Policy Wisdom, 39 Calle G Garcia, Quebradillas (2026)

29/04/2026

𝗠𝗲𝗱-𝗧𝗲𝗰𝗵 / 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗛𝗲𝗮𝗹𝘁𝗵

The digital health wallet (DHW) space has a well-documented graveyard of initiatives that launched with genuine ambition but never reached scale.

Google Health originally launched in 2008 as a personal health record repository, but announced shutdown in June 2011. Microsoft HealthVault ran for twelve years before being discontinued in 2019. Australia’s Personally Controlled E-Health Record launched in 2012, struggled with adoption and significant privacy concerns, and had to be relaunched under new legislation as My Health Record in 2015. As of Jan 2026 only one in ten medical specialists actually uses it.

The pattern is consistent and instructive.

Cancer care makes it visible in the sharpest terms. The data demands are uniquely complex: multidisciplinary record sharing/continuity, longitudinal histories spanning years of treatment, and serious consequences when any part of that record fragments or becomes inaccessible.

The Australian Medical Association put it plainly in their 2026 interoperability report:

"𝘈𝘶𝘴𝘵𝘳𝘢𝘭𝘪𝘢𝘯 𝘨𝘰𝘷𝘦𝘳𝘯𝘮𝘦𝘯𝘵𝘴 𝘩𝘢𝘷𝘦 𝘤𝘰𝘮𝘮𝘪𝘵𝘵𝘦𝘥 𝘵𝘰 𝘥𝘪𝘨𝘪𝘵𝘢𝘭 𝘪𝘯𝘵𝘦𝘳𝘰𝘱𝘦𝘳𝘢𝘣𝘪𝘭𝘪𝘵𝘺, 𝘣𝘶𝘵 𝘸𝘦 𝘩𝘢𝘷𝘦𝘯'𝘵 𝘮𝘰𝘷𝘦𝘥 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘪𝘵 𝘣𝘺 𝘦𝘴𝘵𝘢𝘣𝘭𝘪𝘴𝘩𝘪𝘯𝘨 𝘵𝘩𝘦 𝘭𝘦𝘨𝘢𝘭 𝘧𝘳𝘢𝘮𝘦𝘸𝘰𝘳𝘬𝘴, 𝘳𝘶𝘭𝘦𝘴 𝘢𝘯𝘥 𝘳𝘦𝘨𝘶𝘭𝘢𝘵𝘪𝘰𝘯𝘴 𝘯𝘦𝘦𝘥𝘦𝘥. 𝘞𝘪𝘵𝘩𝘰𝘶𝘵 𝘵𝘩𝘢𝘵 𝘴𝘵𝘦𝘱, 𝘴𝘺𝘴𝘵𝘦𝘮𝘴 𝘵𝘩𝘢𝘵 𝘵𝘢𝘭𝘬 𝘵𝘰 𝘦𝘢𝘤𝘩 𝘰𝘵𝘩𝘦𝘳 𝘳𝘦𝘮𝘢𝘪𝘯 𝘢 𝘱𝘪𝘱𝘦 𝘥𝘳𝘦𝘢𝘮."

This is a policy gap!

Companies that engage seriously on policy and governance frameworks now, rather than waiting for the policy environment to mature around them, are the ones that will shape how this space develops. The alternative is to react to a future someone else shaped.

We'll be sharing more on this soon.

To learn more: https://lnkd.in/g3f-khUW

24/04/2026

𝗪𝗼𝗿𝗹𝗱 𝗜𝗺𝗺𝘂𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗪𝗲𝗲𝗸 𝗿𝘂𝗻𝘀 𝗔𝗽𝗿𝗶𝗹 𝟮𝟰𝘁𝗵-𝟯𝟬𝘁𝗵.
This year's theme is "𝘍𝘰𝘳 𝘦𝘷𝘦𝘳𝘺 𝘨𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘰𝘯, 𝘷𝘢𝘤𝘤𝘪𝘯𝘦𝘴 𝘸𝘰𝘳𝘬".

Despite this truth, vaccine coverage rates haven't recovered since COVID. Worse still, diseases we'd nearly eliminated are back; decision-makers are fighting political 'fires' on all fronts; budgets are shrinking; and, trust is fraying.

But the organizations and public health leaders who built the systems we inherited did it during and after wars, economic collapse, and political chaos. They didn't wait for easier conditions, and neither can we.

Reach out to connect on the topic of vaccine policy, prioritization, acceptance, and uptake.

22/04/2026

𝗚𝗼𝘃𝗲𝗿𝗻𝗺𝗲𝗻𝘁 / 𝗣𝗼𝗹𝗶𝗰𝘆𝗺𝗮𝗸𝗲𝗿𝘀

When digital health initiatives fail, the instinct is to blame the technology.

But the more you look at the evidence, the more a different pattern emerges: the technology was ready, the policy architecture was not.

The United States understood this earlier than most. The 21st Century Cures Act, passed in 2016, mandated health data sharing, with enforceable standards, a certification programme for health IT vendors, and penalties of up to $1 million per violation for providers who blocked data sharing. That is meaningful governance architecture.

And still, it has not been a clean success story.

The Final Rule took four years to publish. Enforcement was slow to materialise. Some vendors found ways to comply technically while making data exchange expensive and difficult in practice. Equity gaps emerged. A decade on, significant interoperability gaps remain.

The US experience demonstrates that even a well-resourced government, with genuine political will, enforceable standards, and real penalties, found this hard to get right. Legislation is necessary. Thoughtful policy architecture is necessary. But, the system is complex and bad actors will work the rules.

Policy Wisdom’s framework maps five interdependent domains where policy decisions play out: innovation, investment, value demonstration, financing, and governance. For Digital Health Wallets, none of these domains can be treated in isolation - and the question for policymakers is not whether to learn from the places that tried before, but which lessons to act on first.

15/04/2026

𝗣𝗿𝗶𝘃𝗮𝗰𝘆, 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲, 𝗮𝗻𝗱 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗛𝗲𝗮𝗹𝘁𝗵 𝗪𝗮𝗹𝗹𝗲𝘁𝘀

A record that travels with a patient across providers, borders, and years raises genuine questions and privacy concerns: who can see it, under what circumstances, and who is accountable when something goes wrong?

But here is the thing: Those are governance questions, not technology questions.

Governance is what gives privacy its practical meaning. Which means fixing governance is not a separate task from addressing privacy concerns. It is the task.

The evidence on how countries handle this in practice is worth paying attention to.

A January 2026 report from the Australian Medical Association found that only one in ten medical specialists uses My Health Record, only one in five diagnostic imaging reports are uploaded, and in some hospitals clinical notes from the emergency department are still being printed and physically carried to the ICU because the systems cannot communicate.

The AMA conclusion was direct:
"𝘈𝘶𝘴𝘵𝘳𝘢𝘭𝘪𝘢𝘯 𝘨𝘰𝘷𝘦𝘳𝘯𝘮𝘦𝘯𝘵𝘴 𝘩𝘢𝘷𝘦 𝘤𝘰𝘮𝘮𝘪𝘵𝘵𝘦𝘥 𝘵𝘰 𝘥𝘪𝘨𝘪𝘵𝘢𝘭 𝘪𝘯𝘵𝘦𝘳𝘰𝘱𝘦𝘳𝘢𝘣𝘪𝘭𝘪𝘵𝘺, 𝘣𝘶𝘵 𝘸𝘦 𝘩𝘢𝘷𝘦𝘯'𝘵 𝘮𝘰𝘷𝘦𝘥 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘪𝘵 𝘣𝘺 𝘦𝘴𝘵𝘢𝘣𝘭𝘪𝘴𝘩𝘪𝘯𝘨 𝘵𝘩𝘦 𝘭𝘦𝘨𝘢𝘭 𝘧𝘳𝘢𝘮𝘦𝘸𝘰𝘳𝘬𝘴, 𝘳𝘶𝘭𝘦𝘴 𝘢𝘯𝘥 𝘳𝘦𝘨𝘶𝘭𝘢𝘵𝘪𝘰𝘯𝘴 𝘯𝘦𝘦𝘥𝘦𝘥. 𝘞𝘪𝘵𝘩𝘰𝘶𝘵 𝘵𝘩𝘪𝘴 𝘴𝘵𝘦𝘱, 𝘩𝘢𝘷𝘪𝘯𝘨 𝘴𝘺𝘴𝘵𝘦𝘮𝘴 𝘵𝘩𝘢𝘵 𝘵𝘢𝘭𝘬 𝘵𝘰 𝘦𝘢𝘤𝘩 𝘰𝘵𝘩𝘦𝘳 𝘸𝘪𝘭𝘭 𝘳𝘦𝘮𝘢𝘪𝘯 𝘢 𝘱𝘪𝘱𝘦 𝘥𝘳𝘦𝘢𝘮."

That is what a governance gap looks like in practice.

It is also the same gap that will determine whether patients and providers can and will actually trust and use DHWs.

Technology can be built. Interoperability can be architected. But trust is a policy problem. And you cannot scale your way past it.

𝗧𝗼 𝗹𝗲𝗮𝗿𝗻 𝗺𝗼𝗿𝗲: https://lnkd.in/g3f-khUW

08/04/2026

Cancer care generates the most complex, high-stakes health data of any condition. The data spans decades, providers, health systems, and years of treatment decisions that are difficult to reconstruct if anything goes missing.

In most countries, there is still no reliable way to keep that record intact across the full patient journey.

The cost is not abstract. These fragmented patient histories have duplicate imaging, delayed treatment decisions, and adverse events that should never have happened.

Digital Health Wallets (DHW) are increasingly positioned as the answer to --and we think that framing is right. But the story of why implementation keeps failing is not told often enough. Cautionary tales can be even more instructive than the success stories.

Take the UK's National Programme for IT. Launched in 2003 and costing ~ £10 billion, it was the largest civilian IT project of its time, with a clear mandate: a unified electronic health record for every NHS patient. Eight years later, it was dismantled.

The technology wasn't the problem. The concept wasn't the problem.

Governance was.

Clinicians had been excluded from the design process, so the systems did not reflect how care was actually delivered. Contracts rewarded delivery milestones, not outcomes, so vendors could deliver non-functional software and still get paid. Four regional systems were procured from different vendors with no interoperability requirement. And when things went wrong, no single entity was accountable for the whole.

The UK's own Public Accounts Committee concluded the programme had "not delivered value for money" and that the department had "lost control."

This is what health system governance failure looks like at scale.

Over the coming weeks, we'll be unpacking why DHWs haven't yet reached their potential, and what it will actually take to get there…Stay tuned!

06/04/2026

On April 7th we celebrate World Health Day! 🌍

This year's theme — "Together for Health. Stand with Science." — couldn't resonate more deeply with the work we do at Policy Wisdom.

The World Health Organization's call to turn evidence into action is at the very heart of what evidence-based health policy is all about. Because successful policy doesn't happen in a vacuum. It's built on data, research, and the courage to follow what the evidence tells us — even when that's complex or inconvenient.

At Policy Wisdom, we believe that the gap between scientific knowledge and effective policy is one of the most consequential challenges of our time. Whether it's tackling non-communicable diseases, addressing health inequalities, or preparing for future health threats, the quality of decisions made depends on how well evidence is gathered, interpreted, and embedded into the policymaking process.

That's why we're proud to support policymakers, institutions, and organizations in building the capacity to do exactly that — to choose evidence, trust facts, and design health policy that truly improves lives.

On this World Health Day, we stand with science. 💙

31/03/2026

We are pleased to announce the appointment of Allira Attwill as Head of Knowledge and Policy Intelligence at Policy Wisdom.

This new area within the firm is designed to ensure we continue generating the evidence and insights that drive meaningful health policy debate — and that our teams remain deeply engaged in the conversations shaping the global health agenda, so we can offer our clients the most relevant and innovative strategic advice and guidance possible.

"Creating this area was a deliberate strategic decision. Having someone with Allira’s depth of expertise, technical rigor, and genuine passion for health equity leading this work will have a real and lasting impact on the quality and relevance of everything we do at Policy Wisdom,” Lucila Vignoli, CEO.

Allira has been part of Policy Wisdom since 2014, contributing across different roles and bringing with her a wealth of experience in global health policy, health financing, and governance. Before joining PW, she spent a decade at WHO, leading initiatives in medicines policy, health economics, immunization, and TB programs across the European Region. She has co-authored more than 14 WHO publications and contributed policy opinion pieces for The Lowy Institute, and her work has always been driven by a commitment to health system efficiency and equity.

This new role is a natural fit — and we look forward to seeing her shape it.
Please join us in congratulating Allira on this well-deserved appointment.

