Some of these are understandable: if reimbursement systems don't allow payment for telemedicine consultations, why do them? If video-conferencing facilities constantly cut out, who is surprised that the frustration factor for patients and clinicians is high? Both of these issues have contributed to the fact that telemedicine - although recognised as having great potential - has yet to take off.

Yet I believe that now, in 2011, it is time for telemedicine to spread its wings. That is because the conditions to make this happen are coming together like never before. Convergence of a number of elements is conspiring to ensure that, in the very near future, telemedicine will shift from bit player to star of the field.

Demand and resource pressures
First there is demand. There's little need to reiterate the state which nations and their health care systems are in, with ageing populations with growing health needs, particularly in the realm of long-term conditions.

Set this against a background of shrinking labour markets and tightening purse-strings, and the challenge becomes even more acute.

Telemedicine doesn't hold all the answers, of course, but it can help. Pilot after pilot has shown that telemedicine has major benefits in terms of cost, resource use and, importantly, in patient satisfaction and that it can be adapted to a wide range of medical conditions, including the chronic diseases which afflict us as we age.

Technological advance
The technology environment, and technology itself, is another significant factor. The advances made in the last decade have been immense and, if current trends are anything to go by, will continue exponentially. Who would have thought, when first trying out video-conferencing from a remote Scottish island to the mainland, for example, that just a few years later we'd be enjoying the benefits of wireless broadband enabled (virtual) face-to-face consultations which are as clear and flowing as a telephone conversation?

Likewise, who could have anticipated when beholding the earliest mobile phones that in a few short years they would have transformed into today's smart phones, which means that growing numbers of the population are carrying highly advanced computers in their pockets? The infrastructure is also increasingly there, with high broadband penetration even in developing countries. And it's improving all the time.

Population demands
The third element in this "perfect storm" is the population itself. For today's teenager, current healthcare systems - still based on buildings and face-to-face transactions - may seem quaintly old-fashioned.

Why should they journey across town and wait in a hospital clinic to have a battery of tests and then - how archaic! - telephone a few days later for the results?

Such behaviour is completely out of step with the way they lead the rest of their lives with shopping, socialising, and even education increasingly being done online, from their own homes.

This is the generation for whom telemedicine will seem the norm - more than that, cumbersome, time-consuming – traditional – alternatives could seem unthinkable. But it's not only the young who are leading their lives in this way. Today's baby-boomers - born in the years after the Second World War - are keen users of technology too. What's more, this is a generation of people accustomed to making decisions about their own lives. They will insist on being partners in their own care.

So the wider environment is right; the technology is there and the population is waiting - what does telemedicine have to offer?

Virtual consultations
Obviously telemedicine solutions vary - perhaps the simplest form is a telephone consultation, while more sophisticated technologies involve virtual testing kits which allow patients to send their measurements, from home, to their healthcare providers, leading to an informed communication via video-link with relevant clinicians. There are technologies available which allow virtual ward-rounds - the clinicians "visit" the patients, but rather than going from bed-to-bed in hospital, the patients are at home and the consultation is again, via video.

In our experience, such technologies are popular with clinicians and patients alike - particularly patients. For example, we tested the CSC eMEDlink solution - which allows patients with long-term conditions to be treated at home, via remote audio-video consultations, as if they were in hospital or in the GP's surgery. The patients use a modified wireless netbook which connects with different devices to monitor vital signs, such as a pulse oximeter to measure oxygen saturation of a patient's blood and a spirometer to measure the lung capacity.

Almost to our surprise, the patients - who were mostly older people - really took to it, needed less training than we'd anticipated, and, when the pilot was finished, clamoured to be allowed to keep the devices. They liked the sense of control it gave them and, of course, the benefits in terms of clinician time and hospital resources were also evident. Indeed, rather than having a "distancing" effect, patients actually had more access to healthcare professionals, being able to get advice at the press of a button.

Barriers coming down
So if telemedicine is so good, how come its use isn't more widespread? Well, as with everything, it takes time to effect change - and effort to overcome obstacles to progress. I'd say that the barriers to general dissemination of telemedicine fall into six categories: payment; organisational; legal; cultural and attitude; clinical evidence and technical barriers.

Payment is obviously a major issue for health systems worldwide; getting paid for what you do is essential to run any business or organisation. Healthcare providers can have a problem with how to get reimbursement for patient care delivered via telemedicine. In comparison, it's easy to work out payment when a patient is on a hospital ward - if the patient is occupying a hospital bed, then the provider gets paid. But what do you charge when the patient is at home?

But there are solutions. It might be reasonable to charge the same rate as an ordinary face-to-face consultation, for example. In Denmark, there is a charge for consultations via telephone or email. Perhaps a similar charging structure could be implemented for a telemedicine consultation?

Similarly simple steps could be taken to overcome legal hurdles - for example, changing data protection laws to allow a wider range of clinicians to view patient data.

Organisational barriers could also be broken down by changing the way we look at healthcare, encouraging different teams to work together, and introducing solutions across groups of hospitals or even regionally.

Cultural and clinical evidence barriers are breached, in my experience, when patients and staff actually get their hands on these solutions and see how much it streamlines the healthcare process. And the technical barriers, as discussed earlier, are becoming more flimsy by the day as advance succeeds advance.

In any case, I think that the time has come when we should just be getting on with it. We've had enough trials, we know it works. We should be doing it at local level, or at regional level or even on a larger scale - but we should do it now.

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About CSC Healthcare EMEA
CSC Healthcare EMEA is part of the CSC Global Healthcare Group, which serves both private and public sectors around the world. As a leading provider of interoperable, scalable IT healthcare solutions CSC is transforming healthcare with better information for better decisions.

Working with health ministries and healthcare providers across the region CSC Healthcare EMEA helps to drive reform and rise to the challenge of delivering a digitised health service. Spearheading the development of its product range is the CSC European Solution Centre which is complemented by CSC's global Innovation Centres.

Currently the EMEA group has healthcare operations in more than 11 countries, employing approximately 3,000 healthcare experts. As part of a global group it is supported by an extensive partner network and provides substantial experience of national healthcare markets.

About CSC
CSC is a global leader in providing technology-enabled solutions and services through three primary lines of business. These include Business Solutions and Services, the Managed Services Sector and the North American Public Sector. CSC's advanced capabilities include system design and integration, information technology and business process outsourcing, applications software development, Web and application hosting, mission support and management consulting. The company has been recognized as a leader in the industry, including being named by FORTUNE Magazine as one of the World's Most Admired Companies for Information Technology Services (2010). Headquartered in Falls Church, Va., CSC has approximately 93,000 employees and reported revenue of $16.2 billion for the 12 months ended December 31, 2010. For more information, visit the company's website at www.csc.com.