With additional funding for NHS technology announced in the Autumn Budget, the growing prominence of AI in healthcare, and the 10-year health plan gathering pace, anticipation is building across the digital health sector as we move into 2026.<\/p>\n
Digital Health News asked health tech suppliers to share their takes on what they believe 2026 will bring.<\/p>\n
Read on for their predictions and expectations for the year ahead:<\/p>\n
Shaun O\u2019Hanlon, chief executive, Optum (UK)<\/a><\/p>\n \u201cTechnology will be the engine driving delivery of the NHS 10 year health plan<\/a>, enabling care to move beyond hospital walls through interoperability, care coordination, and data-driven patient pathways. <\/p>\n \u201cWe\u2019ll see a revolution in diagnostics and elective care, with intelligent, out-of-hospital pathways tackling waiting lists at their source in a more patient-centric and cost-conscious way. <\/p>\n \u201cCommunity pharmacies will increasingly function as local health hubs, integrated into care pathways and empowering independent prescriber pharmacists to help balance demand. <\/p>\n \u201cUnderpinning all of this will be next-generation AI \u2014 safer, transparent, and supported by strong governance and human oversight \u2014 driving productivity and better patient outcomes. 2026 will see technology delivering measurable impact, reshaping care delivery at scale.\u201d<\/p>\n Steve Wightman, managing director, health and integrated care, Access HSC<\/a><\/p>\n \u201cWe need to see the 10 year health plan translated into real-world action in 2026. Digital and data, when done right, can genuinely supercharge healthcare professionals \u2013 reducing unwarranted variation, freeing up time for direct patient care and tackling waiting lists.<\/p>\n \u201cIncreased deployment of tech-enabled care, ethical AI and predictive analytics \u2013 underpinned by real interoperability \u2013 will put prevention-focused care firmly into neighbourhood settings.<\/p>\n \u201cHowever, the real breakthrough will be in mental health services. As the government pushes for better data utilisation across the NHS \u2013 including for research purposes \u2013 and with the new review into mental health diagnosis, we should see a step change in integrated care, clinical trials and research projects, which in turn, should help trusts offer patients faster access to better-suited treatments.\u201d<\/p>\n Dr Rachael Grimaldi, co-founder and chief Medical Officer,\u00a0CardMedic<\/a>\u00a0<\/p>\n \u201cAs we move into 2026, I\u2019m hopeful we\u2019ll see the NHS\u2019s 10 year health plan translate into meaningful action on the ground. The gap between innovation and implementation must finally close.<\/p>\n \u201cWe\u2019ve\u00a0proven that digital-first solutions like seamless interpreter access and accessible communication tools work, but too often they\u00a0remain\u00a0isolated successes rather than system-wide standards.<\/p>\n \u201cWhat excites me most is the potential for integrated care systems (ICSs) to lead the charge in embedding equity-focused technologies across entire regions, moving beyond pilots to genuine transformation.<\/p>\n What excites me most is the potential for integrated care systems to lead the charge in embedding equity-focused technologies across entire regions<\/p>\n \u201cThe challenge will be whether procurement processes can keep pace with clinical need, and whether we can\u00a0maintain\u00a0focus on patient-centred innovation rather than getting distracted by technology for technology\u2019s sake.<\/p>\n \u201cIf 2026 can be the year where proven solutions scale rapidly and collaboration between innovators, clinicians and NHS infrastructure becomes the norm rather than the exception, we\u2019ll finally see the breakthrough in equitable care that patients deserve.\u201d<\/p>\n Tom Whicher, founder and chief executive, DrDoctor<\/a><\/p>\n \u201cIn 2026, we\u2019ll see a decisive shift towards an online NHS. Patients want easier access to their care through consistent and connected platforms, and next year our healthcare services will finally see the benefit of significant investment here.<\/p>\n \u201cBut the success of this rollout will be dependent on having the right digital tools in place to connect patients and clinicians seamlessly. The challenge as I see it now will be in scaling the technology from one clinician\u2019s innovation to improving productivity and patient outcomes across the NHS.<\/p>\n \u201cThe way we\u2019ll see these connected systems in practice will be through neighbourhood health<\/a> centres, pilots for which are already underway. 2026 will mark the acceleration of this model.