Inspiration from the Shuri Steering Group

Each month one of our Steering Group members will be sharing a blog with us. Please check back each month to read the next blog!

Creativity, Community, Connection…and musicals. What I’m taking with me into 2025

Adjoa Nsiah-Jennings – Shuri Network Steering Group Member & Digital Fellowship Alumni

January 2025

January for many of us is a time of reflection and resolution. from sugar free to carb light, from learning Spanish or how to finally hula hoop. Often, we can get so focused on what we’re going to gain or lose in the New Year. We may forget to consider all the wonderful things we’re already taking forward.

Here is what I’ll be taking with me into 2025.

The Shuri Digital Fellowship Alumni Community
In March 2024, we launched the Shuri Network Alumni Programme. This 1yr pilot has been created to explore how we can continue to support our Shuri fellowship community to thrive across the digital healthcare landscape. Through virtual quarterly events and face to face engagement. These interactive sessions are co-designed, developed and delivered by the alumni. Sharing their extensive knowledge and skills in digital, data and leadership. It is a real privilege to be part of it, and I am excited to see what we can do next.

Creativity
Over the past few years, I have been asked about my own career journey and people are interested to discover that I haven’t always worked within healthcare. In fact, for nearly a decade I worked for a radio sales house, selling creative solutions in sponsorships and promotions. Often this included creating fun games to play on the air.

As a nurse, digital educator, and healthcare leader today, being able to think creatively remains integral to what I do. For example, within my role within Digital Education. I want to continue to provide creative and engaging spaces where the staff, volunteers and communities can innovate together. Developing skills and competencies, and opportunities to test, play, and innovate with the technologies we are developing.

As the rapid growth of digital innovation continues, so does our responsibility as digital leaders to ensure no one is left behind. This year, I’ll be continuing to collaborate with those who want to find creative solutions to support greater digital inclusion and accessibility. I hope some of you will join me.

Authentic Connection
Building a professional network is a crucial part of your career development and growth. However, what I have learned over the years is that, by being yourself and forming connections that are both authentic and intentional. You will find the best network of people for you, and that is when you will be able to truly thrive. This year, I’m continuing to build my network of collaborators, council, and most importantly cheerleaders based on genuine connections.

Thank you to those who have chosen to take me into 2025. You know who you are…

Musicals
Last year, we saw the cinematic release of Wicked the Musical, which tells the story of Elphaba, played by Cynthia Erivo, aka the ‘Wicked Witch of the West’ from the original Wizard of Oz.

Love or hate musicals. Cynthia’s powerhouse performance and exceptional storytelling was felt around the world and portrayed the tale of so many of us who have experienced the feeling of othering and difference. When Elphaba embraces her difference, she finally realises the full extent of her power.

Over my career I have always sought opportunities that allow me to work autonomously, creatively, and innovatively. Although, it may not have followed a obvious trajectory. It has provided me with a breath of knowledge and experience that is unique to me.

Whilst I may not be donning a witch’s hat until Halloween this year. I’m taking with me an especially important reminder. That sometimes choosing your own way, is the only way….and that I must see a lot more musicals.

So, for anyone reading this whose best intentions for January are already starting to crumble. Don’t worry, you are not alone. Have a break from those jumping jacks and use the next few minutes to compose your own ‘Taking it into 2025’ list instead. You may be surprised at just how far you’ve already come.

Adjoa Nsiah-Jennings is the Digital Education Lead at Saint Francis Hospice – one of the largest adult Hospices in the UK. Providing palliative and end of life care services across the growing and diverse communities of Barking & Dagenham, Havering, Redbridge, Brentwood, and West Essex.

Black History Month: Past, Present, and Future – A Call to Action

Eddie Olla – Shuri Steering Group Member

October 2024

As we come together to celebrate Black History Month here in the UK, we find ourselves at a pivotal moment where the past meets the future, and stories of resilience, innovation, and strength intersect with those yet to be written. This year, our theme is ‘Reclaiming the Narrative’—a call to reflect on the past while reshaping how we understand and present Black history in this country.

As someone born and raised in Britain, I remember how our textbooks spoke of kings and queens, yet conveniently overlooked the wealth of African empires—from the gold-laden riches of Mansa Musa’s Mali to the architectural marvels of the Kingdom of Kush. They told us about the ‘explorers’ who discovered new lands but omitted the pioneering brilliance of Black scientists like George Washington Carver and Mary Seacole, the British-Jamaican nurse who cared for soldiers during the Crimean War alongside Florence Nightingale. I was well into my twenties before I learned about Mary Seacole—a figure who has since inspired nurses, me included, throughout my years of practice.

