Resources and insights
The latest industry news, interviews, technologies, and resources.
UK's Best Workplaces in Tech™ 2026
Hannah Granshaw
24 September 2026
Welcome to Harry Shires
We're really pleased to welcome Harry Squires to SCFH as our new Junior Analyst.Harry will be supporting our recruitment and resourcing activities while working towards his Level 3 Recruiter apprenticeship.We caught up with Harry to learn more about his new role, what he’s looking forward to and life outside work.Can you tell us a little about yourself?I've recently joined SCFH as a Junior Analyst, and I'm at the beginning of my career. I'm looking forward to developing new skills, gaining experience and learning more about the work SCFH does to support the NHS.What attracted you to joining SCFH?I've always enjoyed meeting new people, so I was keen to find a role where I could build relationships while learning on the job. I was also interested in the variety of work SCFH does with different hospitals and the opportunity to be part of that.What will your role as Junior Analyst involve, and what are you most looking forward to?I'll be supporting the recruitment and resourcing team, helping to track associate availability and match people to upcoming projects. I'll also be involved in the early stages of developing proposals.I'm particularly looking forward to getting to know our associates, understanding their different areas of expertise and learning more about the projects they're involved in.You'll be completing a Level 3 Recruiter apprenticeship alongside your role. What are you hoping to learn?I'm hoping to build my confidence, particularly when speaking to people over the phone, and develop my communication skills. I'd also like to learn how to ask the right questions to understand people's experience, skills and what they're looking for in their next role.What are you most looking forward to about being part of the SCFH team?Everyone has been really welcoming so far, which has made settling in much easier. I'm looking forward to getting to know the team better, learning from their experience and gradually taking on more responsibility as I find my feet.Looking ahead, what would you like to achieve over the next year?I'd like to build my knowledge and confidence so I can take on more responsibility and work more independently. One thing I'd really like to do is help develop a proposal and then see that project progress into delivery. It would be great to see how my work contributes to the bigger picture.And finally, what do you enjoy doing outside work?Outside of work, I enjoy watching football and boxing, keeping active and spending time with my friends and family.We’re looking forward to seeing Harry grow and develop in his role and wish him every success as he begins his journey with SCFH.
Hannah Granshaw
9 November 2026
Social Value in Action: How SCFH is Preparing for 2027
From January 2027, a new Social Value Model will apply to relevant central government procurements, placing greater emphasis on creating good jobs, developing skills and supporting communities across the UK.Introduced through Procurement Policy Note (PPN) 026, the model reinforces an important principle: public investment should deliver benefits that extend beyond the services being purchased.At SCFH, this approach aligns closely with our existing commitments. For us, social value isn't simply about meeting procurement requirements. It's about creating meaningful opportunities for people, supporting the communities we work with and making a positive, lasting impact.Building on Our Commitments for the Social Value Model 2027Social value is already an important part of how we operate at SCFH, from the way we recruit and develop our people to how we support inclusion, wellbeing and wider community initiatives.One example is our New Futures Programme, which is designed to create opportunities for individuals who may face barriers to entering consulting, healthcare or digital transformation.Through work experience, mentoring and professional development, our aim is to help people gain the skills, confidence and experience needed to build meaningful careers.We're also committed to supporting the Armed Forces community. As a signatory to the Armed Forces Covenant, we recognise the valuable skills and experience that veterans, reservists and military families can bring to the workplace, and the importance of supporting their transition into civilian employment.Alongside these initiatives, we continue to invest in an inclusive and supportive working environment, with a focus on flexible working, wellbeing, professional development and ensuring that people from different backgrounds