Palantir’s reputation affects its bid for UK’s National Health Data.
Palantir's reputation affects its bid for UK's National Health Data.
The UK’s NHS Faces a Data Dilemma: Can it Trust Palantir with its Most Valuable Asset?
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Marianne had just moved house, juggling the chaos of unpacking boxes and adjusting to her new surroundings when she realized transferring her medical records to her new doctor was not going to be easy. The process, theoretically seamless in the UK’s National Health Service (NHS), turned out to be a time-consuming and stressful ordeal. She found herself explaining her entire medical history on the spot and diligently listing the names and dosages of her numerous medications to a doctor who knew nothing about her. Finally, after a painstaking month, she managed to obtain the details of her own prescriptions.
This anecdote highlights a major challenge within the NHS: its fragmented and siloed system that inhibits the seamless transfer of patient data between healthcare providers. The NHS, responsible for millions of appointments and interactions daily, has long struggled to build a cohesive computer system to effectively manage the vast amount of data it generates. Despite previous attempts, privacy concerns and public outcry have halted progress. Now, the NHS is making another push by issuing a contract to build a central operating system called the federated data platform, aimed at facilitating the anonymous flow of patient data across different departments, hospitals, and even general practitioners’ offices-to-local authorities.
On the surface, this new system, as described by NHS England’s chief data and analytics officer, Ming Tang, promises to improve patient care by connecting data and enhancing decision-making through a secure environment. However, controversy arises when considering the frontrunner in the bidding process for the £480 million ($595 million) contract: the US tech company Palantir. Palantir’s association with high-profile individuals and controversial activities, such as its co-founder’s political contributions and alleged involvement in US immigration policies and military operations, have raised concerns among doctors, privacy campaigners, academics, and politicians. They question whether Palantir can be trusted with the NHS’s valuable data, given its questionable track record.
Hope Worsdale, a spokesperson for Just Treatment, an organization campaigning against privatization in the health service, voices their concerns, stating that Palantir is “a completely inappropriate partner” that conflicts with the NHS’s core values. In response to this criticism, Palantir declined to comment on the bidding process but emphasized its positive contributions to the NHS, including supporting the vaccine rollout and ensuring the effective distribution of ventilators. Furthermore, Palantir highlights that numerous NHS branches already utilize their software.
While the NHS’s revered status is undebatable, it faces significant challenges due to an aging population, stretched budgets, and growing waiting lists. Concerns about potential privatization and the introduction of a costly American-style healthcare system persist among the British public. However, polls indicate that 60% of the population believes private companies can play a role in the NHS without driving up costs, with support for total privatization standing at a mere 2%.
Yet, the NHS possesses a valuable asset coveted by the private sector: its vast and unique dataset on the British population. Consultancy firm Ernst and Young values this data at an astounding £9.6 billion ($11.9 billion) annually, making it one of the world’s most valuable data assets for applications such as AI and life sciences.
Critics fear that granting a private company access to this data could pave the way for further privatization, eroding the principles of a publicly funded healthcare system. Jeni Tennison, executive director of Connected by Data, a group advocating for individual data rights, warns against Palantir’s involvement, as it represents not only the potential face of NHS privatization, but also the growing influence of a database state that undermines citizens’ control over their data and lives.
Palantir’s desire to secure a role within the NHS has become widely known, with reports of lobbying efforts and leaked emails discussing strategies to overcome political resistance. The company’s eagerness, coupled with its association with Peter Thiel, Palantir’s billionaire co-founder and chairman, has exacerbated concerns. Thiel’s comparison of Britain’s attachment to the NHS to Stockholm syndrome, a psychological phenomenon characterized by a captor-victim relationship, only served to confirm suspicions about his support for NHS privatization, according to cybersecurity expert Eerke Boiten.
Palantir’s Tom McArdle counters these concerns by stating that the company’s software is not focused on collecting or selling data but rather on empowering customers to understand and organize the information they hold. However, the opposition to Palantir extends beyond its suitability as a contractor and questions the wisdom of outsourcing this crucial work altogether. Critics argue that the NHS should develop its own capabilities instead of relying on external players, especially considering the dwindling number of digital experts within the organization due to government funding cuts.
If Palantir ultimately secures the contract, researchers fear that NHS patients may refuse to share their data as a form of protest. Similar data-sharing initiatives in the past faced significant backlash, with over a million people opting out within a month. Barbara Prainsack, a professor specializing in the societal impact of data in medicine, highlights the importance of open dialogue and transparency in building public trust. Without these elements, the perception of secrecy and hidden agendas can emerge, damaging the fragile trust between citizens and their healthcare providers.
Even Marianne, despite her frustrating experience with the transfer of medical records, expresses reservations about Palantir’s involvement, feeling more comfortable if the NHS, rather than a private company, handled the data challenge. However, she acknowledges that the ship may have already sailed, hinting at the realization that there might not be a perfect solution.
The NHS faces a critical decision: entrust its most valuable asset to a potentially controversial private company or take on the challenge internally. While the desire for an efficient and interconnected data system is unquestionable, striking the right balance between innovation, public trust, and the preservation of the core values of the NHS remains a substantial challenge.
