilient, reliable and efficient systems to provide reliable, evidence-based badurances of the security of digital health care technologies." Even for something as simple as telemedicine, there is a lack of robust clinical approach – something that we have worked hard to develop. "

2. The implications of these changes on the skills required by professionals fulfilling these roles.

HEE's previous draft report alluded to the creation of more general clinicians in a "modern and flexible workforce," to cope with the rapidly evolving capabilities of the technology, but it seems that this reflection has evolved, Topol wishing to double the number of technical specialists able to create, work with and adopt new innovations. It goes even further by identifying occupations and sub-specialties that could be particularly significant in the future; For example, it calls on the NHS to attract a continuing pool of robotics engineers, data scientists, computer scientists and other technical specialists to create the new technological solutions needed to improve care and productivity. A call for more high-level technology specialists is also requested.

External ideas are absolutely essential to foster innovation. For me, this recommendation must be applied. Topol calls for the extension of entrepreneur training programs, accelerators and test benches and even suggests that a "specialized work force" will work at the forefront of their disciplines, as early adopters of new technologies. This raises interesting questions:

• These & nbsp; specialists & nbsp; are they the future of future innovative entrepreneurs?
• Will there be thousands of additional direct innovation pathways, from guidance to adoption through these specialists?
• Will this specialized workforce be trained in the critical badysis of technology and SMEs?
• Will they be fast, autonomous, decisive and able to handle more risks safely?

We will not know the answers for a moment, but if they can be realized, I think these teams could make the difference between an avant-garde department open to innovation and another with a fax machine still operational in 2050.

3. The implications for selection, programs, education, training, development and lifelong learning of current and future NHS staff.

Quite simply, Topol wants more training in technology and who could really disagree? Patients, health professionals and future workers are all covered, and it is wise to recognize the practical difficulty of doing so when many organizations need to be involved.

But is the desire or realization sufficient? We give similar advice to founders who have good ideas but do not have the capacity to implement and execute quickly. This review brings together a wealth of existing evidence and common sense opinions, but does not suggest robust and practical steps for implementation. It can be argued that Topol made a series of recommendations on how the current structure could support change, rather than how to remove existing system blockers.

In addition, given the rapid pace of technology adoption in sectors other than health in the last five years alone, the suggested timeline for a compelling workforce adoption in 2020- 2040 is rather slow, and if automation is mentioned as useful in the context of AI. there remains a question about how we select and train virtually a workforce with functions that can become more automated over the course of their careers.

However, this reminds that this document is the beginning – it is the vision, with its realistic realism, which, for the insightful, could raise more troublesome questions about the possibility and practical utility of the intensification of the new technology in the NHS without a complete reform and without equivocal system.

Topol's report is North Star. It clearly describes how an NHS workforce could transform the lives of patients and clinicians through innovation and the adoption of new technologies. Its recommendations will now be taken into account by a number of different organizations to deepen the practical aspects; it will be interesting to observe how the path is traced and if we retain our enthusiasm for its encouraging and inspiring words.

Whatever the case may be, Topol has provided us with a solid basis for developing concrete plans for NHS staff to accelerate the adoption of its technology. It's hard to balance an inspiring future vision with realism and realism, but for the moment, I allow myself to be optimistic and the healthtech community seems to be with me.

Follow the reaction on Twitter to #TopolReview

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The Topol Review was announced this morning detailing how we should prepare NHS clinical staff to ensure the digital future of healthcare. Led by California-based Dr. Eric Topol, a cardiologist, geneticist and researcher in digital medicine, this review is long overdue. Health Education England (HEE), which deals with the education, training and future planning of our NHS staff, told us early this year that this review would inform us of changes to the selection, curricula, training and training. , development and lifelong learning (naturally, technology is a huge factor, she asked for her own report). So the question is: was it done

There is no doubt that the review has been widely welcomed. Among social media, royal colleges, startups in the health sector, political leaders all praise his feelings, and who would not? These recommendations are in line with the objectives of the NHS Long-Term Plan and the Workforce Implementation Plan, thus helping to ensure a sustainable NHS with a technology-driven, patient-centered, ethical and more effective future. We are finally talking about technologies including augmented reality, virtual reality, natural language processing, artificial intelligence and robotics, with what ultimately looks like acceptance. Can we be excited?