have opportunities to succeed.These commitments reflect our belief that creating a positive working culture and investing in people are fundamental to building a responsible and sustainable business.Turning Commitments into Measurable OutcomesOne of the key priorities of the new Social Value Model is ensuring that commitments are meaningful, achievable and supported by evidence.For organisations working across the public sector, this means moving beyond statements of intent and demonstrating the difference their activities are making.At SCFH, we're strengthening how we capture, measure and report our social value contributions, including:Employment opportunities, apprenticeships and career developmentSkills development, mentoring and work experienceInclusion, wellbeing and workforce supportPartnerships with SMEs and local communitiesEnvironmental responsibility and sustainable outcomesImportantly, we recognise that social value should be relevant to the organisations and communities we support. Rather than taking a one-size-fits-all approach, our focus is on making commitments that reflect local needs and can be delivered and measured effectively.Looking Ahead to 2027PPN 026 applies to relevant central government procurements commencing on or after 1 January 2027. While it does not automatically apply to all NHS or wider public-sector procurement, it signals a continued emphasis on the wider benefits suppliers can deliver.For SCFH, preparing for these changes is about building on the work already underway, strengthening our approach to measuring outcomes and ensuring social value remains embedded in how we operate and deliver for our clients.Ultimately, our ambition goes beyond meeting procurement expectations. We want to continue building a business that creates opportunities, supports communities and delivers lasting benefits alongside the work we do to improve healthcare.Find out more: Our approach to Social ValueSources: Cabinet Office – PPN 026: The Social Value Model
Adam Libbey
3 November 2026
Awarded ISO 42001 certification
SCFH has achieved BS EN ISO 42001:2023 certification, the international standard for Artificial Intelligence Management Systems (AIMS), marking another important milestone in our commitment to quality, governance and responsible innovation.As artificial intelligence becomes increasingly embedded in healthcare, the opportunities to improve services, support clinical teams and enhance patient outcomes are significant. But realising that potential requires more than technology alone. It demands clear accountability, effective risk management and an approach that puts people first.ISO 42001 provides an internationally recognised framework for organisations to establish, implement, maintain and continually improve how they manage AI.Building trust in AIFor healthcare organisations, trust is fundamental. As AI becomes more widely adopted, patients, clinicians and healthcare leaders need confidence that technology is being used appropriately, with clear safeguards and effective oversight.Our certification reflects SCFH's commitment to these principles and provides a recognised framework for managing AI-related risks and responsibilities.The certification reinforces our focus on:Responsible AI: Supporting the ethical and considered use of AI, with appropriate human oversight.Risk management: Identifying and managing risks associated with AI.Accountability and transparency: Establishing clear responsibilities and decision-making processes.Continuous improvement: Evolving our approach as technology and expectations develop.Supporting responsible innovation in healthcareAt SCFH, we work alongside healthcare organisations to turn digital and technological ambition into practical, sustainable improvements.Our ISO 42001 certification covers an Artificial Intelligence Management System with a stated scope encompassing our strategic advisory, programme delivery, digital optimisation and technology services.As AI continues to develop, this provides an important foundation for supporting healthcare organisations in navigating new opportunities and challenges, while maintaining a clear focus on delivering meaningful outcomes.Building on our existing ISO 9001, ISO 14001 and ISO 27001 achievements, this latest certification further strengthens our commitment to quality, environmental responsibility, information security and robust governance across our work.A huge thank you to everyone involved in achieving this certification. It's a reflection of the hard work, collaboration and commitment of our team, and another important step in continuing to build a business that our clients and colleagues can have confidence in.
