CAN NEW ENERGY THINKING, SAVE THE WORLD?


We interview Paddy Young, Director of Enlit Europe in Milan this November 21, and ask – if Energy has had a bad press from Global Warming, who will listen to its voices now?

Paddy Young sits back, across the screen from me. He is wearing a blue sweater, very relaxed in what appears to be an office environment, the image is a mix of social cool but also business mode. We are all chilled now.

As the “bringer to the market” of the first major event for the energy industry since European Utility Week & Powergen Europe rebranded into Enlit Europe and COVID planning took over – this is a milestone, that, following on the footsteps of COP26, are we going to see big announcements, big differences?

“No – this is an energy transition event”, he says. The big misconception of you and I, say, is that we want everything all at once”. Paddy continues; “Big gestures, grand concepts, will not themselves be necessary. But what we are looking for, is targeted integration from old to new”.

It is a valid point. This Enlit new-brand of event, is bringing together a segregated group of specialists, ranging from start-ups, through to established voices, each given their “area” or “hub” so to say, to talk about, guide, and show, where an energy future can go.

It is a practical meeting point. And Paddy himself is no specialist. He is a realist, He delivers events in vertical markets, where he can make a difference. His background, from studying in Bucks in the UK, to a global journey of delivering for large corporates, including being the messenger for a global water crisis for so many countries, his remit is to bring to our attention those aspects that we have passed over, but need to change.

The difference, between now – and former years – Paddy explains, “is that we are now entering an age of consumer empowerment. You and I do not have to buy this energy brand or that one. The success of which energy process succeeds will depend on the brand and its ability to engage with its market.”
“People may well choose to pay a bit more” he continues, “if we can start to “love our energy company”.

The fact that people can now make choices, “is that we are all together on the same journey, instead of being a supplier and a reluctant consumer”.

Enlit Europe is spread over three days. It is enough time for people to meet and link with the partners of their choice. We have finished our 30 minutes together – but could have gone on for much longer. “Very stimulating discussion”, he says.

CAN WAGNER OPÊRA REACH OUT TO THE COMMON MAN?

We review the latest brand new production of the Wagner Opêra “the Valkyrie”, at London’s ENO English National Opera, and ask – what is it about this performance, that is so special that we want to come see it?

I am seated at a nice seat, somewhere. I txt my wife. “I’m excited”, I say. “Did you bring your mask?”, she asks. “Yes. And it is very crowded” . “Then make sure you wear your mask”. The line goes dead. The man sitting next to me is not wearing a mask. He is talking with his friends.

It is not that ENO produces safe opera. You could almost say that English National Opera carries a health warning. It is risky. You don’t come to ENO because you necessarily want to sing the tunes on the way home. You come for the journey. You could almost say that ENO Members and Supporters are addicts.

So, when Annilese Miskimmon steps in advance onto the stage prior to curtain up, and says something like: “look guys, we’ve got just one or two little issues… there’s no big fire at the end… and oh -forget COVID – two of the leading singers are down with bad colds, and one of them can’t even sing a note, for God’s sake!”- seasoned supporters are used to this. It is not relevant.

How so?

Because the driving force of this “Valkyrie”. Is not the individual singer, but the communication of the emotion, the human relationship, as much as the storyline itself. It is the synergy of the parts of orchestra, the subtlety, the ambience, that support the protagonists on stage, that keep all of our attention, for the full five hours. ENO has been perfecting this approach for a very long time. Even from my very first opera, Wagner’s “Mastersingers” at Rosebery Avenue, as a 12 year old kid hitch-hiking across London to see something called an opera – looking back at my top five all-time best performances at ENO – Wagner would fill three of the spaces – and I am not even a Wagner aficionado.

This production is brand new, it brings to the table some of the best Direction and Performers. With minimalist scenery and graphic intervention -its secret is that it lets the performers “do their thing”. It treats this Wagner project as a modern opera in style and approach, and lets the singers and their relationships with each other, keep us guessing and spellbound.

The programme notes describe this new staging as “narratively gripping and emotionally poignant”, and I think that for the most part – they get there.

