Interoperability Isn't Just for Large Suppliers
- Jason Cropper
- Jul 13
- 4 min read
There is a common misconception that successful NHS interoperability requires large budgets, dedicated integration teams and years of specialist healthcare experience.
For many smaller suppliers, this assumption can be discouraging.
It creates the impression that interoperability is something to think about later, once the organisation has grown, secured more investment or built a larger technical team. As a result, some suppliers delay interoperability planning altogether, assuming it is a challenge reserved for larger and more established organisations.
In practice, the reality is often quite different.
Size Isn't the Real Challenge
When smaller suppliers look at large healthcare technology providers, it's easy to assume that successful interoperability is simply a result of scale.
Larger organisations may have dedicated teams focused on integration, onboarding, assurance and connectivity. They may have years of experience working in healthcare environments and established relationships across the sector.
What smaller suppliers sometimes overlook is that these organisations also face their own challenges.
Large organisations often carry significant technical debt, complex internal processes and lengthy decision-making structures. Progress can be slower, priorities can be harder to align and introducing change can become more difficult.
Smaller suppliers frequently have advantages that larger organisations lack.
They can move more quickly, make decisions faster and adapt to changing requirements without navigating layers of governance and internal complexity.
When these strengths are combined with a clear interoperability strategy, smaller suppliers can often deliver impressive results.
Focus on Outcomes, Not Scale
One of the biggest mistakes suppliers make is assuming they need to replicate the capabilities of much larger organisations.
They begin trying to build integration teams, multiple environments and complex interoperability infrastructure before they have fully understood the requirements of the organisations they are serving.
This can lead to unnecessary cost and complexity.
Successful interoperability rarely comes from building the largest solution - it usually comes from building the right solution.
Many NHS organisations are not looking for suppliers with the biggest interoperability teams. They are looking for suppliers who understand their requirements, work collaboratively and can deliver outcomes without creating unnecessary burden.
The ability to solve problems effectively is often more valuable than the size of the organisation solving them.
Start With the Problem
Interoperability projects are often most successful when they begin with a clear understanding of the problem being solved.
What information needs to be exchanged?
Who needs access to it?
What outcome is the organisation trying to achieve?
Which systems are involved?
By answering these questions first, suppliers can often identify simpler and more effective approaches than they originally expected.
This principle applies equally to organisations of every size.
In fact, smaller suppliers are often particularly well positioned to take this approach because they can remain focused on solving specific problems rather than trying to support a broad range of competing priorities.
Interoperability Has Become More Accessible
The interoperability landscape has evolved significantly over the last decade.
Standards have matured.
Connectivity options have improved.
Cloud technologies have become more common.
Organisations have gained valuable experience from previous interoperability initiatives.
The result is that suppliers no longer need to build everything themselves from scratch.
Many of the barriers that previously existed have been reduced, allowing suppliers to focus more of their effort on delivering value through their products.
The challenge is no longer whether interoperability is possible.
The challenge is understanding the most appropriate route to achieving it.
Experience Matters More Than Headcount
One of the advantages of working with experienced interoperability specialists is that they can help suppliers avoid mistakes that often consume time, effort and budget.
Understanding onboarding requirements, connectivity approaches, assurance activities and integration strategies allows organisations to make informed decisions earlier in the process.
For smaller suppliers, access to this experience can often be more valuable than adding additional internal resources.
A small team with a clear plan will often progress more effectively than a large team without one.
Practicality Creates Momentum
The suppliers that tend to succeed are not necessarily those with the most resources.
They are often the organisations that take a practical approach.
They understand what they are trying to achieve.
They focus on delivering meaningful outcomes.
They seek support where specialist expertise is required.
Most importantly, they avoid allowing interoperability to become more complicated than it needs to be.
Successful interoperability is not about becoming a large healthcare technology supplier.
It is about creating reliable, sustainable ways for information to move between organisations, systems and services.
That goal is achievable regardless of the size of the organisation pursuing it.
How Osprey Can Help
Osprey works with both NHS organisations and suppliers, helping organisations develop practical approaches to interoperability without unnecessary complexity.
We understand that not every supplier has a dedicated interoperability team, extensive healthcare experience or large internal resources. Our role is to help suppliers navigate integration, onboarding and connectivity requirements so they can focus on delivering value through their products.
Whether you're entering the NHS market for the first time or looking to expand existing interoperability capabilities, Osprey can help identify practical routes forward that align with your needs, resources and objectives.
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