Digital Agility

Digital Agility

The NHS faces an ongoing challenge from investing millions on major healthcare IT system only to find that by the time they have been rolled out that evolving needs of an organisation and its patients have rendered it either obsolete or requiring significant optimisation.

Digital agility is becoming more important since healthcare organisations cannot afford the impact of waiting so long for a large-scale digital solution, such as an EPR, to become available. Can organisations wait up to two years (which is typical to move from business cases, through procurement and implementation) before starting the process of realising the benefits?

Can organisations wait up to two years (which is typical to move from business cases, through procurement and implementation) before starting the process of realising the benefits?

Many digital health systems are implemented and then become part of the fabric of the healthcare organisation using them. The prospect of changing them fills many with dread, even when they might not be fit for purpose or are hindering the broader adoption of technology enablers that improve efficiency, drive integration and deliver better patient care.

Legacy systems, particularly ones that an organisation manages most of its activity such as a PAS or an EPR can act as inhibitors to Trusts moving forward with improving digital maturity. However, replacing them is simply too costly, too time consuming and there is a lack of resources to effectively manage the change program involved. This leads to self-limitation in being able to adopt new technologies and the pace of change is slowed.

To plan for, procure and implement a new enterprise level system can take two years. It is no longer acceptable to be able to wait that long with organisations facing constant pressure on resources, budgets and having to adopt new models of care and meet integrated care initiatives.

Populo has worked with numerous Trusts to break this cycle and drive the digital agility of an organisation. This identifies the challenges, maps the current systems, identifies gaps in capabilities and their impact and then creates a roadmap to progress improve agility for the Trust.

Populo Consulting supported us extensively throughout our EPR Optimisation Programme. Their model fits well within the wider programme management and the fixed price delivery linked to an agreed set of outcomes helped keep the programme within budget. Overall, I was impressed with the service received and wouldn’t hesitate to recommend them to other NHS organisations.

Andy Wicks
CIO, University Hospitals of Morecambe Bay
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