The standout Act, perhaps surprisingly, was Act 1 – the performance of Emma Bell as Sieglinde, is phenomenal, and her chemistry dramatically and vocally with Nicky Spence as Siegmund. Is the driving force of the opera. There is a noticeable tension when they re-emerge later in Act 2.

This is a long opera, with a deep multi-level message. You and I will not get all of this, in one sitting. But that is not the point. We go for the total experience, and pick up what we can, and then perhaps go again.

But there is also a point that might have been overlooked by so many of us, and that is one of the key objectives for both this performance, and production – and that was briefly alluded to by Annilese Miskimmon in her opening prelude – that is the giving away of free tickets, to a younger audience. There was a round of applause when she made that statement.

The inclusion of a new non-opera audience, and showing its relevance, and its ability to change lives for perhaps more than just one or two – is a key mandate at ENO. And I should know. All those years ago, I was one of them.

Has COVID been a blessing?

As we slowly – for most of us – move out of Covid restriction -we look at how the forcing of Hospitals to be online may well be the saviour they have still yet to recognise.

Some four years ago, I am sitting with a Clinical Consultant at a major Uk Hospital and he says to me, ‘Richard”, he says: “we can never do patient appointments without the patient being there. The Nurses just won’t stand for it”.

This is an interesting observation. Because, whilst we all have seen instances of reluctant or obstructive IT Teams, or even “Transformation Teams” – and now more likely, Data teams, towards the introduction of new tech driven processes, what we are seeing still, is that these insecurities are supported at a human nature level, and the excuses of choice are related to “unacceptable risk”, or “doesn’t fit our road map” or worse “we already have a policy for this”.

This is a pity, because if there is one benefit from COVID turning our lives upside down, it is that our lives can be much better when we put everything back in order. And there is no reason not to.

Because, what we know now of course, is that the secure tech exists, and has done so for some years, for perfectly capable remote patient discussion – and its advantages of bringing to the party additional protagonists to fit whichever patient we are talking to – are well known. So the question is:

Why did we not think of this before?

Well, we did. And it was not you and I in healthcare, that created or discovered it. It was our phone companies, and our search engines, whose livelihood depended on things being secure, flexible, and above all workable – long before you and I started to relate the same services that we use in our daily lives – to our working lives.

The upshot of all this, is that it now brings into question, why are we persisting with our old ways of doing things, our giant clunky solutions, our old SQL and single-sign on etc processes, when they have already long been superseded by mobile Apps that you and I can download for a few pence, and that require no support, and connect with planet Zog, from the moment we start to install in our front bedroom.

Yet you could say this is a negative. The driver for this unseen revolution, has been the necessity of COVID, to not meet people. Fair enough. I get that.

But now we are there, can we not recognise the promised land that gives us Carte Blanche to absolutely look again at how we run our hospitals, what is new and available right now, to do the same job that used to and still costs us zillions – when we can indeed reach a much better utopia, further, and use our resources much better?

What we have found over the past two years when we talked at all levels throughout Hospitals, is that there is no single Department, or Division, etc where we can point a finger. It is the prejudice of the individual that restricts them from going outside their comfort zone, that it is Ok to go outside their comfort zone – that it is essential to do so.

The problems that we are currently experiencing, of longer waiting lists, of five hour waiting times at E&E, and I could go on – are the result of the inability and unwillingness to prepare for change. Which brings me to my point. We surely do not want to experience another pandemic, to realise that we could have done it all better, so much earlier.

SATYAGRAHA – A STORY OF OUR TIME

At a time of resurgence from COVID restrictions, we look at the relaunch of the Satyagraha Opera by Philip Glass, by the ENO English National Opera, on their first day back at their home London Coliseum after 19 months – and look at why this is both an Opera and performance for the moment.

It is a full twenty minutes before I fully understand why it is that people of all ages, aims, backgrounds, ambitions, love being part of the ENO Family, and what is the single thing that draws us all together.

It is not necessarily the music. True, this performance, its direction and delivery, is brilliant, stunning, mesmerising. My two colleagues next to me, the young lady with her teenage daughter are spellbound – they described it as “resonant” – and the introduction itself had rich luscious vocal lines, even though this was no Verdi. But it was the moment when the full chorus, from somewhere in the shadows suddenly came alive and you got this fabulous wall of sound. It was as if we had all been waiting for this, and it did not disappoint.

