What NHS ConfedExpo 2025 told us about the future of innovation in the NHS

Harnessing innovation has never been more critical to the future of the NHS. That message came through loud and clear at NHS ConfedExpo 2025.

I attended as part of the Health Innovation Network, joining colleagues from across the country to support innovators and share what we’ve learned about adoption and spread. Over the two days, I met with many innovators, both informally and through our booked 1:1 surgeries – each with a different solution, but many facing the same challenges.

Time and again, I heard about the barriers to adoption, the frustrations with funding models, and the difficulty of navigating complex NHS structures. Developing a clinically effective solution is not enough; innovators must be able to demonstrate the impact of their innovation in a real-world setting in areas such as patient experience, addressing inequalities, financial, workforce and productivity impacts, and carbon reduction. What was clear however, was the passion and persistence driving this work forward. If you’re an innovator looking to work with the NHS, here’s what you need to know. 

^{Pictured: Guy Checketts at ConfedExpo with Dr Brogan Rudge and Chloé Fox from Concentric Health.}

Why we innovate: the goals haven’t changed

Most conversations circled back to a familiar set of aims:

• Releasing capacity
• Improving patient experience
• Addressing inequalities
• Reducing waiting times
• Saving money
• Supporting the workforce

These are big challenges. Innovation can help, but only if we measure the right outcomes and make space for the long game.

Across the conference, the three shifts came up again and again as a key framework for change. They’re shaping how the NHS thinks about transformation, and they reflect exactly what many innovators are trying to support.

If you’re not already familiar with this concept, I’d recommend reading our CEO Gary Ford’s recent article: Harnessing innovation to deliver the three shifts shaping the future of NHS healthcare.

These shifts offer a clear direction of travel – and a useful lens to test how your innovation fits with NHS priorities.

Health inequalities can’t be an afterthought

One of the themes of the event was the need to tackle health inequalities, not just in theory, but in practice.

We can’t retrofit equity. Solutions must be co-created with underserved communities from the outset. If your product or service doesn’t work for everyone, it doesn’t work.

Health and wealth: two sides of the same coin

Echoing messages coming from Government, there was strong focus on the link between a healthy population and a thriving economy.

The Chancellor Rachel Reeves has recently announced a £29bn increase in funding for the NHS in her spending review, a 3% increase in real terms. This link is further reinforced by a new report commissioned by the Health Innovation Network and produced by Frontier Economics, Unlocking the £246bn prize through health innovation.

To unlock that potential however, we need more than extra funding. We need structural change and a shift away from business as usual.

What’s changing and why it matters to you

Behind the scenes, the NHS is shifting how it operates. These changes might not seem directly relevant to innovators, but they could shape how your solution gets funded, tested and spread.

Here’s what you need to know:

• Funding models are evolving: the move toward multi-year budgets and outcomes-based incentives could support longer-term partnerships. This is good news if your innovation delivers value over time, not just short-term savings.
• Activity-based payments are on the way out: systems will have more freedom to commission what works, not just what generates activity. If your solution improves outcomes or reduces demand, you’ll want to highlight that clearly.
• NHS regional structures are evolving: Understanding local pressures and priorities remain key to making your offer relevant.
• Service provision is becoming more flexible: neighbourhood-level care is growing. Innovators that can adapt to different settings: primary care, community, virtual wards, are more likely to thrive.
• The NHS is decentralising: Decision-making is moving closer to patients. Building strong relationships in regional health systems will matter more than ever.

Wes Streeting’s keynote echoed these shifts: a move away from central command-and-control, and a push for collaboration, accountability and outcomes. His message was clear: the patient must come first.

Final thoughts

For innovators, all of this points to a few key takeaways:

1. Understand the system pressures: the better you get the context, the better your chances of success.
2. Build relationships with people, not just organisations: this is still a human system.
3. Be flexible: one size rarely fits all in the NHS.
4. Show your value: but remember, it’s not always about cost savings. Outcomes matter.
5. Stay curious: keep learning and adjusting.

How we can help

We specialise in guiding innovators through the complexities of NHS adoption. From generating clinical evidence to navigating reimbursement and sustainability challenges, our expertise might be able to help de-risk your go-to market strategy.

Whether you’re designing your first evaluation or scaling your solution nationwide, we can connect you with the right partners, provide strategic advice and help you deliver transformative care to patients.

If you’re building something that could benefit patients and the health system, we’d love to hear from you.