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.
Darren is one of those characters in the industry that is at the centre of so much and yet never is a ‘credit taker’. He is the consummate connector, an advisor of calm, considered commentary and generally one of the wisest health and social care leaders out there. His experience means he always has a story to tell that adds a new perspective to your need. The Populo round tables that Darren has organised have been highlights of the year, securing enigmatic speakers, listeners and agitators to discuss and share the insight that only those that have ‘bought the t-shirt’ really can. Working with Darren on the round tables has been a joy every time and something I look forward to every time they come into the diary. If you need an advisor with experience, an advisor fearless and unselfish to the extreme and one that can get the answer you need then Darren and the Populo team will be a great place to start.
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