The Future of Medicines Optimisation– Driving Innovation, Equity and Better Use

Medicines sit at the centre of almost every patient interaction across the NHS. Yet the

systems designed to support their safe and effective use remain fragmented, unevenly

digitised, and often disconnected from the realities of frontline care.

While policy ambition around digital transformation has accelerated, the practical conditions needed to translate data into better medicines use have not always kept pace. These themes shaped the fifth roundtable in the UK Medicines Policy Series, "The Future of Medicines Optimisation– Driving Innovation, Equity and Better Use",

convened by the Global Policy Network in October 2025. The discussion brought

together senior pharmacy leaders, NHS system leaders, digital health experts, and

representatives from innovation networks to explore how digital innovation, AI- enabled decision support, and predictive analytics can improve medicines

optimisation, patient outcomes, and system efficiency.

Chaired by Reena Patel, pharmacist, clinical safety officer, and senior healthcare

strategist, the roundtable focused less on technological potential and more on system

readiness. Delegates were clear that the challenge is not a lack of innovation, but how

digital tools are commissioned, governed, and integrated into real clinical pathways,

and how responsibility and risk are managed across the system.

The discussion was timely. The NHS 10-Year Plan places strong emphasis on

prevention, personalised care, and digital transformation. Medicines optimisation sits

at the intersection of all three. Shared medication records, digital prescribing, and

clinical decision-support tools offer clear opportunities to reduce harm and improve

continuity of care. Yet participants repeatedly highlighted that these benefits will

remain limited while data remains fragmented and access to information varies across

care settings.

Fragmentation emerged as a central theme. Pharmacy teams across community,

primary, and secondary care often work with partial or duplicated medication records,

undermining continuity and increasing risk. Delegates described a system that is rich

in data but poor in usable insight at the point of care. Without a single, trusted shared

medication record, digital innovation risks reinforcing silos rather than resolving them.

Digital inequality was another consistent concern. While digital tools can improve

access and efficiency, they can also widen health inequalities when digital skills,

connectivity, or support are uneven. Delegates noted that pharmacy teams frequently

become the place patients turn when digital systems fail, particularly those with long-term conditions or complex needs. This informal safety-net role, while valuable, is

rarely acknowledged or resourced in policy design.

Alongside patient-facing challenges, participants raised questions about workforce

capability and accountability. As digital therapeutics and AI-enabled tools become

more prominent, pharmacy professionals are increasingly expected to engage with

new technologies without fully developed regulatory frameworks or consistent

governance arrangements. Delegates stressed that digital readiness must include

clarity on responsibility, confidence in data quality, and protected time for learning,

not just technical proficiency.

The roundtable also highlighted implementation gaps. Too often, technology is

introduced without sufficient attention to human factors, workflow integration, or

change management. Delegates emphasised that digital tools should support

professional judgement rather than add operational burden. Without co-design and

realistic implementation, innovation risks increasing complexity rather than

improving care.

Participants also reflected on areas that could not be fully explored within the session.

Cross-sector collaboration with academia, industry, and innovation partners was

recognised as essential to generating evidence and supporting sustainable adoption.

Engagement with pharmaceutical and medical technology companies was seen as

increasingly important as digital medicines pathways evolve, requiring a shift from

transactional procurement to genuine problem-solving partnerships. International

examples were also referenced as valuable sources of learning, even where models

cannot be directly transplanted into the NHS.

Ultimately, the roundtable reinforced that medicines optimisation is not simply a

technical challenge. It is shaped by commissioning cycles that prioritise short-term

returns over long-term value, by governance frameworks struggling to keep pace with

software-based interventions, and by the need to build trust among patients and

professionals alike. Digital innovation has a critical role to play, but only when it is

embedded along patient journeys and supported by coherent policy, leadership, and

investment.

Through its ongoing Medicines Policy Series, the Global Policy Network aims to ensure

that national ambition translates into practical, equitable delivery. This report

supports policymakers, system leaders, and professional bodies in turning digital

intent into safer, more effective use of medicines across the NHS.

To stay informed and access future discussions, please visit and register at:

https://www.globalpolicynetwork.com , or to view our reports, visit www.globalpolicynetwork.com