Hannah Granshaw
21 October 2026
Smarter Estates, Sustainable Care
The buildings in which we deliver healthcare have a significant impact on the environment, the way services operate and the experiences of patients and staff. Yet when we talk about digital transformation in healthcare, the focus is often on clinical systems and technologies, rather than the buildings and infrastructure that support them.I believe there's a real opportunity to change that.By connecting buildings, technology and data, we can create healthcare environments that are not only smarter and more efficient, but also more sustainable.It's a topic I'll be exploring at the Sustainability in Healthcare Summit 2026 in Dublin this October, where I'll be speaking about how digitally enabled estates can help healthcare organisations reduce energy consumption, make better use of space and assets, and turn digital investment into measurable environmental, operational and financial benefits.Looking Beyond the TechnologyOne of the most important considerations when developing a digital estates strategy is understanding what we're actually trying to achieve.Technology alone doesn't make a building sustainable. It's how we use that technology, the information it provides and the decisions it enables that make the difference.Whether we're looking at an existing hospital or planning a new healthcare facility, there are opportunities to improve how buildings perform, how resources are managed and how spaces support the people using them.For example, connecting building management systems with operational data can provide greater visibility of energy consumption, space utilisation and asset performance. This allows organisations to identify inefficiencies, make more informed decisions and target investment where it can have the greatest impact.But to realise these benefits, digital needs to be considered as part of the wider estates and operational strategy, rather than something added later.Making Better Use of What We Already HaveWhen discussing sustainable healthcare infrastructure, it's easy to focus on new hospitals and major developments. While embedding digital capabilities into new buildings is essential, there is also significant potential within existing healthcare estates.Many organisations are already operating complex environments with ageing infrastructure, increasing demand and competing financial pressures.Digital technology can help us understand these environments more effectively.From monitoring energy consumption and improving maintenance planning to understanding how clinical spaces and assets are used, better access to data can support practical improvements without necessarily requiring large-scale redevelopment.The opportunity is to make better use of what we already have while ensuring future investments support longer-term sustainability goals.Turning Digital Investment into Measurable BenefitsHealthcare organisations are under increasing pressure to demonstrate value from their digital investments.For digital estates, this means looking beyond the implementation of technology and focusing on the outcomes it delivers.Before we can improve the performance of our healthcare estates, we need to understand how they're operating today. Better visibility of building data, energy consumption and asset utilisation gives organisations the foundation to make informed decisions, identify opportunities for improvement and measure meaningful progress.Can we reduce energy consumption and operating costs? Can we improve the utilisation of buildings and assets? Can we create environments that are more comfortable, efficient and responsive to the needs of patients and staff?These are the questions that should inform our approach.By establishing clear objectives and measures from the outset, organisations can better understand the environmental, operational and financial impact of their investments.Importantly, these benefits aren't achieved by estates or digital teams working in isolation.Bringing together estates, digital, clinical and operational colleagues is essential to ensuring that technology supports the wider needs of healthcare organisations and the people who use their facilities.Connecting People, Buildings and TechnologyThroughout my career in digital strategy, enterprise architecture and technology transformation, I've seen the importance of connecting technology decisions with wider organisational objectives.Having worked across major digital transformation initiatives and international hospital programmes, including the NHS New Hospital Programme, I recognise the value of embedding digital thinking into the earliest stages of planning and development.But this approach is just as relevant to existing buildings as it is to new developments.At SCFH, our Digitally Enabled Healthcare Estates practice focuses on helping healthcare organisations connect their digital ambitions with the infrastructure, technology and operational capabilities needed to deliver them.Ultimately, smarter healthcare estates aren't simply about more connected buildings. They're about creating environments that work better for the people delivering and receiving care, while making more responsible use of resources.My session, "Smarter Estates, Sustainable Care. Driving Sustainability through Digital Estates," forms part of Session 3, The Role of AI and Digital Technology in Sustainable Healthcare.The summit's theme, "Partnerships for Sustainable Healthcare – turning shared goals into measurable actions and solutions," is particularly relevant to this discussion.Creating more sustainable healthcare environments requires collaboration across disciplines, a shared understanding of the challenges and a clear focus on measurable outcomes.About AndyAndy is an experienced Digital Strategist, Enterprise Architect and Technology Lead with over 20 years of experience across health and social care sector. He specialises in defining future-state technology visions, developing strategic roadmaps and delivering large-scale enterprise solutions across national and international organisations. This has included major digital transformation initiatives and several international new hospital programmes, most recently contributing to the NHS New Hospital Programme, where the focus is on embedding digital at the heart of future healthcare and operational delivery.About SCFH. A modern approach to health consultingWe combine strategic advisory with hands-on delivery, across data, digital and technology, helping health, life sciences and public sector organsisations improve outcomes, productivity and long-term value. Our diverse team brings together deep industry expertise, innovative thinking and a shared commitment to delivering outstanding results for our partners.
