Note: This article first appeared in Care Markets on 18 June 2026
Digital technology is now firmly embedded in social care, spanning AI-enabled care planning and falls detection through to remote monitoring and electronic care records, with providers using technology to improve quality, support staff and respond to increasing demand. However, as care becomes more digital, it also becomes more data-driven, changing the provider’s risk profile, rather than removing risk entirely.
The challenge for providers is not whether to adopt technology, but how to do so safely, sustainably and with confidence. What’s often needed is a clear, practical steer – simple ‘golden rules’ to help navigate AI, cybersecurity and wider digital risk.
Why tech in care needs a different mindset
It is tempting to treat digital tools as IT projects or operational upgrades, yet many systems used in care are clinical-adjacent and directly influence decisions about residents’ wellbeing. These systems collect large volumes of sensitive personal data, may generate insights that affect care decisions, and can fail in ways that have real‑world consequences.
A falls detection tool that misfires, or an AI summary that is incorrect, can create risk for individuals and providers. Tech‑enabled care must therefore be treated as a governance and risk management issue, not just a procurement exercise.
Golden Rule 1: Be clear on AI
AI is increasingly embedded in care technology, including tools that summarise records, flag risks or support decision‑making – and it's not always obvious that these tools incorporate AI.
Before purchasing digital tools for use in social care, it is essential to carry out due diligence to identify and mitigate risk. Providers should ensure they have the right information to evaluate the risks to their organisation, staff and residents.
Key challenges providers face include understanding the regulatory regimes that could apply to AI tools, such as the medical devices regime, and ensuring suppliers' compliance with applicable regulatory regimes is appropriately evidenced, verified and subsequently monitored throughout the lifetime of the contract.
The risk of not getting this right from the outset is the deployment of products and services that present safety risks to residents, staff and/or the public, which in turn exposes providers to an increased risk of liability for harm suffered. Providers purchasing AI tools should ensure they have appropriate technical resource and expertise for these purposes.
Golden Rule 2: Governance comes first
Successful digital adoption consistently starts with strong governance as the first line of defence. Every provider should be able to identify who is responsible for digital risk within the organisation. In practice, this should include a board-level sponsor for strategic oversight and accountability, a registered manager for operational ownership and care quality, an IT/digital lead for technical resilience and system performance, and a data governance lead, such as a senior information risk owner (SIRO) covering privacy, data protection and breaches. These roles should not operate in silos; an effective approach is to establish a digital risk group to ensure joined‑up decision‑making.
Just as importantly, governance must be documented, embedded in the risk register, linked to incident reporting and escalation processes, and reflected in CQC “Well‑led” evidence. If something goes wrong, regulators and commissioners will expect to see a clear framework in place.
Golden Rule 3: Don’t underestimate cyber risk
Cybersecurity is a core organisational risk, not merely a technical matter for IT teams or suppliers. Care providers are increasingly targeted because they hold sensitive health and care data, financial information and operationally critical systems. Recent incidents in healthcare show that cyber events can disrupt services and compromise safety. Practically, providers cannot outsource cyber risk entirely to suppliers and should set minimum cybersecurity standards in contracts, require evidence of certifications and testing, agree clear breach notification and response times (i.e. service-level agreements), and consider cyber insurance and supplier indemnities.
Internally, regular staff training on phishing and password security, robust access controls and business continuity plans for system outages can also make a significant difference. A cyber incident is not a question of “if”, but “when”, so preparation is essential.
Golden Rule 4: Get your contracts right
Contracts are often overlooked until something goes wrong. But in tech-enabled care, your contract is your safety net. There are a few non-negotiables providers should always cover:
- Data protection clarity
Providers are often the data controller and remain ultimately responsible for how data is used. Contracts should, at a minimum, set out roles (controller versus processor), data use and restrictions, sub‑processors, and data retention and deletion. - Liability that reflects real risk
Where system failure or data breach could have serious consequences, liability caps must be realistic, suppliers must carry appropriate insurance, and remedies for failure must be clear to ensure appropriate safeguarding. - Cyber and security obligations
Contracts should include minimum cybersecurity standards, breach response obligations and ongoing compliance requirements. - Interoperability and integration
Given that providers rarely operate a single system, contracts should ensure application programming interface (API) access, integration with existing tools and flexibility as the digital ecosystem evolves. - Exit planning
Exit should be planned from the outset, with provisions for data export in usable formats, transition support and clear timelines to avoid vendor lock‑in that can limit flexibility and increase costs.
Golden Rule 5: Build trust with your workforce
Technology only works if staff use it correctly and confidently, and assumptions that people will simply adapt often lead to failure. Providers should invest in clear policies and standard operating procedures (SOPs), structured training programmes and practical guidance on day‑to‑day use. Staff need clarity on what the technology is for, what it is not for, and how to report issues or failures, especially where technology interacts with care decisions.
Golden Rule 6: Respect privacy and dignity
Many digital tools involve continuous or ambient monitoring, such as sensors, cameras or audio capture, which can deliver real benefits if handled carefully. A proportionate, necessary and transparent approach should be applied, ensuring residents and families understand what is monitored, why and who can access it, that data collection is minimised to what is needed, that clear consent and best‑interest processes are in place, and that data is kept secure and retained appropriately. Privacy is not a barrier to innovation, but it must be designed in from the start.
Golden Rule 7: Plan for things going wrong
Providers should ask what happens if a system fails and consider scenarios such as system outages, data corruption, supplier insolvency and incorrect outputs affecting care. Planning should cover business continuity to ensure care continues safely, back‑up processes such as manual records, incident response and escalation, and supplier obligations in a crisis. The aim is not to eliminate risk, which is impossible, but to be prepared.
Getting digital transformation right
Technology has huge potential to transform care by improving outcomes, supporting staff and enabling more proactive, personalised services. However, sustainable innovation requires governance, culture and contracts to evolve alongside technology. Success lies not in adopting the most technology, but in adopting it well. In modern care, good technology is defined not only by what is used, but by how safely and thoughtfully it is used.