<\/p>\n \u201cWhile full rollout and staffing will take time, these centres will fundamentally change the way in which care is delivered, bringing diagnostics, chronic condition management and long-term care online and closer to home.\u201d<\/p>\n Mark Hutchinson, executive vice president,\u00a0Altera Digital Health<\/a>\u00a0(UK and EMEA)\u00a0<\/p>\n \u201cWith core digital capabilities for many now in place, trusts will focus on optimisation and innovation by unlocking greater value from their systems and exploring new digital tools to transform patient care pathways and improve productivity.<\/p>\n \u201cThis next stage of evolution will be characterised by a focus on strong digital foundations, and user-centred functionality, which will enable trusts to innovate safely, sustainably, and at scale.<\/p>\n \u201cOptimisation will become a catalyst for innovation with these foundations in place, and the path to a more resilient, patient-centred, and future-ready NHS will become increasingly within reach.<\/p>\n \u201cA key enabler of this progress will be a flexible, modular approach, allowing trusts to evolve at their own pace and introduce new digital capabilities gradually, improving efficiency and without disrupting broader operations, working towards the delivery of the 10 year health plan.\u201d<\/p>\n Brian Murray, sales director UK and Ireland,\u00a0Better<\/a>\u00a0<\/p>\n \u201c2026 will be characterised by the maturing of open digital platforms. The shift towards neighbourhood health centres and community-based care is driving demand for vendor-neutral, standards-based infrastructure, with\u00a0openEHR\u00a0establishing itself as the cornerstone of this transformation.<\/p>\n \u201cWe are approaching an inflection point where reusable, structured data and true interoperability are transitioning from strategic aspirations to operational requirements.<\/p>\n \u201cAI will continue its evolution from experimental technology to practical clinical decision support, but its utility will be fundamentally dependent upon the quality and structure of underlying data.<\/p>\n The shift towards neighbourhood health centres and community-based care is driving demand for vendor-neutral, standards-based infrastructure<\/p>\n \u201cOrganisations that invest strategically in clean, structured, and reusable clinical data models will realise significant benefits in patient safety, diagnostic accuracy, and clinical adoption.<\/p>\n \u201cThe single patient record<\/a> remains a national strategic imperative. Developing this capability through federated shared care records, enabled by interoperable APIs, represents the only sustainable architectural approach.<\/p>\n \u201cBetter clinical data repository methodology, enabling a longitudinal, cross-setting patient record, aligns directly with the NHS 10 year health plan.<\/p>\n \u201cFinally, given persistent workforce constraints, the NHS will increasingly prioritise technologies that deliver measurable efficiency gains and genuinely reduce the administrative burden on clinical staff.<\/p>\n \u201cThe ability to deploy reusable clinical content rapidly across care settings will become critical in supporting workforce sustainability and enabling clinicians to focus on direct patient care.\u201d<\/p>\n Markus Bolton, chief executive, Graphnet Health<\/a><\/p>\n \u201c2026 will be the year the NHS\u2019s left shift becomes more tangible, with more care delivered safely closer to home and earlier visibility of risk becoming the norm. <\/p>\n \u201cDigital health records will be central to this, giving teams unified insight across services and underpinning a more integrated approach to care. Population health analytics will guide where resources are focused, helping systems spot emerging need earlier and intervene before people reach crisis. <\/p>\n \u201cRemote monitoring will mature into a core part of long-term condition management, especially when it is integrated into the same platforms and workflows staff already use. <\/p>\n \u201cThe organisations that make the most progress will be those redesigning pathways around prevention rather than digitising existing pressure points.\u201d<\/p>\n Nick Wilson, chief executive,\u00a0System C<\/a>\u00a0<\/p>\n \u201c2026 will be remembered as the year AI transformed from a promising technology into an essential tool for sustainably improving health and social care delivery.<\/p>\n \u201cI believe we\u2019ll see three key shifts. First, ambient voice technology\u00a0 (AVT) will become the standard for clinical documentation, with voice-enabled consultation capture freeing clinicians from screens and returning focus to patients and service users.