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Digital change: changing the emperor’s new clothes

Harry Evans, Researcher, @HarryAEvans

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Why the change matters

“Only 10% of the challenge is the tech; 90% of the challenge is the culture”

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Digital change in health and social care

Liverpool health and social care economy

Cambridge University Hospitals FT

Essex University Partnership Trust

Homerton University Hospital

Berkshire and Frimley

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A number of pre-designed layouts and colour palettes have been created for this template. To choose the right layout (and palette) go to >View >Normal >Right Click over the thumbnail of the slide on the left of the screen >Layout (Choose the most appropriate layout for your slide content)

To format the body text, simply highlight the specific line(s) of text and click ‘tab’ or press ‘increase/decrease list level’ button. If you continue to click the ‘Tab’ button and the text turns red you have tabbed too far and should use the ‘decrease level’ button to return to compliant text. Do not use the bullet point button to format your text.

© The Kings Fund 2018

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© The Kings Fund 2017

Leadership and management

Use the right leadership and manage relationships carefully

Be motivated by the right things- don’t expect an immediate cost saving

Change your culture where necessary and keep the board involved

Adapt your approach to suit the project

Do not see implementing technology as “IT projects”- see it as clinical change

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User engagement

Get users involved early on and make their involvement continuous

Explore what is possible with digital technology

Reach across the spectrum of attitudes and bridge cultures

Use and support clinical leadership

Avoid imposing fixed solutions

Decide on an appropriate implementation model

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Information governance

Information governance is a cultural issue

Information governance tests local trust

Be transparent about sharing information

Build a positive case for sharing data

Building trust over IG can make it easier to make changes

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Partnerships

Put effort into building relationships

Facilitate conversations between technology users and partners

Use suppliers for their change management expertise

Get a single vision of success across partnerships

Delineate clear roles and responsibilities in the partnership

Choose a supplier that is open to sharing data

Organisations should work together to get the best deal from partners

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Resourcing and skills

Plan how you will deploy your resources at key points

Identify the skills you need from those managing and facilitating your project

Give your team incentives to bring about change

A good track record makes getting additional resources easier

Invest in your people – it equips them and motivates them at the same time

Evaluation is key to recognising both successes and failures in a project

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© The Kings Fund 2018

A number of pre-designed layouts and colour palettes have been created for this template. To choose the right layout (and palette) go to >View >Normal >Right Click over the thumbnail of the slide on the left of the screen >Layout (Choose the most appropriate layout for your slide content)

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Some themes

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A number of pre-designed layouts and colour palettes have been created for this template. To choose the right layout (and palette) go to >View >Normal >Right Click over the thumbnail of the slide on the left of the screen >Layout (Choose the most appropriate layout for your slide content)

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Fail fast and make things

“It’s OK to fail. With innovation, you should expect to fail. The question is how quickly can you get to the point where you find out it’s the wrong thing to do and move on to find the right thing to do?”

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A number of pre-designed layouts and colour palettes have been created for this template. To choose the right layout (and palette) go to >View >Normal >Right Click over the thumbnail of the slide on the left of the screen >Layout (Choose the most appropriate layout for your slide content)

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Nobody loves ‘IT’

“I think as time has gone on, I think they’ve ceased to regard technology, informatics as a project, it’s infrastructure. It’s one of the things we use to support the changes we need to make. We don’t talk about IT projects, we talk about clinical transformation projects, which are supported by technology where appropriate.”

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Time and space

“But that is something that’s really critically important and if you’re going to do this very major change programme you’ve got to allow people some air cover to get this done without still having to comply with every target that’s going during that period of change.”

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Breadcrumbs, not maps

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Contract heavily to

reduce variability

Do nationally only what has

to be done nationally

Pour hours into information

sharing agreements

Build trust

Build flexible frameworks

Targets and incentives

Clinical leadership,

engagement in design

Complicated problem, technical solution

Complex problem, adaptive solution

IG

Low-uptake

Interop

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The End: how to begin

Enthusiasts

assemble

Find guinea pigs – make them

champions

Find the right

person

Choose partners/suppliers that can help you Change

Plan flexibly

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Over to you…

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A number of pre-designed layouts and colour palettes have been created for this template. To choose the right layout (and palette) go to >View >Normal >Right Click over the thumbnail of the slide on the left of the screen >Layout (Choose the most appropriate layout for your slide content)

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https://www.kingsfund.org.uk/publications/digital-change-health-social-care

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© The Kings Fund 2018

A number of pre-designed layouts and colour palettes have been created for this template. To choose the right layout (and palette) go to >View >Normal >Right Click over the thumbnail of the slide on the left of the screen >Layout (Choose the most appropriate layout for your slide content)

© The Kings Fund 2017

www.kingsfund.org.uk

Thank you

Harry Evans, @HarryAEvans, h.evans@kingsfund.org.uk