For too long, our narrative has been confined to enslavement and oppression, as though those were the only chapters worth telling. Black history is not a single story; it is a rich tapestry of experiences, cultures, and achievements that are woven into the very fabric of British society.

It’s time to set the record straight. Black history did not begin with enslavement, and it certainly did not end with the civil rights movements. It is not just about tragic losses; it is also about triumphant victories. And let’s not forget the everyday brilliance—the vision of Claudia Jones, who founded the first Notting Hill Carnival, transforming a protest into a celebration of culture and unity that defines our diverse community. Or the legacy of Sir Trevor McDonald, who broke barriers in British media, one primetime slot at a time. I have always admired Sir Trevor because seeing him made me think, “I could be him.” He is even more of a legend now, further solidifying his status as a beloved public figure.

Let’s be honest, reclaiming the narrative sometimes means debunking a few myths, too. For instance, having ‘one Black friend’ does not make anyone an expert on Black culture. We should all strive for genuine understanding and connection. Being Black is not just about resilience; it is also about joy, humour, and sometimes the exhaustion of answering: ‘But where are you really from?’

Reclaiming the narrative means telling the whole story, warts, and all. It means understanding the complexities and contradictions within our history. It means acknowledging the pain but also celebrating the beauty and contributions that Black communities have made to this country. It means recognising that while our past may have been marred by injustice, our present is one of strength, and our future is full of promise.

We must approach this journey with kindness and compassion—not just towards others, but towards ourselves. We are more than our traumas; we are more than the sum of our struggles. We are artists, musicians, writers, doctors, activists, and visionaries. We are people who fall in love, crack jokes, enjoy a good plate of jollof rice (yes, even if it’s the Ghanaian kind!), and dance at weddings until our feet ache. We are complex, human, in every sense of the word.

So today, I ask you: What will the next chapter of our narrative look like? How will we tell it? Because reclaiming the narrative is not just about rewriting the past; it is about shaping the future.

Let’s ensure that Black history is not confined to a single month but is celebrated and taught throughout the year. Let’s support Black-owned businesses and creators, not just out of solidarity, but because their work enriches our society. Let’s have those difficult conversations—not to point fingers, but to open minds. Let’s amplify the voices that need to be heard and be willing to listen when they speak.

Our story is not over. It is being written right now, by each one of us. So, let’s pick up the pen—or digital device—reclaim our narrative, and write a story our ancestors would be proud of—a story full of compassion, humour, triumph, and truth.

Let’s make this Black History Month, and every month that follows, a testament to our shared commitment to truth, kindness, and progress.

Eddie is the Regional Director for Digital Transformation at NHS Midlands. He joined the National Health Service (NHS) in 1988 and has worked as a clinician in secondary and primary care sectors. Eddie moved into the IT sector utilising his clinical knowledge and skills which has proved valuable in helping organisations to improve patient experience and increase the quality of care.

Delivering Digital Transformation

Shera Chok – Shuri Network Chair and Founder

September 2024

Many of us are analyzing the report by Professor Sir Ara Darzi published today and how the three big shifts highlighted by the government: Moving from “analogue to digital” including IT reforms, shifting care from hospitals to the community and moving the focus from sickness to prevention will influence the NHS.

I reflected on 25 years of implementing integrated care, innovation and digital transformation, workforce development and improving clinical quality in an article written whilst I was in Germany last year on an international Fellowship with the Robert Bosch Stiftung:
https://lnkd.in/e2SnyJ4m

Technology and data play an increasingly critical role in helping countries across the world to deliver safe and effective care to patients, direct limited resources appropriately and improve access. We know that digitalization carries huge potential and that there is definitely room for improvement in the NHS, but we must also recognize that the UK is further ahead compared to other countries such as Germany where, for example, GP referrals are still faxed to hospitals.

Here are several key recommendations that will help countries including the UK to deliver the three big priority areas:

1. Start with population health needs, not the technology
It is very tempting to think that a new app, software, AI algorithm, or other product that once implemented will solve the challenges in health and care, without considering the problem that needs to be solved or engaging the people affected, namely patients and staff.

What drives digital transformation? The goal should be to deliver the fivefold aim outlined by the Institute for Healthcare Improvement (IHI):
• improving the health of the population;
• enhancing the experience and outcomes of the patient;
• reducing per capita cost of care for the benefit of communities;
• increasing workforce well-being and safety;
• advancing health equity.