<\/p>\n \u201cSecond, AI solutions which are a core part of the system of record will replace bolt-on tools. They will deliver a more seamless experience with fully integrated workflows and task orchestration, as an example, for electronic patient records (EPRs) and case management systems. Many of those bolt-ons will increasingly struggle and some will disappear from the market.<\/p>\n The challenge ahead isn\u2019t whether to adopt AI, but how to deploy it responsibly at scale<\/p>\n \u201cThirdly,\u00a0we\u2019ll\u00a0see an acceleration of other use cases both for AVT and beyond \u2013 delivering significant cash releasing and non-cash releasing benefits.<\/p>\n \u201cThe organisations that will succeed are those investing in AI solutions designed specifically for NHS and social care infrastructure and part of their core system of record, ensuring data sovereignty while supporting local innovation.<\/p>\n \u201cThe challenge ahead isn\u2019t whether to adopt AI, but how to deploy it responsibly at scale, maintaining the human connection at the heart of care while using technology to eliminate the admin burden that prevents professionals from doing what they do best.\u201d<\/p>\n Chris Scarisbrick, deputy UK managing director, Sectra<\/a><\/p>\n \u201cImaging will be the pressure point in 2026. Pervasive workforce shortages and capacity challenges means it is an imperative to make imaging faster, more connected, and more intelligent.<\/p>\n \u201cAI will accelerate this transformation in part, but only if NHS systems and networks can confidently embrace fast-paced and at-scale deployment, learning from regions that have already excelled.<\/p>\n \u201cBut real progress goes beyond sprinkling algorithms into radiologists\u2019 workflows, especially at a time when diagnostic modernisation will be the make-or-break factor in NHS reform.<\/p>\n \u201cThis demands a step change in diagnostic maturity, inter-disciplinary connectivity, and a willingness to modernise the underlying platforms that bind everything together.<\/p>\n \u201cThe UK is already seeing impact where integrated diagnostics has been adopted in earnest: productivity jumps, clinical collaboration strengthens, and patient pathways speed up. In 2026, the organisations that break remaining silos will be the ones that move the needle.\u201d<\/p>\n Sharon Hanley,\u00a0director of primary care,\u00a0X-on Health<\/a>\u00a0<\/p>\n \u201cNeighbourhood models in 2026 offer the NHS a real opportunity to integrate primary care around the needs of local communities.<\/p>\n \u201cBut this can only be achieved with strong shared infrastructure, clear referral routes, and consistent communication that makes sense to patients and staff alike.<\/p>\n \u201cIf these foundations\u00a0aren\u2019t\u00a0in place, the model risks creating uncertainty rather than improving access and coordinated care.\u201d<\/p>\n Graham Watson, executive chair,\u00a0InnoScot\u00a0Health<\/a>\u00a0<\/p>\n \u201cI believe that 2026 will be a fascinating time for healthcare innovation \u2013 a year when\u00a0much\u00a0greater\u00a0decisive action will be in evidence.<\/p>\n \u201cIf 2025 saw a degree of watching and waiting to see how things would play out, then\u00a0provided the risk of an AI bubble burst does not materialise,\u00a02026 will\u00a0witness\u00a0more would-be\u00a0digital health adopters\u00a0getting off the fence\u00a0and committing.<\/p>\n I believe 2026 will be defined by the patient being enabled to take much greater control over their own healthcare<\/p>\n \u201cDigitally enabled healthcare has been promised as the default mode of access for most patients and next year the pressure to\u00a0start\u00a0delivering\u00a0it\u00a0and moving with\u00a0wider societal progress\u00a0will be significant.<\/p>\n \u201cThis will be further mobilised by sheer economic necessity, by anxiety around other countries extending their lead in many areas, and technological progress now being able to\u00a0facilitate\u00a0ideas that previously\u00a0weren\u2019t\u00a0possible to realise.<\/p>\n \u201cFundamentally, I believe 2026 will be defined by the patient being enabled to take much greater control over their own healthcare. Choice\u00a0and autonomy\u00a0will be\u00a0everything,\u00a0and it will be granted to many\u00a0more.\u201d<\/p>\n Dr Harry\u00a0Thirkettle, director of health innovation,\u00a0Aire\u00a0Logic<\/a>\u00a0<\/p>\n \u201cThe big story for 2026 isn\u2019t which AI model is cleverest \u2013 it\u2019s whether the NHS is actually ready to use it. Most trusts have an EPR, but too many are still using them as expensive digital filing cabinets.<\/p>\n \u201cTo get real value from AI, we need clean data architecture, proper information governance, and safety cases that reflect how AI behaves.