If you want to embrace digital health and technology, don't start with digital health and technology! These are some helpful initial steps for those in healthcare who want to embrace digital technology.
4. DIGITIAL TRANSFORMATION IS A JOURNEY NOT AN END POINT
BUT YOU NEED TO KNOW WHERE YOU’RE HEADING
What is your vision?
5. WHAT WILL SUCCESS LOOK LIKE FOR YOUR STAKEHOLDERS?
HOW WILL YOU OUT-PERFORM YOUR COMPETITORS?
HOW WILL YOU BE THE BEST AT WHAT YOU DO?
Digital can help you deliver…
What is your vision?
11. An agreed, high
level vision for your
organisation and
the role technology
may play within it.
12. Do you possess the
(cap)ability to change?
• Leadership
• Skills
• Awareness
• Culture
• Structure
• IT Infrastructure
A joint review of your
organisation’s digital
capabilities, involving
interview and audit.
13. • Leadership: Who will lead, are they equipped and how are they motivated?
• Skills: Do you have the skills and experience to innovate, embrace technology and manage change?
• Awareness: Do you know what technology is available and the benefits it can bring?
• Culture: Do you have a culture that supports and rewards change?
• Organisation Structure: Do you have a structure that allows and supports change?
• IT Infrastructure: What is the status of your supporting IT infrastructure?
A joint review of your organisation’s capabilities, involving interview and audit.
14. An informed
view on your
organisation’s
readiness for
digital
transformation
15. How will change be
managed?
• Communication
• Awareness
• Education
• Training
• Planning
A joint review of how your
organisation will manage
change.
16. • Communication: Who delivers what messages and when?
• Awareness: How can your organisation become more aware of digital technology?
• Education: Who needs to learn about what?
• Training: Who within your organisation requires specific training?
• Planning: Can your management effectively plan technology-enabled initiatives?
A joint review of how your organisation will manage change.
19. What needs to happen
and in what order?
• Get ready for change
• Identify Initiatives
• Prioritise potential
initiatives
• Describe relationships
• Score associated risk
and benefit of change
• High level planning
A ranked assessment of
change initiatives
20. • Get ready for change: Act on identified requirements from sessions II & IIII.
• Identify Initiatives: How will you identify potential change initiatives (bottom up or top down)?
• Prioritise potential initiatives: Which are the most important change projects?
• Describe relationships: How will change in one area affect others?
• Score associated risk and benefit of change: Which initiatives offer least risk and the most reward?
• High level planning: Illustrate all potential change initiatives, their relative relationships, priority, risk
and benefit.
A ranked assessment of change initiatives
22. From vision to delivery
PLANNING FOR TECHNOLOGY-ENABLED PROJECTS
(how to avoid pilots)
23. Planning for digitally-
enabled projects.
• Don’t start with the
technology
• Identify your change
initiative and the
reason for change
• Assess potential
technology solutions,
associated cost, risks
and required resources
• Acquire expertise to
develop and execute.
PLANNING FOR TECHNOLOGY-ENABLED PROJECTS
24. Planning for digitally-
enabled projects.
• Draw up milestone-
based plan with buy-in
from stake-holders.
• Ensure buy-in and
resources are available
to execute to required
scale
• Draw up feasibility
study to further assess
and reduce risk.
• Proceed through
feasibility and
milestones to scale.
PLANNING FOR TECHNOLOGY-ENABLED PROJECTS
25. Reducing risk during
digital transformation.
• Map and share your
existing processes
• Suggest innovative
solutions
• Model the impact with
modelled data or real
world data using a
novel modelling
system.
• Refine plan and go to
feasibility.
26. A risk-reduced plan for
the delivery of a digitally-
enabled initiative
matched to the
organisation’s objectives.
Notas do Editor
So we created a model that in effect disrupts the business of digital health. It introduces efficiency, speeds up the process, increases the likelihood of successful outcomes. It’s a hybrid model of consultancy and a trading network. A model that can help kind of organisation and is affordable by every kind of organisation.
So we created a model that in effect disrupts the business of digital health. It introduces efficiency, speeds up the process, increases the likelihood of successful outcomes. It’s a hybrid model of consultancy and a trading network. A model that can help kind of organisation and is affordable by every kind of organisation.
So we created a model that in effect disrupts the business of digital health. It introduces efficiency, speeds up the process, increases the likelihood of successful outcomes. It’s a hybrid model of consultancy and a trading network. A model that can help kind of organisation and is affordable by every kind of organisation.
So we created a model that in effect disrupts the business of digital health. It introduces efficiency, speeds up the process, increases the likelihood of successful outcomes. It’s a hybrid model of consultancy and a trading network. A model that can help kind of organisation and is affordable by every kind of organisation.
So we created a model that in effect disrupts the business of digital health. It introduces efficiency, speeds up the process, increases the likelihood of successful outcomes. It’s a hybrid model of consultancy and a trading network. A model that can help kind of organisation and is affordable by every kind of organisation.