2. Invest in digital, health and care workforce and leadership
It follows that we need leaders who have the breadth and depth of experience in and knowledge of population health, digital innovation, workforce development and an understanding of different health sectors including community, mental health, primary care, social and acute care. The NHS plan for digital health and social care in the UK makes it clear that: “To achieve digital transformation, we need to build general digital literacy, expert digital skills, and digital leadership in the health and social care workforce.”

Digital and data careers are often seen as exclusive, with unclear career entry points and job descriptions that can discourage applicants from under-represented groups such as women from applying. This needs to change as we are not fully harnessing the talent and potential within our teams. Equal opportunities to progress and the elimination of gender and ethnicity pay gaps are essential if we are to attract and retain the most skilled people in this field.

At NHS Digital, I led the largest team of clinical informatics experts in England who were from a wide range of backgrounds and worked on over 70 data and digital programs. This helped the NHS to successfully launch and maintain national digital products and services such as the NHS website, app, electronic referrals, e-prescriptions, and online vaccination booking systems used by millions of people.

3. A joined-up informatics, public health and service redesign approach.
Removing silos and creating an environment that supports an integrated approach and an alignment of priorities will help the NHS and our partners implement change, engage staff and service users and reduce cost. The ICBs were set up to do this, but progress has been variable. There is an opportunity for the new NHS 10-year plan to build the appropriate levers and incentives to deliver the shifts in service delivery, workforce, culture and digital innovation needed.

4. Get the basic infrastructure right
For many of our staff in healthcare, IT creates an added burden: outdated equipment, poor connectivity, multiple logins, a lack of interoperable records, and inadequate training to use digital tools. This, on top of high-pressure jobs leads to an adverse effect on staff morale, wellbeing, and therefore patient care. Health and care systems need to invest in the infrastructure (hardware, software, connectivity and estates) to enable staff to work more efficiently and effectively. Talking about robotics, wearables, genomics, and AI is all well and good, but when your staff struggle to access patient records because the Wi-Fi is non-functioning or there aren’t enough terminals, patient outcomes are directly impacted.  

Shera is a GP in East London, Non-Executive Director with the London Ambulance Service NHS Trust and is the former Chief Medical Officer at NHS Digital. She started the Shuri Network in 2019 as she is passionate about increasing diversity, innovation and safety and to encourage other women from minority ethnic groups to lead and engage with digital transformation. 

Antiracism Matters

Ayesha Rahim – Shuri Steering Group Member

August 2024

In the last few weeks we have seen the worst outbreaks of racism-fuelled violence on the streets of the UK since 2011. Those of you who look like me (Asian) or who come from a particular background similar to mine (Muslim) may have felt the impact of this even more keenly. Thankfully, the worst of those most overt and public criminal behaviours seem to have quietened down, and the peaceful counter-protests offer some comfort that we haven’t as a society fully descended into complete chaos, where racism and islamophobia are the norm. I attended one of those peaceful protests and was bowled over by the sheer number of attendees – well in excess of the individuals representing the far right. But don’t be lulled into complacency: putting aside the pure thuggery and looting, there is still an undercurrent of racism and prejudice that seems to have taken hold amongst a certain section of our population. Furthermore, we seem to find ourselves at a point in time where expressing bigoted and discriminatory views goes frequently unchallenged and unchecked, both publicly and privately.

This has been brewing for some time, and whilst it has recently tipped over into violence on the streets, the roots of this pernicious mindset run deep. In March of this year, we saw an NHS software supplier company owner and his racist and misogynist views directed towards the black female MP Diane Abbott, exposed in the mainstream media. These comments were made in his workplace, in front of employees. And yet little seems to have changed, either back when his comments were made in 2019 or since. The company is still deeply embedded in the NHS, and were similar revelations to appear regarding bigotry from anyone else that the NHS does business with, would we be confident that things would play out any differently?

In fact, some change is starting. Following on from the events in March, two of my colleagues who also work in digital health and I felt compelled to act, so that something positive could come out of this. And thus, the Equity Charter was born. Victoria Betton, Hassan Chaudhury and I drafted an open letter on behalf of the digital health community repudiating the comments and calling on the industry to develop an “Equity Charter”. The open letter amassed well over 1000 signatures from both individuals and from organisations, including the Royal College of GPs, NHS Confederation, NHS Providers, The King’s Fund, prominent health tech companies, and of course The Shuri Network.