Andy Brett
19 October 2026
Beyond go-live: Realising value from digital investment
How do we turn digital investment into measurable benefits for patients and frontline teams?It’s a question that comes up frequently in healthcare, and one I had the opportunity to explore in September when I joined the “Is your ROI real?” panel discussion at the DNV Digital Health Summit, hosted in partnership with Stifel and EY-Parthenon.There continues to be significant digital investment in healthcare, with technology expected to improve productivity, transform ways of working and support better experiences and outcomes for patients and staff.But investing in and implementing technology is only part of the challenge. The real measure of success is whether it delivers the benefits we set out to achieve, and whether those benefits can be sustained beyond implementation.For me, that means looking beyond go-live.Technology alone doesn't deliver transformationA successful go live is important, but it isn't the same as successful transformation.Realising the benefits of digital investment requires us to be clear from the outset about what we're trying to achieve, how we'll measure it and who is responsible for making it happen.It also means giving teams the capacity, support and governance they need to embed new ways of working. Without that, there is a risk that technology is implemented successfully but the anticipated benefits don't fully follow.Transformation is a team sportOne of the messages that stayed with me from the summit came from Stephen McAdam's closing speech:It's a simple phrase, but it captures something fundamental.Successful transformation can't sit with one team or function. It requires clinical teams, operational colleagues, digital specialists, technology partners and delivery teams to work towards the same outcomes.That shared responsibility needs to continue beyond implementation. Go-live shouldn't mark the point at which attention moves elsewhere; it's often where the work of embedding change and realising value really begins.If we don't have data we can trust, it becomes incredibly difficult to understand whether an investment has genuinely improved productivity, patient experience or clinical outcomes.That means agreeing meaningful measures early, establishing clear baselines and continuing to track progress after implementation.ROI in healthcare also needs to be considered more broadly than a purely financial calculation. Time released back to frontline teams, improved workflows, better staff experience and improvements in patient care can all represent significant value.Looking beyond go-liveFor me, one of the biggest takeaways from the discussion was the importance of thinking about benefits realisation as part of transformation from the beginning, not something we measure retrospectively.At SCFH, this is central to how we approach transformation. We bring healthcare teams and technology partners together to agree what success looks like and share responsibility for delivering it beyond go-live.Ultimately, the value of digital investment isn't the technology itself.About TajaTaja Quigley is a Partner at SCFH, where she helps organisations reimagine care models through digital innovation. With experience tackling complex challenges across the NHS and public sector, she brings together clinical insight, technology, and delivery to build health systems that work smarter for patients, clinicians and the wider population.SCFH. A modern approach to health consulting.We combine strategic advisory with hands-on delivery, across data, digital and technology, helping health, life sciences and public sector organsisations improve outcomes, productivity and long-term value. Our diverse team brings together deep industry expertise, innovative thinking and a shared commitment to delivering outstanding results for our partners.
Taja Quigley
12 October 2026
World Mental Health Day 2026: Why being heard matters
Mental health is personal. Everyone’s experience is different, and that makes listening to those experiences all the more important.This World Mental Health Day, the theme “Lived experiences heard: real voices, real change” puts that principle at the centre: creating space for people to share their experiences, but importantly, ensuring those experiences are valued and can help influence meaningful change.At SCFH, that message resonates with us, both in the culture we want to create for our own people and in the work we do across healthcare.Making time to connectSupporting mental wellbeing at work isn’t about one day, one initiative or having all the answers.Often, it starts with something much simpler: creating an environment where people feel comfortable talking, feel listened to and know that support is there when they need it.It can be checking in with a colleague. Taking a break together. Making time for a conversation that isn’t about work. Or simply recognising someone for the difference they’ve made.To mark World Mental Health Day, we’re encouraging our team to do exactly that.We’re making time to walk and talk, catch up over coffee and cake, and show appreciation for the people around us.Small actions, but ones that help strengthen the connections we rely on every day.The World Health Organization’s 2026 campaign highlights the importance of lived experience informing decisions, policies and services, moving from listening to meaningful involvement. That principle is just as relevant when we think about change across healthcare.New technology, digital transformation and redesigned services can have a significant impact on the people who use and deliver them. Listening to patients, clinicians and teams helps us understand not only what needs to change, but how that change will work in practice.Because successful transformation shouldn’t simply happen to people. The people experiencing it should have a voice in it.Real voices. Meaningful change.Mental wellbeing is something we all contribute to through the culture we create, the conversations we have and the way we treat the people around us.World Mental Health Day gives us an opportunity to focus on that, but its message matters every day.At SCFH, we’ll continue to make time to listen, connect and support one another, and to carry the same principle into the work we do with healthcare organisations.SCFH. A modern approach to health consulting.We combine strategic advisory with hands-on delivery, across data, digital and technology, helping health, life sciences and public sector organsisations improve outcomes, productivity and long-term value. Our diverse team brings together deep industry expertise, innovative thinking and a shared commitment to delivering outstanding results for our partners.
