Ojo Solutions

A Message from Lord Pickles and Lord Blunkett, followed by Ojo Solutions's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Ojo Solutions is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles


Highlighting best practice
Nathan Baranowski, managing
Transforming organisations
through technology
Founded in 2009, ojo solutions is a digital transformation
partner for a range of organisations. Based in Bath, ojo
solutions helps organisations understand how to use
technology to meet their strategic needs effectively. Managing
director Nathan Baranowski explores the technology behind
digital transformation in the health and charity sectors.
Digital technology is often underutilised and even less understood – particularly by
those within the health and social care sectors. Since its founding in 2009, one of
the major undertakings that ojo solutions has driven forward is in this sector.
The modern world of technology can be scary
It can often be lost in the world of
solutions and acronyms and buzzwords. In short, we translate complex technical
innovations into something that the layperson can understand – guiding the
process from early design stages to implementation. The key is that anything we do
to provide a real, tangible benefit.
Technology in the modern sense only really exists for two purposes: to make us
healthier and preserve life; or to make our lives easier. Information is all around
us. In our private lives we consume it for personal gain. For some reason, perhaps
because your IT team locks down your corporate device and gives you something
five years out of date, that simplicity goes out of the window in business.
At ojo, take the “ease of use” mantra from consumer technology and apply it to
business. It’s a remarkably simple mission statement, but tech firms are too caught
up in the next big thing to make the last big thing accessible for its user base. Worse
– as with Windows XP in medical technologies, these systems aren’t designed
»Managing director:
»Established in 2009
»Based in Bath
»No. of employees: 8 full-time
»Services: Digital transformation
»We’re one of the only digital
transformation specialists with
our own dedicated lab – if we
see something is needed, we
can make it from scratch
ojo solutions
to change as time goes on. They’re
locked into specific operating systems
and companies.
Tech for the public good
Famously, the NHS recently attempted
to digitise its records. The failure
was, in part, due to the size of the
organisation – changes weren’t rolled
out everywhere they were needed,
which resulted in a hodgepodge of
organisations using either digital
technology or paper-based systems.
That’s the main problem. Technology is
moving so fast that the only ones who
really know what’s going on are the
ones who are doing it. Customers trust
the people selling them technology to
know what’s best for their business
and they accept substandard solutions
on trust. People are selling “solutions”
that aren’t needed, and what’s worse,
they aren’t even effective. Helping
companies go digital has to come from
a place of mutual understanding.
This is where we come in
Our mission is to help organisations
better understand the way they
can use technology to solve their
business needs and to navigate
the ever-changing technological
landscape.With our work in
healthcare, this correlates directly to
the public good. So how do we do it?
It takes three steps:
»develop strategies
»manage implementation
It’s about taking the technological
process and putting the customer first.
It may be what every business tells
their clients, but let’s face it – money
comes first. It’s why service contracts
or various add-ons exist.
Our approach, however, actually
This is because we manage the
whole process – from start to finish.
Someone has to help bring health into
the 21st century. Why not us?
What makes ojo different?
Ourvastly experienced team guides our
customers through the entire process,
combining consultancy expertise with
cutting-edge, integrated solutions
that transform the way business is
done: enabling digital services for their
needs, built from the ground up.
Transformation is difficult, challenging
and often frustrating. One of our
clients, the Disabilities Trust, faced
a similar challenge to one seen by
a range of charities: how to focus Developing award-winning
mobile applications for
social good
Co-creating, co-designing
and co-developing
innovative solutions
can’t just be a
one-time thing.
Ithas to allow
for consistent
when change is
Highlighting best practice
funding and infrastructure in the
best way to meet its goals. Our
Innovation Lab was more than up to
the task. The reality is that for many
organisations, and certainly in the
health and social care sector, they’re
doing that with ever decreasing
budgets. Moreover, they’re being
asked to deliver more with less, and
If we integrate technology and
change the way we work, we will
save money. That’s a fact. That
money can be reinvested in training
healthcare specialists and can see
their wages increased. It’s one of the
tragedies of our time that those who
perform the greatest amount of social
good often see the least return on
their investment – whether time or
Through technology we can take
the pressure off their shoulders, to
better inform them, reduce costs
and increase their impact. We allow
computers to compute and humans to
be human.
When we use the word technology
we often think about IT, the latest
gadgets, the scary and fast-paced
world. Yet technology has been with
us since the stone age. Whether it
was the first person to use a tool
to cut something, the lightbulb, or
augmented reality, at their time they
were and are innovative. Today,
they’re a part of modern life.
An app for a patient’s mobile device,
for example, that, if they are lost, can
show them directions, meaning they
don’t have to call for help. This not
only saves the time of their health
assistant, but also allows for greater
independence and autonomy through
technology. People, quite simply, want
to live their lives on theirterms and do
not want to be nannied or constrained
in their choices.
One of the key services we offer at ojo
is innovation – we’ve created our own
dedicated lab to help solve challenges
through technology. At the Disabilities
Trust, I was also the interim director
of technology. They aren’t a big-name
brand, and the odds are you won’t
have heard of them, but they do
What we did: Transformed a no-tech company into a high-tech one
What we delivered: We brought the Disabilities Trust into the
modern world by getting rid of legacy technology, delivering
connected, secure systems, and simple purpose-built solutions.
Timeline: A four-year programme with a five-year strategic vision
The result: By installing a suite of new technologies, the Disabilities
Trust can now deliver more and
more with limited resources.
Employees across the country can now access Disabilities Trust
information securely and effortlessly, making them more effective in
their day-to-day roles.
Servicesinclude providing specialist care, rehabilitation and support
for people with profound physicaldisabilities, acquired brain injury
and autism.Beforethe team atojosolutionsmet Disabilities Trust
just under four years ago, thecharityhad little or no technological
infrastructure in place – hindering its ability to do its jobs effectively.
What does ojo do? We identify and solve problems simply. We
make it easier for health organisations to do what they do best – just
far more efficiently and with fewer resources. The next challenge is
to take this attitude as wide as possible and change healthcare for
Transforming healthcare
through effective digital
Tech for tech’s
sake just
doesn’t work
for anyone


This article was sponsored by Ojo Solutions. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister