Why the NHS needs a unified approach to cyber security

There is a need for a fundamental shift in how cyber security is perceived, writes Dr Mick Quinn, consultant physician and member of BT’s clinical advisory board

In recent discussions with senior NHS leaders and cyber security experts, a clear picture has emerged: cybersecurity within the NHS is no longer simply an IT issue – it is a fundamental pillar of patient safety and operational resilience.

There is a critical need for collaboration, clarity of the landscape, and a fundamental shift in how cyber security is perceived and implemented within the NHS from both a clinical and operational perspective.

A complex challenge demanding a coordinated response

The NHS operates within a uniquely complex landscape where individual NHS trusts enjoy a degree of autonomy,  yet must also function as part of an integrated national healthcare system.

This duality has created significant challenges for cyber security strategies. Without clear, centralised guidance, NHS trusts often navigate a fragmented environment, leading to isolated procurement decisions that risk creating vulnerabilities through inconsistency and duplication.

The funding pathway – from the Department of Health and Social Care through Integrated Care Boards (ICBs) to individual trusts – would benefit from an approach that puts in place strategic “guide-rails” to ensure investments collectively build towards a resilient and unified infrastructure.

This disconnect highlights the urgent need for a national framework that balances local flexibility with cohesive direction.

Cyber security is an existential risk

Cyber threats extend far beyond IT disruption; they pose existential risks to healthcare delivery.

When patient appointments are cancelled, lives are potentially jeopardised, staff stress levels are inevitably heightened and operational continuity is threatened.

Despite this, cyber security often competes for attention and funding against other digital initiatives, such as electronic patient records (EPRs) and personal health records (PHRs).

To build an NHS system that can withstand the test of time, it is important to elevate cyber security and organisational resilience.

Leading with strategic clarity in a time of change

The ongoing organisational reconfigurations within the NHS have introduced further complexity, making long-term planning difficult. In this environment, leadership must embrace a forward-thinking, strategic approach characterised by:

• Clear national guidance: Establishing a comprehensive, NHS-wide cyber security framework that defines minimum standards, aligns with existing digital strategies, and clarifies roles and accountability across all trusts. It will provide the clarity and confidence required to unify efforts and eliminate fragmentation.
• Centralised expertise: Creating a Cyber Security Centre of Excellence to act as a strategic resource offering expert guidance, threat intelligence, best practices, and rapid response capabilities. This centre would foster collaboration across trusts and empower them to anticipate and counter evolving threats effectively.
• Robust risk assessments: Conducting nationally coordinated risk evaluations to identify critical vulnerabilities, prioritise resources, and inform targeted mitigation strategies. A data-driven approach to risk management ensures scarce resources deliver maximum impact.

Bridging the gap: transparency, trust and collaboration

Effective cyber security demands more than technology – it requires strong partnerships built on transparency and trust.

Inconsistent procurement practices and fragmented vendor relationships hamper progress, making it difficult to build business cases that convincingly demonstrate value and risk reduction.

Innovative approaches such as “at-risk” contracting models, where vendors share financial accountability, alongside bundled solutions that integrate cyber security with essential network infrastructure, can streamline procurement and deliver economies of scale.

These models foster greater alignment between the NHS and its technology partners, driving better outcomes.

Empowering people: the training imperative

Technology alone cannot safeguard the NHS. People are its greatest asset and its greatest vulnerability. Yet, current cyber security training often falls short.

Starkly, research from BT found that only 39% of NHS staff receive training on both new and existing technology, and frontline workers consistently report insufficient ongoing training, with 60% wishing for more frequent sessions.

The future lies in engaging, gamified training programmes developed in collaboration with vendors, designed to empower NHS staff with the practical knowledge and confidence to manage cyber risks proactively. Investing in people is investing in resilience.

Towards a safer, stronger NHS

As the NHS continues to evolve amid organisational changes and an increasingly hostile threat landscape, the path forward requires visionary leadership and collaboration.

By combining clear national direction with local adaptability, elevating cyber security’s strategic importance, and nurturing transparent, outcome-focused partnerships, the NHS can transform cyber security from a reactive challenge into a powerful enabler of patient safety and operational excellence.

Ultimately, for the NHS, cyber security must be viewed as a fundamental pillar for patient trust and operational resilience, safeguarding the continuity and quality of care that millions of lives and society depend upon.

At BT Health, we are committed to partnering with the NHS and leaders in cyber security protection like Palo Alto Networks on this journey – bringing clarity, expertise, and innovation to build a healthcare system that is safer, stronger, and more resilient.

This advertorial is sponsored by BT and Palo Alto.