Hannah Granshaw
6 October 2026
When memory fades, can AI help us deliver more human care?
For someone living with Alzheimer's disease, the ability to remember, communicate and make sense of the world around them can gradually become more difficult.But behind every diagnosis is a person with a lifetime of memories, relationships, routines and preferences. Someone whose individuality, dignity and need to feel understood remain, even as their condition progresses.According to Alzheimer's Society nearly one million people in the UK are living with dementia, a figure projected to rise to 1.4 million by 2040.This World Alzheimer's Month, the international campaign to raise dementia awareness and challenge stigma, the theme "The Earlier You Know, The More You Can Do: A Dementia Diagnosis Matters" highlights the importance of timely diagnosis and access to the right care and support.NHS England figures from February 2026 show that approximately one in three people aged 65 and over estimated to be living with dementia in England did not have a recorded diagnosis.Delays in recognising symptoms, difficulties accessing specialist services and the fear surrounding a diagnosis can all contribute to people missing out on timely care and support.AI in dementia care is opening up new possibilities, from supporting earlier detection and diagnosis to helping healthcare professionals make more informed decisions.But receiving a diagnosis is only the beginning. How can we ensure that people living with dementia continue to receive the personalised, compassionate care they need as their condition progresses?Understanding the person behind the diagnosisFor someone living with dementia, a hospital admission can be particularly challenging. Unfamiliar surroundings, changes in routine and interactions with different healthcare professionals can create confusion and distress.Families and carers often hold invaluable knowledge about their loved one. They know the small things that bring comfort, the situations that cause distress and the ways to help them feel reassured.But when someone moves between wards, hospitals or care settings, how do we ensure that understanding moves with them?Connected healthcare systems can help make important information about a person's needs, preferences and care history accessible to the professionals caring for them.And as AI continues to advance, there is an opportunity to explore how technology could help healthcare professionals make better use of that information, supporting more personalised and compassionate care.Not by replacing human connection, but by helping preserve it.The opportunity for AI in dementia careAI is opening up new possibilities in healthcare, including research into earlier detection of Alzheimer's disease and more personalised approaches to care.Beyond diagnosis, AI could help healthcare professionals navigate complex patient information, identify relevant details about individual needs and support greater continuity as people move between different care settings.For people living with dementia, this could mean fewer occasions where they or their families need to repeat important information, and a more consistent understanding of their needs throughout their care journey.But the potential of AI must be balanced with the responsibility to implement it safely and thoughtfully.Technology should support clinical judgement, protect personal information and be designed around the needs of the people using it.Most importantly, it should help healthcare professionals deliver care that recognises the individual, not simply their diagnosis.Keeping people at the centreAt SCFH, we believe successful digital transformation starts with understanding the people it is intended to support.Our work across digital health, data and technology focuses on helping healthcare organisations deliver more connected, effective and patient-centred care.As AI becomes increasingly integrated into healthcare, we have an opportunity to consider how it could support people living with dementia, their families and the professionals caring for them.Can it help preserve important information about someone's individual needs? Support more personalised care? Give healthcare professionals more time to focus on the human interactions that matter most?These are the questions that should guide how we develop and implement AI in healthcare.Alzheimer's may change how someone communicates, remembers and experiences the world, but it does not change their need to be understood, respected and cared for.Supporting people affected by dementiaThis World Alzheimer's Month is an opportunity to raise awareness, challenge stigma and reflect on how we can better support people living with dementia and those who care for them.To learn more about dementia, access support or make a donation to help those affected, visit Alzheimer's Society.SCFH. A modern approach to health consulting.We combine strategic advisory with hands-on delivery, across data, digital and technology, helping health, life sciences and public sector organsisations improve outcomes, productivity and long-term value. Our diverse team brings together deep industry expertise, innovative thinking and a shared commitment to delivering outstanding results for our partners.