The depth and intensity of the desire to communicate – the continual hypnotic orchestral themes and continual variations of time signature – left me uncertain, and the hesitating steps of the protagonists on stage, as each carried their own line of music and text, was confusing.

But that did not matter. This was ENO saying; “look, we are here for a reason. Nobody smiles in this ‘Satyagraha’. We are taking a solemn story and winding it around new dimensions and images in ways that you might not have seen before. And we know how to do it.”

The girl in the interval, told me that there have been some preparatory sessions, to explain the thinking behind the staging, the strange larger than life puppet characters, etc. And I can understand the need for that. I spent the first two Acts unsure of what was going on, sitting on the edge of my seat, sometimes – particularly in act 2 – actually scared. Did I really come to the Opera to be scared? And simultaneously intrigued, drawn in.

They say that “Satyagraha” is what they call a “marmite” opera; you either love it or hate it. And talking with members of the audience generally, that division is still there, The complicated story line and topics it is trying to explain, create a sort of Bach on steroids musical structure, or a Big Burger with nineteen different layers, there is just so much going on.

And there are so many clever aspects to communicate. The key points are brilliantly highlighted by the very clever use of Newspapers from the time, that assemble and re-assemble to form impromptu screens that display key words on stage as we go. The symbolism of frankly everything is just too much for one evening alone, for an average opera goer who just wants a night out with some music.

But that itself misses the point. To deliver this sort of cohesion and perfection requires absolute singing and musical quality and I am not going to single out any particular artist or group. It just all works.

Or maybe it doesn’t. Maybe this is simply the formula, perhaps redolent of when I first saw “Two Boys” with Mary Bevan, that I first understood ENOs prowess with modern opera. But that too is unfair.

This “Satyagraha” is an opera that reflects a different age of how we communicate themes that are as relevant today as they have always been. Did I like it? No, I don’t think so. Did I love it?. Absolutely!

IS HEALTHCARE TOO COMPLICATED? AND WHERE DOES THE PATIENT FIT INTO ALL THIS?


We look at the increasing importance of Informed Consent as the key driver for delivering a better patient experience and better healthcare overall.

It is a truth universally understood, that if you ask any Director of any UK Hospital as to what drives him/herand their Team to go to work in the morning – it will be “better patient care and outcomes”.

And yet if you ask those same Directors as to the yardsticks that govern his performance – the concept of “a better patient experience” – will be nowhere nowhere near as high on that list.

In a digital age of tick boxes, financial targets, “transformation”, etc you could argue that the provision of healthcare, is a contradiction, and that somewhere, a long time ago, the practical focus on reassuring the patient from the start, plus the subtle mental and wellbeing improvements that this in itself creates – has got lost over the years. We are victims of the buzzwords and where clever tech is often felt to be driving in the driving seat when healthcare requirements should be digitals’ master, not its servant.

Patrick Chapman looks at me intently across the table. Fractional Chief Marketing Officer at EIDO Healthcare, Patrick himself is a contradiction. He is dressed in a pastel-coloured rugby shirt, built as a prop-forward 2nd row, but has never played a game of rugby in his life. I am expecting a slow delivery of answers, but his words are urgent, already well thought, almost invasive. He drinks a glass of water.


“Informed Consent”, he says – “is central to the patient experience, journey and procedure outcome itself . It’s a shared decision-making conversation (a continuum not one-off), and it reassures the patient that they are in good hands throughout, and they know the alternatives, risks and predicted outcomes”.

And yet the birth of EIDO, as a young start-up 20 years ago, could also be described as chance – the insight from one of its clinical founders that “I need to have something to inform the patient”, is similar to so many UK based healthcare start-ups.

