“When it comes to managing the adoption of new technology, change always takes time. The question is how long it takes and how long we’re willing to wait.” – Professor Partha Kar (BMJ)
Professor Partha Kar is an enterprising consultant doctor, Type 1 diabetes technology lead, and diabetes co-lead for GIRFT at NHS England. He has been instrumental in making Continuous Glucose Monitoring a standard of care for Type 1 diabetes and has earned a large following among the diabetes community.
Partha embodies our approach at Scout, “The human data company,” through his collaborative and passionate style, bringing data and science alive in a way that compels action. We spoke with Dr Kar to learn how he successfully turned scientific evidence into clinical practice—how he used literal human (blood) data to convince NICE and the government to make a radical shift in diabetes care.
Navigating Policy in Diabetes Care
Dr Kar, who has held a national leadership role with NHS England for eight years, emphasised that the key responsibility of such a role is to improve population outcomes. Unlike a traditional medical doctor who focuses on individual patients, a policy expert must navigate political landscapes, work with regulatory bodies like NICE and the MHRA, and drive technological advancements within the constraints of a publicly funded system.
“I think a lot of the policy role is about trying to see what you can weave your way through all the politics and journey of different organisations like NICE and MHRA and the continuous changes of NHS,” the consultant explained.
The UK’s tax-funded NHS model differs significantly from the healthcare systems in the US, France, and Germany. While the NHS allows for a centralised approach, ensuring equitable access to technology and care, it also presents financial limitations. “The NHS is a very interesting beast in its own right, whereby because people pay their taxes, the belief is that they can and should have access to everything that is available,” the consultant noted. However, this creates challenges, as “the money isn’t limitless,” leading to difficult prioritisation decisions.
The Role of Industry in Diabetes Technology Advancements
One of the most striking themes in the discussion was the collaboration between healthcare policymakers and the pharmaceutical and medical technology industries. Dr Kar highlighted that successful partnerships with industry have been instrumental in moving the UK from a technology laggard in 2016 to a global leader in Type 1 diabetes innovation today.
“We have had some absolute phenomenal success in technology access in this country. And if anybody believes that’s happened by having industry as an adversarial body, then they’re mistaken. Every step of the journey—whether it’s working with NICE, collection of data, how to tackle inequalities—industry has been fabulous,” the consultant said.
Rather than viewing the industry as an adversary, the consultant described a mutually beneficial relationship. By working closely with pharmaceutical companies, the NHS has been able to negotiate access to groundbreaking technologies, such as continuous glucose monitors (CGMs) and hybrid closed-loop systems. A critical aspect of this collaboration has been transparency and realistic goal-setting, ensuring that industry partners understand the constraints of the NHS while also recognising the potential market advantages of launching in the UK.
Implementation Challenges and Policy Leadership
While working with industry has been largely positive, challenges remain. One notable issue is the competition among companies, all vying for a share of the market. Dr Kar took a proactive role in ensuring that all relevant companies were involved in discussions before rolling out funding for hybrid closed-loop systems, thereby fostering fair competition and maximising patient access.
“We actually held off releasing the money and the announcements until everybody came on board. Because we were missing two companies, I said, ‘Let’s get everybody to the starting line together and then go for it.’”
Another challenge is implementation. Dr Kar emphasised the importance of bridging the gap between academic KOLs and those who understand real-world application. “If you’re forevermore going to bring KOLs who just talk about the academic science, you’ll never be able to get into people’s lives unless you got the experts who are doing the implementation. Implementation is a science.”
Education and Collaboration: A Model for Success
One of the most successful industry collaborations has been the creation of an educational platform called the Academy. This initiative brought together industry, specialist diabetes organisations, and healthcare professionals to standardise and improve education for clinicians. By tracking the impact of education on prescribing patterns and patient outcomes, the NHS has been able to demonstrate the tangible benefits of such initiatives, leading to further investment and expansion.
“What I did love is how industry came together, got all the specialist organisations in diabetes together, and they formed this really nice platform called Academy, which is all about education. I think that was a massive help to us.”
Social Media: An Untapped Resource for Industry
Another area where industry could improve its engagement is social media. Dr Kar, an early adopter of blogging and Twitter, noted that social media provides a platform for reaching a different audience—those who might not attend traditional conferences or meetings. “A lot of the audience will have heard the same experts five times over for different companies. You need a spread.”
Despite its potential, many pharmaceutical and medical technology companies struggle to effectively utilise social media. “Social media is a really strong platform, but the issue is how do you protect it from random people just saying, ‘Oh, you’re just selling millions to kill people’? You can do close chats, invite people, and get real discussions going.”
Key Takeaways for Industry and Policymakers
- Transparency and Realism Drive Success: Honest conversations about financial constraints and market potential lead to stronger partnerships between the NHS and industry.
- Implementation Science is Key: KOLs should not only be academic experts but also professionals who understand the challenges of integrating new technologies into daily clinical practice.
- Education is a Collaborative Effort: Successful industry collaborations, like the Academy platform, demonstrate that joint efforts in clinician education can drive technology adoption.
- Fair Competition Encourages Innovation: Ensuring all players have equal opportunities prevents monopolies and maximises patient benefits.
- Social Media is Underutilised: Engaging with healthcare professionals through digital platforms can help bridge knowledge gaps and foster collaboration.
By Lucy Walker, Managing Partner, Scout
lucy.walker@scoutdata.co.uk
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