<\/p>\n \u201cAI readiness is about building the organisational capacity to commission, evaluate and iterate these tools safely. As AI becomes a standard feature of the EPR itself, standalone point solutions will struggle to compete.<\/p>\n \u201cReadiness\u00a0isn\u2019t\u00a0just a question for hospitals. As we shift more care into community and home settings through virtual wards and digital therapeutics, neighbourhood health services need to be part of that AI-ready infrastructure too.<\/p>\n \u201cThe most promising tools are the ones stitched into full care pathways that support real workflows at a local level. That means confronting equity head-on.<\/p>\n \u201cWe\u00a0can\u2019t\u00a0build services that only work for the digitally confident. Commissioners should be asking for data on who these tools\u00a0don\u2019t\u00a0reach so that we can build systems people can actually trust.\u201d<\/p>\n Dr Rahul Goyal, lead clinical executive, Elsevier<\/a><\/p>\n \u201cIn 2026, AI will play a significant role in digital health; streamlining clinical decision-making, freeing clinicians from repetitive tasks and providing more patient-focused care.<\/p>\n \u201cHowever, as adoption surges, confidence in AI will hinge on robust governance, transparency, and ethical frameworks to safeguard integrity and trust.<\/p>\n \u201cThe latest insights underscore this need, with 48% of clinicians using AI for work (nearly double the 26% reported in the previous year), while only 30% feel adequately trained, highlighting a critical gap in skills and oversight.<\/p>\n \u201cThe future of digital health will be defined not just by speed of AI integration, but by how responsibly and equitably it is implemented to ensure both clinicians and patients can place their trust in it.\u201d<\/p>\n Paul Wye, head of AI, Answer Digital<\/a><\/p>\n \u201cWith such a heavy focus from government on AI and AVT \u2013 plus additional cash injections for tech from the Budget<\/a> \u2013 2026 should be the year we finally see meaningful scale. <\/p>\n \u201cAnd with it, greater post-market surveillance. Radiology is an area with the biggest potential gains for frontline care, from reducing clinicians\u2019 time taking\/reviewing notes to automating first-stage grading of disease.<\/p>\n The NHS App will continue to be one of the hottest topics as functionality grows to become the patient\u2019s \u2018digital front door\u201d<\/p>\n \u201cThe NHS Online Hospital<\/a> will also be a big focus. It has huge potential to modernise non-elective care and close the gap between consumer expectations around convenience and reality. <\/p>\n \u201cIn the same vein, the NHS App will continue to be one of the hottest topics as functionality grows to become the patient\u2019s \u2018digital front door\u201d.<\/p>\n Ric Thompson, senior vice president, OneAdvanced<\/a><\/p>\n \u201c2026 will be the year digital transformation stops being a promise and becomes a measurable operational shift. The NHS has already invested heavily in digitisation; the next step is turning those digital foundations into real, system-wide productivity gains.<\/p>\n \u201cAI will move out of the lab and into everyday workflows \u2014 automating clinical admin, accelerating triage, and reducing the friction points that slow down care.<\/p>\n \u201cFor this to work, AI has to be supported directly in the flow of work, surfacing at the moment clinicians need it rather than as yet another separate system to log into.<\/p>\n \u201cBut the defining trend won\u2019t be AI itself; it will be the ability of organisations to integrate these tools safely, consistently and at scale.<\/p>\n \u201cWe\u2019ll also see a stronger move towards platform-based thinking. Trusts, primary care networks and ICSs will increasingly look for interoperable solutions rather than standalone systems, creating a more seamless experience for clinicians and patients. <\/p>\n \u201cThe winners in 2026 will be those who combine robust data governance with practical, frontline impact \u2014 freeing capacity, shortening pathways, and giving clinicians time back. Again, the organisations that embed AI in the real workflow \u2014 not at the edges \u2014 will see the greatest gains. <\/p>\n \u201cUltimately, success next year will be measured not by digital adoption, but by the tangible difference it makes to workload, access, and patient outcomes.\u201d<\/p>\n Gary McAllister, chief technology officer \u2013 healthcare and public sector, Dell Technologies<\/a><\/p>\n \u201cMy predictions for 2026 are that there will be continued change and financial fatigue across the service.\u00a0 The reorganisation will continue to distract management and operational teams from the transformation goal \u2013 focusing resources on people rather technological change.