The magazine provides advice on a few key aspects:

1. How technological and other developments (genomics, artificial intelligence, digital medicine and robotics) are likely to change the roles and functions of clinical staff in all occupations over the next two decades, to ensure better living conditions safe, more productive, more efficient and more personal. patient care.

As we often advise start-ups, we are wisely emphasizing the benefit of the patient as a primary criterion, not just the development and integration of technology in the service of technology. In addition, an AI vision that allows staff to focus on true human interaction and care is as comforting as it is essential. As a young doctor, I struggled daily with the feeling of being too scattered and not providing the basic care that I desperately wanted. In setting these goals, Topol provided a vision of how technology could and should be used to address the myriad of issues that affect patients and staff on a daily basis; to improve patient experience and financial efficiency up to the reduction of burnout clinicians.

Crucially, Topol also discussed how specific technologies need to be addressed. Dr. Chris Whittle, founder and CEO of Q doctor, a digital health company, explains:

Rightly, Topol magazine calls for "robust, resilient, reliable and efficient systems to provide reliable, evidence-based badurances of the security of digital health care technologies." Even for something as simple as telemedicine, there is a lack of robust clinical approach – something that we have worked hard to develop. "

2. The implications of these changes on the skills required by professionals fulfilling these roles.

It is interesting to note that HEE's previous draft report alluded to the creation of more general clinicians in a "modern and flexible workforce", in order to cope with the rapidly evolving capabilities of the technology, but it seems that this thought has evolved, Topol wishing to double the number of technical specialists able to create, work with and adopt new innovations. It goes even further by identifying occupations and sub-specialties that could be particularly significant in the future; For example, it calls on the NHS to attract a continuing pool of robotics engineers, data scientists, computer scientists and other technical specialists to create the new technological solutions needed to improve care and productivity. A call for more high-level technology specialists is also requested.

External ideas are absolutely essential to foster innovation. For me, this recommendation must be made. Topol calls for the extension of entrepreneur training programs, accelerators and test benches and even suggests that a "specialized work force" will work at the forefront of their disciplines, as early adopters of new technologies. This raises interesting questions:

• Are these specialists the ideal future for innovative entrepreneurs?
• Will there be thousands of additional direct innovation pathways, from guidance to adoption through these specialists?
• Will this specialized workforce be trained in the critical badysis of technology and SMEs?
• Will they be fast, autonomous, decisive and able to handle more risks safely?

We will not know the answers for a moment, but if they can be realized, I think these teams could make the difference between an avant-garde department open to innovation and another with a fax machine still operational in 2050.

3. The implications for selection, programs, education, training, development and lifelong learning of current and future NHS staff.

Quite simply, Topol wants more training in technology and who could really disagree? Patients, health professionals and future workers are all covered, and it is wise to recognize the practical difficulty of doing so when many organizations need to be involved.

But is the desire or realization sufficient? We give similar advice to founders who have good ideas but do not have the capacity to implement and execute quickly. This review brings together a wealth of existing evidence and common sense opinions, but does not suggest robust and practical steps for implementation. It can be argued that Topol made a series of recommendations on how the current structure could support change, rather than how to remove existing system blockers.

In addition, given the rapid pace of technology adoption in sectors other than health in the last five years alone, the suggested timeline for a compelling workforce adoption in 2020- 2040 is rather slow, and if automation is mentioned as useful in the context of AI. there remains a question about how we select and train virtually a workforce with functions that can become more automated over the course of their careers.

However, this reminds that this document is the beginning – it is the vision, with its realistic realism, which, for the insightful, could raise more troublesome questions about the possibility and practical utility of the intensification of the new technology in the NHS without a complete reform and without equivocal system.

Topol's report, The North Star, clearly describes how an NHS workforce could transform the lives of patients and clinicians through innovation and the adoption of new technologies. Its recommendations will now be taken into account by a number of different organizations to deepen the practical aspects; it will be interesting to observe how the path is traced and if we retain our enthusiasm for its encouraging and inspiring words.

Whatever the case may be, Topol has provided us with a solid basis for developing concrete plans for NHS staff to accelerate the adoption of its technology. It's hard to balance an inspiring future vision with realism and realism, but for the moment, I allow myself to be optimistic and the healthtech community seems to be with me.

Follow the reaction on Twitter to #TopolReview