![\"A](\"https:\/\/www.microsoft.com\/en-gb\/industry\/blog\/wp-content\/uploads\/sites\/22\/2019\/01\/change-management1024.jpg\")
<\/p>\n<\/p>\n
Going through change as an organisation can be a daunting process. Even more so if you\u2019re in healthcare and patients depend on a smooth journey through the system.<\/p>\n
65 million people depend on the NHS. A million patients are seen every 36 hours. It employs over 1.5 million people. Any change should be done carefully and always with the patient at heart.<\/p>\n
Here are six steps to consider when you\u2019re changing to ensure success.<\/p>\n
At 70 years old, it\u2019s important to ensure the NHS leverages digital transformation and the positive changes it can bring for healthcare staff and the patient experience.<\/p>\n
New technology can bring great benefits to healthcare.\u00a0AI is being used to find tumours in MRIs faster and more accurately<\/a>. HoloLens is helping aid surgery<\/a>. Big data<\/a> is helping provide personalised care.<\/p>\n In order to do this successfully, you need to go back to basics and ensure you have the foundation to match.<\/p>\n Tip<\/strong>: Think about what your goals are and how you can leverage technology to help.<\/p><\/blockquote>\n Better tools are needed for information sharing, coordination, flexibility, and empowering your workforce. After all \u2013 anything that ensures employees spend more time providing care and doing what they do best is something worth changing for.<\/p>\n At the South London and Maudsley Trust (SLaM), they switched to Office 365 <\/a>to help open communication. This makes it easier for different teams to coordinate care and quickly exchange information. Thus providing better patient care.<\/p>\n \u201cOne of the most exciting things we\u2019ve done is adopting Office 365 across the trust,\u201d says Stephen Docherty, CIO NHS \u2013 SLaM and Chair of London CIO Council. \u201cIn particular, Microsoft Teams<\/a> has improved the flow of information and decision making, and brought people from disparate teams and sites into one collaborative group.\u201d<\/p>\n SLaM use Power BI<\/a> and Teams to track bed capacity, saving the Trust a lot of money. They also use Power BI to expand services and improve outcomes. Communication is easy thanks to the tools in Teams.<\/p>\n \u201cBecause the platform is so easy and intuitive, we find a lot more collaboration and information sharing taking place,\u201d says Docherty. \u201cThis translates to giving clinicians the right information and the right tools, enabling them to spend more time with patients.\u201d<\/p>\n A vision is where you aspire to be. It\u2019s your organisation\u2019s purpose. The drive that inspires you to get out of bed everyday and go into work.<\/p>\n Tip<\/strong>:\u00a0Start by looking at where you are currently \u2013 warts and all. Then develop your vision based on the organisation\u2019s strengths and weaknesses. Encourage staff to take part in the process. See where they think they are and where they aspire to be. Create a strategy out of this vision, communicate regularly to ensure everyone is brought along the journey, and listen to feedback.<\/p><\/blockquote>\n According to the CPID Job Quality Index, about three in four workers feel like they do useful work. 48 percent believe their work benefits society and, as a result, they’re highly motivated by the core purpose of the organisation.[1]<\/a><\/p>\n A shared vision that inspires everyone will create a sense of purpose. This purpose will drive people along that journey successfully. Celebrating when goals are met will help motivation levels and bring everyone together as a team.<\/p>\n According to the WEF, the biggest barrier facing adoption of new technologies is the lack of understanding the opportunities. [2]<\/a><\/p>\n Tip<\/strong>:\u00a0The way to ensure adoption is to take a human-centric approach. How will this technology help empower your staff to provide the best level of care?<\/p><\/blockquote>\n At Greater Manchester Mental Health, 6,000 staff deliver mental health services across 100 locations. In order to improve productivity and take back time, they switched to Surface devices<\/a> and Windows 10<\/a>.<\/p>\n \u201cOur consultants share machines and could be switching between user profiles up to ten times a day which accumulated to hundreds of wasted hours,\u201d says CIO Andre de Araujo. \u201cNow, it\u2019s much easier for staff to work on the go and have everything they need close to hand securely. It\u2019s sped up the efficiency and accuracy of decision making so staff can see more patients.<\/p>\n \u201cIt\u2019s not a case of trying to convince our users to adopt the change \u2013 people can see the benefits they bring. It gives me enormous satisfaction that our technology decisions are having a powerful effect on staff morale and productivity and benefiting our community with better quality clinical services.\u201d<\/p>\n Now is not the time for \u2018do as I say, not as I do\u2019. You\u2019ve created a shared vision. Then put the technology in to empower your team. But if you don\u2019t actually follow or use it, what message do you think that sends?<\/p>\n Tip<\/strong>:\u00a0The leadership team needs to live and breathe the shared vision and goals. You\u2019re all in this together and you need to lead by example.<\/p><\/blockquote>\n A huge part of change management is being open and transparent throughout the process.<\/p>\n Tip<\/strong>:\u00a0By being transparent, everyone will understand their place in the business vision and how their individual roles contribute to that vision.<\/p><\/blockquote>\n The CIPD survey respondents say that while 42 percent see managers seeking employee views \u2013 only 33 percent allow these views to influence decisions.[1]<\/a><\/p>\n Unfortunately, only 17 percent of people are satisfied with opportunities to express their views to senior management. By listening to feedback, acknowledging failure, celebrating wins, and adjusting your vision or goals to match, you\u2019ll create a stronger, more empowered organisation.<\/p>\n You can use tools like Teams and Yammer<\/a> to communicate, listen to feedback, have meetings, and work together no matter where you\u2019re all based.<\/p>\n Make change the norm by reinforcing its importance. From the outset provide continuous online\/in-person training and education of your vision and goals. Ensure there’s training on new tools and processes. Have specific employees champion these to show their legitimacy. They can also help encourage a culture of learning and improvement, as well. 70 percent of employees indicated that job-related training and development opportunities influenced their decision to stay at their job. It\u2019s even more critical for millennials too, where the figure rises to 87 percent.[3]<\/a><\/p>\n Use data to track your organisation\u2019s changes. Address weak points and recognise strengths. Create support systems and KPIs linked to your changes to ensure everyone is encouraged to use them. Above all, make sure everyone celebrates success. Employees are more likely to keep change going when they know it works and they\u2019re rewarded for making it work.<\/p>\n Tip<\/strong>:\u00a0Change can take a while to stick. Communicate openly and honestly, share knowledge and lead by example. This will ensure change is put in a positive light rather than something scary and foreboding.<\/p><\/blockquote>\n A habit takes about 66 days to form, but once employees see the benefits of change that habit will be solidified.<\/p>\n2. Create a shared vision<\/strong><\/h2>\n
![\"Two](\"https:\/\/www.microsoft.com\/en-gb\/industry\/blog\/wp-content\/uploads\/sites\/22\/2019\/01\/change-management.png\")
<\/p>\n3. Empower employees with the right tech<\/strong><\/h2>\n
4. Lead by example<\/strong><\/h2>\n
5. Be open and transparent<\/strong><\/h2>\n
![\"AI](\"https:\/\/www.microsoft.com\/en-gb\/industry\/blog\/wp-content\/uploads\/sites\/22\/2018\/11\/AI-in-healthcare.jpg\")
<\/p>\n6. Continually reinforce the value of change<\/strong><\/h2>\n
Listen to how technology is helping successful change management<\/h2>\n