Hannah Granshaw
23 September 2026
AI in healthcare: Turning innovation into safer care
AI is accelerating at a pace that would have been difficult to imagine even a few years ago. It's incredible to see the opportunities opening up, and AI in healthcare patient safety is one of the most important areas of progress, from reducing administrative pressure to helping teams make better use of information and spend more time with patients. On World Patient Safety Day, I want to reflect on how we turn that potential into better, safer care.I’m excited about what this means for the NHS. Digital transformation has been central to my work since 2010, and the possibilities now feel greater than ever. Through the work we do at SCFH, alongside clinical, operational and digital teams, we see the expertise and commitment that turn those possibilities into improvements in care.With so much momentum, it's worth asking: are we giving the people, processes and understanding around the technology the same attention as the technology itself? The enthusiasm to move forward is positive. Making sure the foundations keep pace is how we translate it into lasting benefit.Why human judgement still mattersTools such as ChatGPT and Claude offer a familiar example. They can help me develop ideas, challenge my thinking and improve a draft. But if I used one to help write this blog, I would still want to check that it reflected what I meant, retained the nuances and supported the claims being made. Something can read beautifully and still miss the point.Writing a blog and documenting a clinical consultation carry very different responsibilities and consequences. But the distinction between a convincing output and an accurate representation is relevant to both. In healthcare, meaning, context and detail matter deeply.Ambient voice: turning promise into practiceAmbient voice technology is an exciting example of what AI can offer. Helping capture and structure consultations has the potential to reduce documentation demands and give clinicians more space to focus on patients. Realising that promise means making the whole process work well, including how draft information is reviewed, corrected and incorporated into the clinical record.Clinical review draws on professional expertise and an understanding of the patient and the consultation. Tools need to support that work, with outputs that are easy to navigate and correct. The time and attention involved also need to be reflected in expectations about productivity and benefits.The MHRA’s guidance, published on 29 July 2026, provides further clarity on when ambient voice technology products qualify as medical devices in Great Britain. It also emphasises that manufacturers should address risks through design and protective measures before relying on warnings. That focus on design is essential to making safe use practical in everyday care.AI in healthcare patient safety: a shared responsibilityThis is where the wider transformation becomes so important. Strengthening AI in healthcare patient safety requires more than an instruction to review an output. Safe, effective adoption depends on the quality of the product, how it fits into clinical workflows, the support available and how organisations respond when something needs to improve.It is a shared endeavour. Suppliers bring responsibility for product quality, clear limitations and usable design. Organisations provide assurance, training, time and support. Clinical teams bring the expertise to shape how tools are introduced and used in care. Those of us supporting transformation have a responsibility to bring these elements together.Starting with people, not technologyThrough the work we do at SCFH, we know how important it is to start with the realities of the service: what teams need, where pressure exists and what would make care easier to deliver. Involving people early helps ensure that technology addresses those needs and that feedback shapes implementation from the outset.Patients are part of this too. Understandable information about how technology supports their care, and space to ask questions, can help build confidence. The opportunity is to strengthen the relationship between patients and the people caring for them.Go-live is only the beginningA successful go-live is an important milestone. What happens afterwards tells us whether the transformation is delivering its promise. Is administrative pressure reducing? Is released time translating into something valuable for staff and patients? Have new tasks or difficulties emerged? Is care becoming safer and more effective?These questions help us build the evidence and confidence to scale. They also give us permission to refine an approach as we learn. With technology evolving so quickly, that ability to listen, adapt and improve needs to be part of implementation from the beginning.Making progress meaningfulAs