The Best Healthcare Systems in the World and What We Can Learn from Them
Healthcare systems across the globe share a common goal, to deliver safe, high-quality care to patients. Yet, the way they achieve this varies depending on culture, regulation, and resources. In a recent episode of What The HealthTech, Radar Healthcare’s co-founder Paul Johnson sat down with Mark Fewster, Chief Product Officer at Radar Healthcare, to share his experiences working with health systems in the UK, US, and Qatar, and the lessons each can teach us.
Radar Healthcare’s Global Expansion
Radar Healthcare’s move into the US and Middle East was driven by reputation and demand. Partnerships with leading organisations such as Cleveland Clinic London, BUPA, and Nuffield Health increased international visibility and led to inbound interest from new markets.
From this, a clear need emerged, alongside genuine excitement about structural differences in how healthcare systems operate. Working with the Emirates Health Service, which runs 90 hospitals and health centres all using Radar Healthcare, authenticated the ambition to expand into more territories to help move the needle on patient safety and quality.
Global expansion is not only about growth, but also about learning. Insights from international markets influence advancements to Radar Healthcare’s platform for all customers, including those in the UK, while maintaining a strong commitment to excellence.
Learning from Global Innovation in The Middle East
Qatar offers a powerful example of what connectivity can achieve as every single health system is brought into a national taxonomy, through Radar Healthcare. This allows the Ministry of Health to monitor performance and have demonstrable insights across the board, right down to the quality of care they are delivering.
In the UK, Integrated Care Boards are beginning to explore similar models of connected healthcare, aiming to share data and improve collaboration across regions. While Qatar’s national system is already proven and delivering results, adoption in the UK remains a challenge. The opportunity lies in learning from these international examples without imposing a one-size-fits-all approach. Radar Healthcare uses these insights to shape its product roadmap, supporting integration while respecting the unique needs of NHS organisations.
However, this exchange of ideas works both ways, lessons from UK frustrations helped refine Qatar’s taxonomy, making it simpler for users yet powerful for decision-makers. It’s a reminder that global learning isn’t one-directional and that systems can inform and improve each other.
Emirates Health Service also demonstrates how technology can transform safety processes. Their approach to generating an incident or event is very different from the UK model, as it is driven entirely by electronic patient records. Automated triggers identify potential harm without requiring manual input, removing duplication and reducing the time to act.
Radar Healthcare plays a key role in enabling this process and supporting cultural differences. Within the Emirates Health Service, near misses, also known as ‘safe catches’, are celebrated rather than punished. Staff are rewarded for reporting issues, and Radar Healthcare provides the platform that underpins this accountability and recognition, helping to embed a proactive safety culture.
There is also an ability to say, ‘This is a good idea’, and move forward quickly, often because change is mandated at a national level. There is a fundamental difference in accountability within Qatar and the Emirates, health systems are held to account by the people they serve, if they are not delivering the best health service then they will be accountable for it. Whereas in the UK, accountability sits largely at government level, meaning the general population cannot hold the NHS to account.
Lessons in Efficiency and Excellence from the US
The US healthcare system often faces criticism, but it offers valuable lessons in efficiency. At its core, the system is shaped by payment models, Medicare and Medicaid provide coverage for those who qualify, while others rely on employer health plans wherever possible. This structure drives a strong focus on cost control and operational effectiveness. Ambulatory Surgery Centres (ASCs) are a prime example, patients can undergo procedures like hip replacements and return home the same day. These centres demonstrate how streamlined processes can deliver high-quality care while reducing costs, offering insights the UK could adapt to improve efficiency.
Paul Johnson shared a story that illustrates this principle. During a visit to a large ASC facility, he noticed that every part of the building, from the operating theatres to the gym and cafe, was designed to generate revenue, except from the boardroom.
“At first glance, it seemed mercenary,” Paul explained, “but the reason is clear, they have to maximise that investment. Having a referral come back is the last thing they want because it impacts profitability. They’ve connected the two things and shown that profitability and great care actually go hand in hand.”
This model ensures patients receive the best possible outcome the first time, reducing complications and improving satisfaction. It’s a reminder that efficiency and quality don’t have to be opposing forces, they can work together to deliver better care.
Mark Fewster added another example of patient-centric innovation, informed consent through virtual reality. During a visit to a US hospital, he experienced a process where patients preparing for brain surgery could put on a VR headset and watch the surgeon simulate the procedure. “The whole thing was turned around to make sure I was super comfortable,” Mark said. “I had all the information I needed, so when I gave consent, it was truly informed.”
Practices the NHS Could Adapt from the US
While many innovations abroad are already present in some form within the UK, the scale and investment behind them often differ. One standout observation from the US is the level of research funding and infrastructure. Facilities like St. Jude Children’s Research Hospital in Memphis operate as vast research hubs with multi-billion-dollar budgets yet have fewer than 50 beds reserved for the sickest children. These centres prioritise cutting-edge treatments and share their findings globally, creating a cycle of learning and improvement.
For the NHS, matching that level of funding isn’t realistic, but there’s still an opportunity to learn. Building stronger partnerships between research and care, and using technology to connect insights, could help the NHS move closer to that model.
Radar Healthcare’s Impact
Radar Healthcare has enabled measurable improvements in patient safety and quality across international health systems. At Emirates Health Service, for example, Radar Healthcare underpins a systems-based approach to best practice reviews. Rather than focusing on why an organisation is falling behind, the platform helps identify those performing at a higher level and asks, ‘What can we learn from them?’ This structured process drives improvement actions and measures progress, ensuring all providers move toward the same high standards.
Radar Healthcare also makes peer-to-peer learning easier. While overseas organisations are often comfortable sharing insights, UK providers can be more siloed. By creating a connected view across services, Radar Healthcare helps break down these barriers and encourages collaboration, something that has already delivered demonstrable improvements for customers in the US and Middle East.
What We Can Learn from the Best Healthcare Systems
The common themes within healthcare systems across the world are clear, progress comes from combining technology, culture, and accountability. Integrated systems make data meaningful, automation reduces time to act, and openness to reporting drives improvement. Patient experience matters too, whether through streamlined pathways or innovations like VR-informed consent.
For the UK, these examples show what’s possible when bold ideas meet practical implementation. Whether it’s celebrating near misses, streamlining patient journeys, or investing in research, the opportunity is to adapt, not replicate, what works elsewhere.