This wasn’t and very definitely isn’t a tech company playing at healthcare. Yet the difference between EIDO and so many others, is that EIDO have maintained and extensively that singular focus throughout their journey from UK centric single paper driven solution paper – now with fully digital delivery as an option, and is global in its outreach. They supply a vast range of procedure specific information, all of which created, peer-reviewed and regularly updated by speciality specigic medical professionals. EIDO remains a medical and clinical company, embracing technological delivery, not being driven by it. Content rightly remains King.
And yet – whilst, – as Patrick continues “no patient has ever said they value the integration process” – the fact that EIDO already integrates with most other systems, itself is an increasing benefit with “collaboration” and “interoperability” key NHS tenets.

We continue talking. The discussion has become less fluffy, so to say, more commercial, and we move into the comparison of costs versus value.
Patrick says; “there’s essential importance in a truly informed consent process to the patient, but also to the hospital, with often faster recovery with patients taking advice re their pre and post procedure health and habits.,
There’s is also the upside for the hospital in mitigating and reducing risk of the procedure going wrong. Litigation payouts by hospitals using EIDO content, are some 25% less than those that do not.


The decision by EIDO to be resident at this year’s HETT Conference, in September at Excel London – is part of this growing reach-out, to make EIDO directly to Trusts and hospitals and integrated into technology system providers who’s products cross patient journeys where consent conversations ensue.

You could argue that the global focus on “digitalisatIon” takes EIDO way from its roots.
Patrick does not answer this question directly, but his answer is to the point; “no – we already know the benefits of digitalisation and it is a journey we are embracing – but ‘ content not digitally led is the constant ethos’ and we know that patients appreciate this as despite the pandemic increasing (and speeding up) digital adoption, the majority of hospitals are still far earlier on their journey of digital transformation than people realise. Patient well-being shouldn’t be needlessly complicated and it’s vital we avoid patient disenfranchisement by only offering digital solution many still can’t engage with.”. We run the risk that a digital system step forward could be a step backwords for what should be informed consent best practice.


I sense this is the end of our time together this time. The waitress is hovering and there is only so long you can drink a continual flow of cappuccinos. Patrick is still sipping – but I have a train in 5. I pick up my Notes. “Gotta run” I say.

IS DTX THE NEW PLACE OF LEARNING?


As things apparently return to normality, and we start doing proper face to face trade conferences and I could go on – is it time to realise that there is no more a sense of ”normality”. Has the upcoming DTX and its focus on all things “Digital” become a place of learning, and not a place of selling?

Of course it is a place of selling. There are people called Vendors, and people called Visitors, who would not be there if there was not some sort of commercial benefit to both parties. But there the similarity ends. As we all emerge from nearly two years of COVID enforced hibernation, the one thing that is clear, is that nothing is clear.

Sure, we have heard of digitalisation – but there is little consensus as to what that means or what it can guarantee to deliver. We know that “transformation” is a Good Thing. But why is this simply restricted in people’s minds, to technology? At a time when people are rejecting to go back to the commute driven road to work – where do people come into all of this?

What people do clearly need is not information. You and I need a RoadMap. And that’s why I shall join the queue and go spend a day at the Digital Transformation EXPO, at the beginning of October, in London. If the key benefit of this Conference is one of difference – a new way of looking at things, – then this also extends to the choice of key speakers, with investigative journalist Louis Theroux, and Adam Steltzner, fresh from NASA JPL to give me their take on where all this is going.

How so?

Because I am confused by the sheer pace of change. And I want to hear from others, how they solved this bridge into a new future that I am not sure I really “get”. I understand why DTX segments itself into little bubbles of “Cloud based security”, or “AI new advances”, and I could go on. But I believe the real benefit is the mix of experts, and as DTX promises, the opportunity to “exchange ideas with the best in the business”.

This is important, because the concepts mentioned at this Show are hardly new. One of the biggest problems in AI, for example, is that people have heard of AI before.

What people have not heard of however – is how others have used their technology and delivered outcomes that in some cases have been stellar – or have simply not worked. This equates with what we have found in our own research, that technology per se means nothing unless there is a human benefit.
I will listen to the anecdotes as much as the tech. And as any businessman knows, the chat in the coffee queue is often as valuable as the stand out presentation.

So I will learn a lot. The only question is – I just don’t know from whom.

NEW LAWYERS. TRANSFORMATION OF A PROFESSION

The subtle movement and shift of emphasis from today’s lawyers into Business Partners and strategic advisers – has changed the view that we have of them – and them of us. The question is; is this a difficult sell?