We then held the Equity Charter Summit on the 23^rd of July where we convened a small group of prominent subject matter experts from the worlds of digital health, Diversity Equity and Inclusion, procurement and legal to come together to build the content of the Charter. My task now, along with Victoria and Hassan is to take the outputs of the summit, consult more broadly and to then create the Equity Charter itself. Our aspiration is for every organisation that is connected with, or that uses health technology to sign up to the Equity Charter, and to commit to an explicitly anti-racist stance. However we also know that words on a page are meaningless without real action. Therefore alongside the values and principles of the Charter will be a set of actions for individuals or organisations to put these words into practice. If you sign up to the Charter, you must also sign up to the actions. We will also be lobbying for structural change to make it easier for public sector organisations to put their values into practice when it comes to procurement of digital platforms, products and services.

In short, simply “not being racist” isn’t enough anymore. We all have an obligation to be explicitly “anti-racist”, whether that’s with our placards, our public words, or challenging bigotry in more private spaces.

I’ll leave you with the words of the Rt. Hon. Diane Abbott MP in her message to attendees of the Equity Charter Summit:

“Racism has no place in any part of our society, including in our digital health systems. The potential for pervasive discrimination within these platforms, products and within the organisations who produce them not only undermines trust, but also denies individuals the equitable care they deserve. Any healthcare-related industry has a particular responsibility to consider its impact on people, and we must hold it to the highest standards of equity and justice.

By promoting fairness and inclusion, the Equity Charter is paving the way for a more just and humane digital health landscape. This is everybody’s job to tackle, and we must all play our part in dismantling systemic racism and ensuring equitable access to healthcare.”

Her full statement which we read out at the Summit can be found here.

Dr Ayesha Rahim is a Psychiatrist, and Chief Medical Information Officer at a Mental Health Trust in the south of England. She is also the Clinical Lead for Digital Mental Health at NHS England, and has worked in the NHS since 2003. She is a graduate of the first cohort of the NHS Digital Academy, and is a Fellow of the Faculty of Clinical Informatics. Her interests include clinical engagement in digital transformation, User Centred Design, health inequalities, and workforce development.

Bringing your culture to work

Nadira Hussain – Shuri Steering Group Member

July 2024

I’m Nadira Hussain, Chief Executive Officer of Socitm; the Society for innovation, technology and modernisation, a UK professional charitable network ​for leaders engaged in the innovation and modernisation of public services​; a force for public good. Being a Muslim woman of Asian heritage, it is a truly uplifting and a genuine privilege to lead a national and international organisation that works with its members, partners and key stakeholders to deliver better outcomes for people and communities in places. It completely breaks the mold of the stereotypical type of individual who would historically and ordinarily lead such an society. This fact in itself should not be applauded as seniority and leadership are not dependent on who you are, and where you come from! Unfortunately though, even now, we experience limitations on the basis of these descriptors and traits rather than be accepted on the basis of our credibility, achievement and track record.

I have always been clear that my identity; my heritage, culture, religious beliefs and values are really important to me. These components make me who I am; they define me. I am precious and proud of my eastern upbringing and the application of a western outlook in practice, having been born and bred in the UK. But, even though these forces should be complementary and advantageous, there are of course tensions on a micro and macro level which mean that both culturally and professionally, it is difficult to manage the implications and outcomes of the interplay of these dynamics.

Culturally and traditionally, Asian women are the homemakers. They have a duty and obligation to look after the young, the elderly and provide the comfort and sustenance of a home. The cohesion and support offered by living in this extended way across a family network definitely has its benefits, but it can also be a distraction from personal ambitions. Throw into this ideal the desire to want to continue with personal development post-education, and then the opportunity to seek a career with the aspirations of progression… it becomes a very difficult and challenging situation to navigate through. It can be a very stressful time for women as they embark upon motherhood and consider how they may also fulfill their professional ambition. It can be even more distressing when culturally the expectation is to only focus on the family and its betterment.

I have personally navigated these unchartered waters; desperately keen to work, to gain professional experiences, explore opportunities where I can excel, improve and strive for greater success, with the backdrop and context of being the homemaker. It’s only sheer determination and grit that enabled me to continue to march forwards in this regard; fighting opposition, entrenched views and feelings of guilt. I have endured these complications whilst my family was growing up, and even now.

Externally and to add to the mix, I have personally experienced prejudice and believe that career progression opportunities have been slower for me through balancing personal and professional responsibilities, and as I haven’t typically fit the traditional model for such leadership roles. Digital, data and technology (DDaT) is a very male dominated environment. As with the majority of professions and sectors, public sector and local government in particular, struggles to attract women into senior positions. I have constantly had to work harder, strive to develop additional skills, invest in personal development, avail as many opportunities as possible to demonstrate the breadth and transferability of my skills and experiences. I can quote examples of where I have been ‘pipped to the post’ by the better male candidate. Really? What if we genuinely concentrated on attitude rather than aptitude? A willingness to learn, grow and develop (with the core competencies and some relevant experiences) puts women in better stead to break the poor confidence and self-limiting beliefs that many can uphold.

