Serveo: Innovate to Provide Better Care
At Serveo, we talk a lot about innovation. Not as a slogan, but as a way of looking at things. For us, innovation means finding new responses to real social needs that, when applied to services, generate value for users, their communities, and those of us who work with them. It is literally a traveling companion: it reminds us that we can always do better and that continuous improvement is not a destination, it is an attitude.
Why innovate now? Because the landscape has changed. Technology, when used properly, is opening new avenues that did not exist before. Advanced telecare and telemedicine allow us to reach more people, quicker, to more places, and with better information. Predictive models are no longer just words, but rather something very concrete: anticipating a fall, isolation, or a worsening. Management programs automate tasks, give more time to direct care, optimize travel and schedules, and read patterns that help us plan resources. It is not magic; it is a method.
But innovation is not just about efficiency: it is above all about quality of life. It can reduce unwanted loneliness; for instance, when a person has access to a platform informing them about activities in their neighbourhood and participates in them. When they can connect from home to participate in remote active ageing activities, it is not a technological end in itself: it is about autonomy, participation, and emotional well-being.
Innovation also improves the well-being and working conditions of professional social workers. In home care services, organising into stable teams (care communities) improves the quality of care in a proximity model. With flexible scheduling, the number of hours is reduced, workdays are extended, and individual work gives way to teamwork, with better coordination and continuity of care.
Another lesson that practice has taught us: we get there faster alone; as a network, we get there better. That is why we act as an integrating HUB alongside innovative companies, technology centres, and universities. And that is why we advocate for public-private collaboration with one condition: true interoperability. Shared information systems are not a technical whim; they are the basis for unifying criteria so that care plans do not depend on the randomness of a database.
Now, how do we innovate without getting lost? Starting with a clear and honest diagnosis: naming the problem correctly avoids brilliant solutions to the wrong questions. Next, generate ideas and test them with prototypes and pilot projects. Trying and making mistakes is not a failure, it is learning. Then we measure with clear and comparable indicators. If the result is adequate, we implement it sustainably; if it is solid, we scale it to other services. Sharing what we have learned is essential. Sharing is not self-promotion; it is a responsibility within an ecosystem that thrives when we share our findings.
Nor should we ignore the obvious: reluctance arises. Change is disruptive, and we have experienced it. Addressing it as a team, putting the fear of change on the table and discussing timescales, burdens, and uncertainties, improves the process. This way, risks become visible, solutions are agreed upon, and commitment grows. Innovation is not about imposing, it is about building agreements that make sense for those who will implement them.
There are principles that are non-negotiable and should be remembered in every project:
- True participation of all involved: users, families, and teams.
- Networking: partnerships and collaboration as the norm, not the exception.
- Responsible innovation: dignity, ethics, and rights always come first.
- Universal accessibility: adaptable and alternative tools so that no one is left out.
- Data protection and security: compliance with regulations not as a formality, but as a guarantee of trust.
- Results-based focus: evaluating and measuring impact to make decisions based on evidence.
- Open culture: sharing successes and setbacks so the sector learns faster.
If we have learned anything, it is that innovation is already improving lives and changing the way services are delivered. There is no need to wait for the "big solution." Often, progress comes with a well-designed pilot project, a process improvement that frees up time, a more accessible interface, a better-coordinated team.
So, the invitation is simple and concrete: let us choose a challenge, test a solution, and measure its effect. And let us do it with that balance that defines us: technical ambition, yes, but humanity first. Because innovation, in our field, is not about chasing the next big thing; it is about better care. Are you in?