Case Study

NHS

Bringing fragmented NHS services into one clearer digital platform.

Inconsistent services, weak structure, and service-wide compliance issues made the experience harder for both users and teams.

A national service transformation case study focused on information architecture, consistency, and simplifying a complex public-facing platform.

Client

NHS

Sector

Healthcare

Role

UX Lead

Services

UX, Information Architecture, Content Strategy, Design Systems, Stakeholder Alignment

Project overview

Replacing hundreds of inconsistent services with one national platform.

The NHS was operating across more than 200 websites, spread across regions, departments and .

Content was inconsistent, often outdated, and in many cases failed to meet GDPR and requirements.

Each region worked differently. , policies and ownership varied, creating fragmentation both internally and in the .

Previous attempts to consolidate had failed, leaving a level of scepticism across the organisation.

The challenge was not just to redesign the experience, but to unify it. Technically, operationally and organisationally.

What was happening

Fragmentation wasn’t just visible. It was systemic.

The problem went far beyond -level issues.

Content quality varied significantly, with duplication, gaps and inconsistencies across .

were unclear and often broken, making it difficult for people to find the information they needed.

Internally, departments operated in silos. Ownership was unclear, were inconsistent, and there was no shared for how content or should be structured.

On top of that, many did not adhere to NHS or GDS standards, putting and compliance at risk.

This wasn’t a single problem to fix. It was an ecosystem that needed restructuring.

Approach

Audit everything. Align everyone. Rebuild from the ground up.

The starting point was understanding the full landscape.

were carried out across all sites, identifying what existed, what needed to be removed, and what was missing entirely.

, SME and were used to understand needs, expectations and pain points across both the business and end users.

This wasn’t just about . It was about . Previous attempts had failed, so building and bringing people with us was critical.

Regular updates, show and tells, and open communication helped shift perception from scepticism to .

A new was created from scratch, working closely with internal teams through 1:1 and card sorting to define where content should live and how users would navigate it.

At the same time, new templates and reusable components were designed to create across the .

Key decisions

Standardise where possible. Flex where needed.

A key decision was to on the NHS , but not be limited by it.

Three types of components were used.

NHS components where they met requirements.

Hybrid components where adjustments were needed.

Custom components where gaps existed.

This approach allowed the to remain aligned with NHS standards, while still supporting the specific needs of different .

Another critical decision was to design for scale and internally, not just for end users.

The was built so that teams without design or content expertise could create and manage their own . This required clear structures, reusable templates, and a supporting manual.

This wasn’t just a product. It was a that others needed to use and extend.

Solution

A unified national platform built for consistency and scale.

The result was the National Website , consolidating hundreds of fragmented into a single, structured .

Content was standardised, accessible and aligned with NHS and GDS principles.

Reusable templates and components created across , while still allowing flexibility where needed.

A new made it easier for users to find what they needed, reducing confusion and improving .

Internally, teams were given the tools and guidance to create and manage content themselves, reducing and improving .

The worked both as a user-facing product and an internal .

Experience map

A closer look at the work in context.

NHS case study gallery image 1

Gallery image from the NHS case study.

01/11

Outcomes

Alignment, adoption, and a platform built to grow.

Multiple were successfully launched on the new , replacing fragmented and non-compliant websites.

buy-in was achieved across departments, overcoming initial resistance and previous failed attempts.

Senior leaders backed the financially, enabling continued growth and expansion.

Content quality, and improved significantly, reducing risk and improving .

The NHS moved from a fragmented digital presence to a scalable, unified .

Reflection

Real change happens when you fix the system, not just the screens.

This project reinforced that large-scale UX problems are rarely about design alone.

They sit across content, structure, and organisational .

Without addressing those layers, any surface-level improvements would fail.

The role of UX here was not just to design better , but to create a that worked. For users, for teams, and for the organisation as a whole.

Get that right, and everything else becomes easier to improve.

LET'S WORK TOGETHER

Ready to improve your product?

UX, research and product leadership for teams tackling complex digital services. The work usually starts where things have become harder than they need to be: unclear journeys, inconsistent products, competing priorities, or teams trying to move forward without a clear direction. I help simplify the problem, shape the right next step, and turn complexity into something people can actually use.

Previous feedback

Will Parkhouse

Senior Content Designer

01/20