In response to my personal experiences there are several recommendations that I would make;

• I had made a conscious decision very early on that I would openly share my personal challenges, be explicit about the cultural demands and provide an insight into how I have managed to steer through life’s complexities as per my ‘east meets west’ experiences – I’ve been really keen to bring my culture to work, and do so openly.  It is vital that raising awareness with regards to the nuances and uniqueness about ourselves is paramount to increasing understanding, appreciation and gaining support from others. Not doing so creates ambiguity, can foster mistrust and develop differences.
• It is key to seek sponsorship where possible; proactively identifying individuals to act as your cheer leaders and champions. I have found that it has been my brilliant sponsors (both men and women) that have helped me to secure progressive and novel opportunities, especially as a woman in tech.
• Equally important, and probably often overlooked, is the benefit associated with creating allies that will act as keen advocates even though they are unfamiliar with the personal details, but feel passionately about the cause. They want to see successful outcomes and will offer the necessary support and commitment. Go seek them out.
• I believe the recipe of building resilience, focusing on health and wellbeing and remaining steadfast to my mission has been paramount. Keep focused and determined to succeed.

There is no compromise on my personal values and beliefs; I have to be true to myself. I need to be authentic. There is no room for pretence. It’s a fine balancing act – personal and professional lives is a complete compromise; what is absolutely key is managing the competing expectations and demands and ensuring that the people around you understand your motivation and ambition. I have openly had to communicate ‘what good looks like’ for me and will always continue to do so.

Nadira is an established ICT and change management leader, NED and coach with 25+ years’ experience, Nadira has worked primarily in local government; leading the ICT and digital service, managing wider teams including business improvement, transformation and customer services. Nadira has implemented numerous complex change programmes across shared services to deliver new operating models, efficiencies and service improvement. Nadira is currently the Chief Executive of Socitm www.socitm.net

Light bulb moments!

Jenny Chong – Shuri Steering Group Member

June 2024

We all get these…… in the car, in the bath, right before we drift off to sleep. The last one is particularly irritating, but research shows we are more creative when we allow our minds to relax and get a dopamine hit.

So, how do we nurture our light bulb moment to grow? How do we turn that idea into action and create something that benefits millions? For many entrepreneurs, that can take years of grit, rounds of disappointment and iterative product improvements. Unicorns (companies with more than $1bn valuation) are not created overnight, but they all start with that light bulb moment to solve a real-life problem.

I spent the last 20 years in Investment Banking Technology – 40 years ago, it was dusty corridors of ticker tape, clicking typewriters and noisy monolithic computers. But lurking in those corridors were pockets of Innovators who have transformed their ideas to slick low-latency operations; predictive algorithms; robotics automation; workforce efficiency.

Deep down, we are all Innovators. Innovation is about doing something differently. We do this everyday, whether it is fixing that wobbly table with a bit of “Blue Peter” DIY, finding a creative solution for your kid’s school project, or just adding your unique flair to a recipe. The challenge is when you decide to take your “light bulb moment” and turn it into something bigger, something that can be scaled up and taken into the market. It is a journey, so having the fundamentals in place is a useful springboard. Some are personality traits, some are environmental, so here are my personal tips.

• Curiosity: You need a healthy dose of curiosity to have started in the first place. Always asking the why, the what, the how. Always asking how you can improve. Always speaking to your potential customers. Always asking the question no one expects. Always seeing beyond the possible.
• Courage: Yep, it takes bravery to take the leap, taking your idea into the glare of the public eye.
• Resilience: No one is a success overnight, there will be nights poring over financial budgets and tight deadlines, there will be last minute rejections, there will be times when you feel all alone. So build a support network or team around you that you can trust and share. Never underestimate the power of what a good team can achieve and solve. Together you are stronger.
• Learn from Failure: Success comes from repeatedly experimenting and refining. The word “failure” is not negative, it is a valuable learning opportunity. Our children are perfect examples of this, they never see failure, they bounce back and try again. Persistently.
• Find your tribe: Innovation does not happen in a vacuum. Find your community, whether it is in your organisation, an incubator or accelerator, forum, or even this Shuri community. Collaborate and partner; ideate and build; support and champion each other. This is your safe space to experiment, prototype and share learnings.

This is my starter for 10. Innovation and entrepreneurship is too big to squeeze into a blog. But it all starts with you, you having an innovation mindset, you spotting a gap and solution, and you deciding to do something about it.