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Part 5 of 10 in our TEC Pathways series, following the journey from first plan to proven outcomes. The plumbing was never the point Four steps in, the pathway has a plan, a map, a person and a connection. The organisation knows what success is worth, the place has shown where the need and the strengths are, a household has told the service what a good day looks like, and the invisible plumbing now carries every signal reliably out of the house. Which means the service is now

Part 4 of 10 in our TEC Pathways series, following the journey from first plan to proven outcomes. The promise has to travel Three steps in, and something important has happened. The organisation knows why it is doing this and what success will be worth, the place has been mapped street by street, and a person at a kitchen table has told the service what a good day looks like for them. Promises have been made, to a board, to a community and to a household, and every one of th

Part 3 of 10 in our TEC Pathways series, following the journey from first plan to proven outcomes. The front door at last Two articles in, and we have finally arrived at the front door. That is deliberate, because the order matters. The organisation decided why it was doing any of this and set its baseline at step one, the place told us where at step two, and only now does the pathway reach the person who will actually live with the technology. Most programmes start here, or

Part 2 of 10 in our TEC Pathways series, following the journey from first plan to proven outcomes. The step most programmes skip Last time we made the case for strategy before shopping, where the organisation decides why it is doing any of this, takes its baseline, and agrees what success will be worth before a penny is spent. The natural instinct once that work is done is to head straight for the front door of the first person on the list, because that is where the need feel

Part 1 of 10 in our TEC Pathways series, following the journey from first plan to proven outcomes. A year or so after any technology enabled care service goes live, somebody senior leans across a meeting table and asks whether it actually worked. It is a fair question, usually asked by the person who signed off the budget, and in far too many organisations it is followed by a silence that everyone in the room recognises. Not because the service is obviously failing, and not b

There's a second name on our Trusted Partners page, and the timing is not an accident. UK Telehealthcare has just changed hands. For most organisations, a change of ownership is the moment outsiders watch closely, and partners quietly hold their breath. We're doing the opposite, and not just because the timing works. This one has me genuinely excited, given the scale of what it could mean if it goes the way I think it can. UK Telehealthcare touches almost every corner of this

Our new Trusted Partners page goes live today, and there is only one name on it. That is deliberate. First, what we mean by "trusted partner" A word on the label before we get to the welcome, because it matters. We are building Creating Better to be different. We only want to work with technology that works and people we believe in, and we recommend both for one reason alone. They are right for the organisation in front of us. So, a trusted partner, for us, is not a s

Thank you for being here. Inspiration comes from strange places, and I have long since stopped trying to predict where it will arrive from next. Books I probably should have read years ago and conversations that started about one thing and ended somewhere completely different. Industries that solved problems decades ago that we are only just discovering in health and social care, and a meeting that ran an hour too long and produced the one idea that made the whole day worthwh

I have been reading articles recently about sensor technology being presented as having finally solved a problem our sector has apparently been waiting a long time to address. The problem, as it is framed, is this: when a sensor detects something, who decides what happens next? I t is a good question. But I want to be straightforward about something. The answer to that question is not new. The capability being described, routing alerts to a qualified professional who rev

At conferences, on calls, and across LinkedIn, you hear the same message from care technology companies. Move faster. Be bold. Disrupt. Scale. That energy has driven real progress across health, social care and housing. It has a place. But on its own, it does not deliver in the real world of public services. Because while care tech companies are pushing forward, local authorities are holding the line. And they are right to do so. Two very different worlds Care tech comp

The discussion around return on investment (ROI) in care technology has often been framed too narrowly. Financial savings are frequently presented as the primary justification for adopting digital solutions in health, housing and social care environments. However, this approach fails to reflect the complexity of modern care systems and the diverse stakeholders involved in delivering and receiving care. This paper argues that ROI in care technology must be understood through m

Few people working in adult social care or health would argue with the principle that we need to invest more wisely. Demand is rising, workforce pressures are persistent, and outcomes for citizens are too often compromised by delays, duplication and fragmentation. Most of us also agree that technology, when it genuinely works, should be part of the solution. On the surface, this feels straightforward. Invest in proven technology, improve productivity, share information better