As 2026 begins, the NHS 10-Year Plan has moved from strategic ambition to practical implementation including a digital-first patient approach, a systemic focus on prevention, and the delivery of services closer to home.
As 2026 begins, the NHS 10-Year Plan has moved from strategic ambition to practical implementation. The service is fundamentally reorienting itself around new models of care, including a digital-first patient approach, a systemic focus on prevention, and the delivery of services closer to home. New commercial frameworks and evolving pathways for medicine access have accompanied this structural change.
This implementation continues through a demanding winter. Recent operational pressures, including industrial action and the restructuring of ICBs, have tested the service's resilience. The long-term goals of the plan remain, but the delivery of those goals requires new partnerships.
The plans are published, and the direction is set. The pressing question for 2026 is how pharma, medtech, and diagnostics can effectively support the NHS in achieving these changes. It is clear the NHS cannot deliver this transformation alone. For industry partners, here are the key approaches to supporting the NHS.
The era of purely transactional procurement is ending. ICBs have completed a difficult period of restructuring and are now slimming down to focus on strategic commissioning. The NHS is moving away from simply buying activity. It is now commissioning for measurable value, such as improved population health, reduced admissions, and sustainable impacts across the entire patient pathway. Industry must adapt its approach to align with this new, strategic mindset.
There is a clear distinction between an 'output' and an 'outcome'. An output is a metric, like a reduced waiting time. An outcome is the sustained, positive result for the patient and the system. The NHS planning framework can be described as a 'tight-loose-tight' level of control from the centre. The 'tight' elements are the mandated goals (the shift to community, prevention, and digital) and the method of measurement (outcomes). The 'loose' part in the middle is how local systems deliver those outcomes. Industry must demonstrate, with evidence, how its solution delivers a measurable outcome, not just a short-term output.
Value propositions must be backed by real world evidence (RWE). Clinical trial results or a standard economic model is no longer sufficient. The NHS needs to see proof of impact within the system. The most effective approach is to demonstrate a successful pilot or implementation: "We have done this in Bolton, and we can show a measurable shift in patient outcomes or care settings." This evidence should then be backed with a 'replication pack'. This pack should provide a core, scalable implementation plan that another trust or system can adopt without needing a new pilot, while still allowing for local customisation.
Industry partners need to fully understand both up-to-date and local patient pathways. This includes knowing how patients are referred and what happens before and after a product is used, including the digital pathway. The NHS App is now the mandated 'front door' for patient access. Developing a standalone app is potentially a mistake, as integration with the NHS app is the only viable option, and the queue for integration is long. Partnering with a supplier who is already integrated may be a more practical strategy. Overall, industry needs to demonstrate how a solution integrates smoothly in each locality, removing friction for both patients and clinicians.
Progress across the NHS is not uniform, and 2026 will likely be a year of segmentation. Some areas will advance quickly, becoming advanced foundation trusts, while others may lag. This regional variation means a 'one size fits all' pitch is likely to fail. Pharma and medtech should ‘think local’ and engage with the area's specifics. Health Innovation Networks, ICSs, and the new integrated neighbourhood teams all have different priorities based on local demographics and needs. Solutions need to be flexible and tailored to those local priorities.
The strongest message for 2026 is that the NHS needs industry to turn up ready to co-create. The service does not need another product pitch; it needs partners who can help solve operational pressures. This means coming to the table with a solution, a route to implementation, and the resources to support it. This includes change management and providing the education and skills alignment to ensure the workforce can adopt and maximise the benefits from new technology. The NHS needs partners to take risks, be bold, and help make the 10-Year Plan's goals a reality.
A significant structural change is in progress with the planned introduction of a Single National Formulary (SNF) in 2027. Despite the logistical challenges involved in standardising prescribing across the country, plans are going ahead. This initiative will reshape market access, creating a landscape of winners and losers. Throughout 2026, industry will need to prepare and closely monitor this initiative. Understanding how a unified national prescribing list will impact portfolios in 2027 is essential for medium-term strategy and ensuring products remain accessible within this new framework.
The challenges facing the NHS in 2026 are multiple, but so too are the opportunities. The service is openly stating that it needs industry to step up, understand the operational realities, and move beyond a traditional supplier relationship. For pharma and medtech, the resolution for the new year must be to answer that call: to lead with the problem you solve, to prove value with real-world outcomes, and to become a true co-creator in building a sustainable health service.
CHASE is here to support industry in making meaningful NHS Industry Partnerships and providing expert outsourced field teams who can engage NHS HCPs the right way, with a deep understanding of their pressures and their needs. Get in touch with our friendly team to find out more about what we can offer.
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