leaders, we can support this by being clear about the patient benefit we want to achieve and investing in the people and practical support needed to deliver it. The pace of deployment is one measure of progress; the difference it makes to care is the measure that gives it purpose.I’m optimistic about what AI and digital innovation can make possible for the NHS. We have an extraordinary opportunity to improve care and support the people delivering it. Clinical expertise, thoughtful design and shared learning will help us make the most of that opportunity.About TajaTaja Quigley is a Partner at SCFH, where she helps organisations reimagine care models through digital innovation. With experience tackling complex challenges across the NHS and public sector, she brings together clinical insight, technology, and delivery to build health systems that work smarter for patients, clinicians and the wider population.SCFH. A modern approach to health consulting.We combine strategic advisory with hands-on delivery, across data, digital and technology, helping health, life sciences and public sector organsisations improve outcomes, productivity and long-term value. Our diverse team brings together deep industry expertise, innovative thinking and a shared commitment to delivering outstanding results for our partners.
Taja Quigley
17 September 2026
Build Trust. Navigate Change.
Change is happening everywhere.Technology is evolving rapidly. AI is changing how we work. Expectations are shifting. And across healthcare, organisations are being asked to transform services while responding to increasing pressures and complexity.Against that backdrop, the theme for this year’s National Inclusion Week “Build Trust. Navigate Change.” feels particularly relevant.Because navigating change successfully isn’t only about having the right strategy, technology or processes.It's about people.One of the things that makes National Inclusion Week important is that it involves everyone. We all bring different identities, backgrounds, experiences and circumstances to work, and these can shape how we experience our workplace, technology and change.Creating genuinely inclusive environments means recognising those different perspectives and making space for conversations that span communities and experiences, from gender, race and religion to disability, LGBTQ+ inclusion, caring responsibilities and social mobility.Inclusion then becomes more than a principle. It becomes part of how organisations build trust and make better decisions.Inclusion in healthcare transformationAt SCFH, we see this through the work we do with healthcare organisations undergoing complex digital and operational transformation.Whether introducing a new EPR, adopting AI and emerging technologies or redesigning existing services and ways of working, the technical solution is only one part of the picture.The people who use those systems every day bring different roles, experiences, perspectives and levels of confidence with technology. Listening to those voices can help identify challenges earlier, shape better solutions and create change that works in practice.When people understand why change is happening, feel able to contribute and can see that their experience has been considered, change becomes something they are part of rather than something that simply happens to them.Half of our team are women25% identify as neurodivergent25% work part-timeFlexible working is embedded across SCFH, helping us support different needs and circumstances.We also want our growth to create opportunities for our people.Over the last 12 months, 50% of our team have been promoted, developing their careers alongside the business.These numbers are only part of the picture. What matters is the culture behind them - one where people feel comfortable being themselves, sharing ideas, asking questions and offering a different point of view.As we grow, we know our approach to inclusion needs to keep evolving too. That means continuing to listen, learn and create an environment where everyone has the opportunity to contribute and thrive.National Inclusion Week gives us an opportunity to reflect on what inclusion means in practice, but it shouldn’t begin and end with one week.This year’s theme is a reminder that trust is built through how we listen, involve and support people, particularly when things are changing.That applies to our own team and to the healthcare organisations we work alongside.SCFH. A modern approach to health consulting.We combine strategic advisory with hands-on delivery, across data, digital and technology, helping health, life sciences and public sector organsisations improve outcomes, productivity and long-term value. Our diverse team brings together deep industry expertise, innovative thinking and a shared commitment to delivering outstanding results for our partners.
Hannah Granshaw
14 September 2026