Nora Teuwsen is looking at me across the screen. She is dressed in Swiss minimalist chic, dark grey modern clothes, long auburn hair. As former General Counsel for Swiss Railways, and surrounded by the financial areas of Zurich, she is well placed to make a perceptive judgement.

“It used to be”, she says. “But now, Corporates are waking up to the fact that their in-house Lawyer is also a modern facilitator”.

Like so many young lawyers starting out, Nora had little clue of what a legal profession entailed. Her motivation had been more a belief in justice, integrity, that she still regards as valuable of all skills to have. What she was not prepared for in those early days – was the lack of client contact, and to work out and discover an understanding, that her preferred role was one of explanation, to explain the “why” things need to be so.

She is calm but animated in her delivery, you can see the entrepreneurial spirit that is driving her responsibility to take her client on a journey. The legal background has no longer become the prime reason for being retained, it is the structure of thought that can open other commercial discussions.

It is no surprise that after 15 years with Swiss Railways, it was obvious that the next step was to create a vehicle that could embrace all of these attributes and competences, into one, that could be offered as a package so to say.

What she says is; “companies are underestimating the value of their legal department”, and in many ways that department needs to be courageous in pushing for creative and pragmatic solutions which are taking into account the company’s strategy and focussing on longterm value.

Nora continues: “The role of the legal department is expanding. Areas of sustainability, social responsibility, are becoming the go to areas of importance for corporates of all sizes, and the legal department can assist in handling that interest.”

It is also a focus on use of Data. Surprisingly, Nora is not convinced by use cases in Artificial Intelligence in the legal industry. There is a great transformation going on, but so far, results are limited. So far, it has not come up on her radar as a priority.

The “BeyondLegal” Boutique Firm, Nora’s brainchild – from a single Zurich base – is already international clients. “What we are trying to do, is build a network of like-minded legal professionals. We live in an international world”.

I turn off my screen and take a moment of reflection. In a technology driven marketplace, human values are still the bedrock of our corporate growth, which we always had but somehow had been forgotten. Some things remain the same.

IS DIGITALISATION THE SUICIDE NOTE OF BUSINESS?

We look at SEO and the epidemic of digital solutions in Biz Dev, and ask; are we missing the point here?

I have a colleague, who is Head of Procurement for some large areas of Scandinavia. And what he says is this; “Richard” – he says – “ I have deliberately stopped answering any emails, or any calls, from anybody I do not recognise. If you want me to talk to any of your people, just let me know in advance and I will put their number in my personal contacts.”

In the same way that the freedom of the internet has given us multiple information choices that should have given us a broader outlook – and the reverse has been true – that we only focus on those news feeds that say the things we already believe, – and made worse by algorithms that proactively feed us those restrictive views. So – the same is with SEO and all things digital.

We can now reach out to anybody on this planet. But so can everybody else. Which means that the people that we need and want to talk to – for our business growth, our customer service, etc – have long since made the decision not to be available, at all.

What that means is that, far from being simple to grow a business by finding a person who we do not know, and just giving them a call, has now become more than four times as long and four times as expensive, and now involves, pre-sales people, post-sales people, all manner of IT support and analysis, to do what used to be the straightforward and simple task of just phoning a friend of a friend.

But what is worse, is that this has given acceptance and justification, to being proactive in not making human contact possible at all. Woe betide any receptionist who passes on yours or mine contact details!

This means that both sides are the losers. Vendors of great solutions give up, because they cannot support the increasing drain open their marketing spend. And Corporates or our Public Services continue with their outdated practices because nobody has been able to show them otherwise.

If COVID restrictions have taught us anything, it is that human nature needs human involvement, and yet we seem to be travelling at warp speed in the opposite direction. It is as if we are scared about the whole process of actually talking together in a business environment, or being”sold to”. How terrible.

In our own business here at Profomedia, we research a lot and are continually building personal relationships. Whenever we want to find out something, we reach out and phone someone we already know, – who then introduces us to someone who we don’t.

There. It wasn’t so difficult, was it.