\u00a0 <\/p>\n \u201cIt is important that a cohesive and digitally enabled target operating model and strategy is established for the NHS, and clarity is given as to what and how the targets, goals and outcomes will be achieved \u2013 and funded.<\/p>\n \u201cTechnically I think we will see the introduction of robots and a drive towards consolidated infrastructure and technology.\u00a0 <\/p>\n \u201cTrusts will continue to adopt or drive efficiencies from their existing EHR solutions whilst introducing AI technology into diagnostic and operational workflows \u2013 evidence of benefits realisation aligned to funding for these solutions will continue to be a challenge for leadership.\u00a0 <\/p>\n \u201cData will become core to all organisational workflows, and reform, and more investment will be made in data solutions to drive change, optimisation and measurement. This may see an increase in localised data solutions rather than national platforms.<\/p>\n \u201cWe are likely to start to see trials and pilots of humanoid robotic and automated screening in community settings, taking the lead from the far East.\u00a0 These solutions will enable citizens to leverage the latest and greatest in screening against the CORE 20 plus 5 framework, reducing the need to see GPs in some situations.\u00a0 <\/p>\n \u201cAt home solutions will also begin to monitor some chronic disease beginning the shift towards \u2018Care Traffic Control\u2019 services \u2013 working towards automated referrals.\u00a0 <\/p>\n \u201cThe MHRA will continue to transform the drug and treatment approval pathway, enabling enhanced delivery of technology into care settings \u2013 this will enable more point of care access to innovation.<\/p>\n \u201cIt is unlikely we will see anything revolutionary in the next year due to the political and organisational challenges across the NHS.\u00a0 The NHS will need to focus on service stabilisation nationally before a real focus on transformation is possible.\u201d<\/p>\n Lydia Rawlings, executive director, NEC Health<\/a><\/p>\n \u201cWorking closely with NHS partners this year has highlighted how important it is to have stronger data infrastructure models and clearer routes to real-world insights \u2013 to connect clinical, operational and outcomes data and underpin NHS decision-making across screening, referral, treatment and procurement.<\/p>\n \u201cGovernment commitments such as regional secure data environments<\/a> and the federated data platform<\/a> show real intent to strengthen the foundations in 2026. <\/p>\n \u201cWith it, hopefully there will be a shift to more partnerships between the NHS and academia, life sciences and data specialists, to enable the generation of evidence at scale rather than through isolated programmes \u2014 and, ultimately, a move from \u2018pilot-itis\u2019 to sustained, system-wide practice.\u201d<\/p>\n Samantha Fay, chief executive,\u00a0SiSU Health<\/a><\/p>\n \u201cAs we look to 2026, the NHS is rightly shifting toward a prevention-first, data-led model of care. The 10 year health plan and the NHS medium term planning framework<\/a> both signal a future where strategic commissioning, digital access, and personalised prevention become core to how health is delivered.<\/p>\n The NHS is rightly shifting toward a prevention-first, data-led model of care<\/p>\n \u201cWe expect to see integrated care boards accelerating evidence-based prioritisation, pooling resources around shared prevention goals, and demanding clearer demonstrable impact from digital partners.<\/p>\n \u201cWe hope that 2026 will be the year prevention shifts from ambition to accountable delivery.\u201d<\/p>\n Phil Bottle, managing director,\u00a0SARD<\/a><\/p>\n \u201c2026 is the year the NHS stops pretending job planning is about filling rota boxes and starts admitting\u00a0it\u2019s\u00a0about understanding demand.<\/p>\n \u201cAI will surface every hidden capacity gap, every bit of phantom work, and make the old ways impossible to defend.<\/p>\n \u201cDigital becomes the lever for redesigning teams, not\u00a0monitoring\u00a0them. The trusts that thrive will treat workforce optimisation as core infrastructure, not a side project.\u201d<\/p>\n Karen\u00a0Swinson, clinical lead,\u00a0RLDatix<\/a><\/p>\n \u201cIn 2026, health and social care will lean more heavily into predictive workforce analytics and will seek AI models grounded in real operational data as leaders\u00a0take action to deliver\u00a0transformation, including change demanded by national policies, such as the 10 year health plan.<\/p>\n \u201cAs the pressure on waiting lists intensifies, organisations will prioritise tools that provide a clearer picture of workforce behaviour across nursing and medical teams, from patterns in rostering and job planning to indicators of staff experience and absence.