31/03/2026

𝗙𝗼𝗿 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗛𝗲𝗮𝗹𝘁𝗵 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀
Health system fragmentation isn't a coordination problem—it's an architecture problem.

The WHO Building Blocks and Health in All Policies frameworks have advanced our understanding of health system complexity. But a critical gap remains: how does policy function as the connective tissue between fragmented system components?

Our latest paper introduces a complementary framework examining five critical policy interconnections:
1️⃣ Innovation-Investment
2️⃣ Investment-Value Demonstration
3️⃣ Value Demonstration-Financing
4️⃣ Financing-Governance
5️⃣ Governance-Inclusion of Interventions

𝗙𝗼𝗿 𝗺𝘂𝗹𝘁𝗶𝗹𝗮𝘁𝗲𝗿𝗮𝗹 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀:
This framework offers diagnostic tools for assessing policy architecture maturity across health systems and identifying where technical assistance can yield greatest impact.

Where HiAP looks outward from health to other sectors, this framework looks inward at policy integration within health systems.

🔗https://juniperpublishers.com/jojph/pdf/JOJPH.MS.ID.555792.pdf

26/03/2026

𝗠𝗲𝗱-𝗧𝗲𝗰𝗵/𝗗𝗶𝗮𝗴𝗻𝗼𝘀𝘁𝗶𝗰𝘀
Medical technology and diagnostics face the same policy challenges as pharmaceuticals—but with less developed frameworks.

Access vs. affordability. Innovation vs. budget constraints. Evidence requirements vs. rapid evolution.

Our latest paper maps five critical policy interconnections that determine whether innovations reach patients or stall in policy gaps:
1️⃣ Innovation-Investment
2️⃣ Investment-Value Demonstration
3️⃣ Value Demonstration-Financing
4️⃣ Financing-Governance
5️⃣ Governance-Inclusion of Interventions

For med-tech:
While we use pharmaceutical policy as the primary lens, this framework applies directly to diagnostic and device market access challenges. It helps you identify where policy architecture enables or blocks pathway to patients.

🔗https://juniperpublishers.com/jojph/pdf/JOJPH.MS.ID.555792.pdf

23/03/2026

𝗚𝗼𝘃𝗲𝗿𝗻𝗺𝗲𝗻𝘁𝘀/𝗣𝗼𝗹𝗶𝗰𝘆𝗺𝗮𝗸𝗲𝗿𝘀
𝗘𝘃𝗲𝗿𝘆 𝗵𝗲𝗮𝗹𝘁𝗵 𝘀𝘆𝘀𝘁𝗲𝗺 𝗳𝗮𝗰𝗲𝘀 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗳𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹 𝘁𝗲𝗻𝘀𝗶𝗼𝗻𝘀:
How do we incentivize innovation while controlling costs? How do we expand access within fixed budgets? How do we balance speed with rigor?
Our latest publication argues that policy is the architecture for managing these tensions—not solving them.

𝗪𝗲 𝗶𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗳𝗶𝘃𝗲 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗶𝗻𝘁𝗲𝗿𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻𝘀 𝘄𝗵𝗲𝗿𝗲 𝗽𝗼𝗹𝗶𝗰𝘆 𝗴𝗮𝗽𝘀 𝗰𝗿𝗲𝗮𝘁𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 𝗱𝘆𝘀𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻:
1️⃣ Innovation-Investment
2️⃣ Investment-Value Demonstration
3️⃣ Value Demonstration-Financing
4️⃣ Financing-Governance
5️⃣ Governance-Inclusion of Interventions

𝗙𝗼𝗿 𝗽𝗼𝗹𝗶𝗰𝘆𝗺𝗮𝗸𝗲𝗿𝘀:
This framework provides diagnostic tools to assess where your system's policy architecture is strong or fragmented, and how to design coherent frameworks that make trade-offs explicit rather than implicit.

🔗https://juniperpublishers.com/jojph/pdf/JOJPH.MS.ID.555792.pdf

Policy Wisdom

29/04/2026

24/04/2026

22/04/2026

15/04/2026

08/04/2026

06/04/2026

31/03/2026

31/03/2026

26/03/2026

23/03/2026

Dirección

Teléfono

Página web

Notificaciones

Contacto La Empresa

Atajos

Compartir

Categoría