DIABETES MANAGEMENT FOR ALL PEOPLE WITH DIABETES

As part of our series of Case Studies for The HETT Show (www.hettshow.co.Uk) – we look at the rise of the Nipro Diagnostics company in Diabetes healthcare and ask, – from a standing start (with the new 4SURE portfolio), in just a few years, has their time come to be a major UK player?

For many people like you and I, the realisation that many people with diabetes do not have their condition out of choice, is a hard one to accept.  And yet its management requires a complex understanding.  

Let’s try and set the scene. In the last 10 years, the cost of treating Diabetes in the UK, has almost doubled. Looking at it another way – some 13% of all the NHS spending, is diabetes related. It is the largest slice of spending in the NHS cake.  And for type 2 diabetes there is no shortage of blame. Everything from the UK government’s lack of practical steps – through to you and I for eating the wrong food and an ever increasing sedentary lifestyle . 

Or maybe, there is no blame? Maybe, despite the fact that 10 years is a long time, and long enough to change both personal and NHS day-to-day processes, is it only now that we need to take a deeper look?

Is it therefore time? Time to reassess, and look again at what do we really need, now, to bring the diabetes epidemic under control and into the 21st century with technological advancements?

10 years ago, and with a Nipro global headcount of some 29,000 people – the NiproDIAGNOSTICS company was not a known player in the UK. Two years ago, they set out to furtherfocus their attention to help people living with Type 1 diabetes, by launching the 4SURE range of glucose meters and partnered with the revolutionary Diabetes:M App. With the aim of being the single one stop shop for every person requiring blood glucose monitoring, Nipro set about bringing into a needy market, a combined process that was affordable for the NHS, and easy to understand for you and I.

Tom Atkinson, Country Manager of Nipro Diagnostics UK, looks corporate cool – with a fashionable soft northern accent, dressed in an open white shirt, he leans into his screen and talks fluidly about his Insulin Pharma background, and the wish to be part of a complete solution. 

“What we understood from day one, was that we have to work the same way as our patients. They don’t want a meter that the NHS cannot afford; they want one with Bluetooth connectivity.And they want an App, which has got to be their Dashboard – everybody wants an App. Our big plus is that access to our new innovative technology, is obviously free, along with the Starter Pack from their diabetes clinic – which includes their initial consumables.”

We talk about the pandemic. It is an irony that, at a time when the NHS and health service provision has been desperate for so many – the essential acceptance overnight of remote diagnostics and monitoring by NHS nurses, has been a game changer for the better, for Nipro. 

“Clearly, we had not forecast a pandemic”, continues Tom, “but it was obvious that it was only a matter of time before common acceptance and a desire for remote diabetes monitoring. What has helped, is that our meters have an accuracy rate of 99.3%, and we are the fastest growing provider of diabetes solutions”.

The corporate ethos of a sales pitch is creeping into the discussion, and I don’t have a problem with that. What is equally evident is the pride of helping the ordinary person with diabetes, just being available, at the end of a phone line if a patient needs help or advice.  But that does not address the basic issue of human behavior. A diabetes meter can only be reactive to a patient’s condition.

Not necessarily. By giving the patient an affordable, information-driven, platform to manage their condition, patients themselves can change their lifestyles armed with the facts and see the benefits of their condition improving by relating to their life choices.

Tom interrupts; “yes, this is true – we are “part” of the solution – but for the patient, we are the major part – as it’s our technology they are using every day and we are the link between them and their own clinic or doctor, as we are providing the vital remote monitoring bridge to keep a patient in touch with their HCP so they can monitor their glucose levels remotely in real time and change their medication and other variables, there and then, if needs be”.

The focus of the discussion goes back to that of patient-provider relationship. “We don’t want diabetes to be the affliction for everyone – but we do want to provide the all-embracing solution for those that need it”. Tom looks at his watch. We have been engaged in academic discussion for nearly an hour, and it is Friday afternoon, end of July. He is taking his family on holiday. 

I closed my screen and take a moment of reflection. Innovation is not necessarily about technology. The patient also has a role to play. The Innovation at Nipro is the approach, taking the fear-factor, the newness, and combining it to tech that simply delivers, and communicating that to the person in the street.