<\/p>\n \u201cPlatforms that combine day-to-day operational usage with robust data and insight will be increasingly valued for their ability to forecast staffing needs, support professional\u00a0judgement\u00a0and unlock clinical capacity more sustainably.\u201d<\/p>\n Matt Moore, sales director \u2013 healthcare and local government, Rackspace Technology<\/a><\/p>\n \u201cThe priority for the NHS in 2026 should be to tackle technical debt and lay the foundations for long-term digital transformation. We expect to see an increase in multi-trust projects and a shift in cyber security from pure prevention to cyber resilience, enabling rapid recovery after incidents. <\/p>\n \u201cPublic cloud will remain important, but it\u2019s not right for every workload, especially those involving sensitive patient data, and cost optimisation will be a key driver in choosing the right platform.<\/p>\n We expect to see a shift in cyber security from pure prevention to cyber resilience, enabling rapid recovery after incidents<\/p>\n \u201cWe believe digital and data sovereignty is non-negotiable for the NHS; it\u2019s essential to maintain control over where data resides and how it\u2019s managed. <\/p>\n \u201cThe focus now is on building secure, scalable, and cost-efficient environments that are ready for AI and future innovation.\u201d<\/p>\n Kultar Garcha,\u00a0NHS GP and chief medical officer, Flow Neuroscience<\/a><\/p>\n \u201cAs someone focused on mental health, we spend a lot of time debating how digital and community-based care should evolve \u2013 but I\u2019m not convinced 2026 will deliver. Innovation will continue, but the gap between ambition and lived experience will widen.<\/p>\n \u201cExpect more remote consults, AI triage and app-based support in the name of access and convenience, while inclusion lags. Without addressing poverty, housing, work insecurity and loneliness, prevalence won\u2019t shift.<\/p>\n Innovation will continue, but the gap between ambition and lived experience will widen<\/p>\n \u201cCommunity hubs are the right idea, but without workforce, joined-up support and sustained funding, many may become signposting stations. And the \u00a3300m will buy platforms far faster than skills or outcomes. If 2026 is to mean something, we need to measure what matters to patients.\u201d<\/p>\n Siim\u00a0Saare, founder and chief executive,\u00a0Lifeyear<\/a><\/p>\n \u201cIn 2026, cardiovascular care will undergo a major shift toward proactive, digitally enabled management as health systems respond to record cardiac demand and workforce shortages.<\/p>\n \u201cRemote pathways will start moving from simple monitoring to full remote patient management, supported by digital tools that enable early risk detection, personalised interventions, and streamlined clinical workload.<\/p>\n \u201cA major push toward neighbourhood health will drive new models of multidisciplinary care across acute, community, and primary care teams, enabled by a shared digital infrastructure.\u201d<\/p>\n Nadine Carey-Whitehead, commercial director,\u00a0Insource<\/a><\/p>\n \u201cIn 2026, success\u00a0won\u2019t\u00a0be about who has the smartest AI, it will be about who has the smartest approach to data that can be relied on. Automating parts of the patient journey only works when clinicians can trust the information in front of them.<\/p>\n \u201cRight now, too much of the NHS is still battling fragmented, siloed datasets that undermine both innovation and operational performance.<\/p>\n \u201cThe organisations that break that cycle, those that build a single, interoperable source of truth across their systems, will be the ones that\u00a0actually deliver\u00a0intelligent, patient-centred care at scale.\u201d<\/p>\n Shravan Govindaraj, product marketing manager, XP Power<\/a><\/p>\n \u201cIn 2026, the transition of critical medical technologies, including surgical robotics, AI diagnostics, and portable\/wearable devices to core healthcare infrastructure, brings unprecedented demands for reliable power.<\/p>\n \u201cThese high-stakes systems require more than just uptime; they demand absolute precision, safety, and operational resilience. While healthcare organisations seek technology that improves clinical decision-making, this isn\u2019t possible without a foundation of stable, high-quality power.<\/p>\n \u201cPerformance, stability, and reliability are no longer differentiators; they are the required minimum for complex care. The manufacturers who engineer power solutions for these intense power demands will ultimately enable the next generation of healthcare devices.<\/p>\n