We often see hospitals and medical systems orchestrating digital transformation initiatives with the aim of providing better medical care to patients. Unfortunately, projects that seek to redesign old processes, in some cases, create more burden, especially when they are facilitated without clinical strategy.
Systems implemented in parallel (or without interoperability) and a constant focus on IT-tool implementation at hospital level have created inefficiencies in medical systems.
They have also caused difficulties in validating the health-economic implications of these systems.
In a previous article, we discussed the origins of medicine’s resistance to IT. This is caused by flawed implementation of EHR systems and an increasing administrative burden – around eight hours every week.
Talk of healthcare IT usually leads to discussion EHRs and decision support systems, etc. But although these systems are essential to hospitals, they are not clinically relevant to doctors.
A balance between these IT implementations and clinically-led initiatives is required during digital transformation projects.
Understanding the hospital’s target patient population, the KPIs in terms of revenue and patient outcomes and the technological state of play can prepare us to draft a proper digital transformation plan.