Leadership to Advance Innovation for Digital Healthcare Transformation

2020 ◽  
pp. 1-24
Author(s):  
Mohan Rao Tanniru ◽  
Youmin Xi ◽  
Kamaljeet Sandhu
Keyword(s):  
Capacity Building ◽  
Complexity Theory ◽  
Systems Engineering ◽  
Digital Health ◽  
Digital Transformation ◽  
Multiple Use ◽  
Organizational Vision ◽  
Organizational Growth ◽  
Healthcare Transformation ◽  
Digital Healthcare

Complexity theory argues for bounded instability to allow organizations to run operations at a regular speed while also allowing them to explore innovations at a faster speed in support of digital transformation. HeXie management theory uses a mix of systems engineering and holism to argue for a theme around which empowered employees can explore and couple the dividends from such explorations to the organizational vision and mission. Authors integrate these two theories and multiple leadership processes (administrative, enabling, and adaptive) around four guiding principles: alignment around theme, dynamism of employees, transitiveness of dividends, and adaptiveness to support organizational growth and capacity building. These principles are used to discuss how digital leadership has guided healthcare transformation both inside and outside a hospital in multiple use cases, thus providing insight for thought leadership in digital health.

Managerial Innovation for Digital Healthcare Transformation

2020 ◽  
pp. 141-161
Author(s):  
Dina Ziadlou
Keyword(s):  
Healthcare Service ◽  
Digital Transformation ◽  
Management Innovation ◽  
Critical Factors ◽  
Healthcare Organizations ◽  
Digital Era ◽  
A Value ◽  
Managerial Innovation ◽  
Healthcare Transformation ◽  
Digital Healthcare

Digital technologies adoption has modernized the performance of healthcare organizations to a superior level. Nowadays, healthcare organizations in the digital transformation journey have encountered the challenges to adopt and adapt their strategies to achieve effective, desired outcomes. In the digital era, management innovation plays a critical and significant role in removing barriers that hinder progress. This chapter has focused on one of the components of organization innovation, which is managerial innovation. The healthcare service modernization based on digital transformation needs a higher level of managerial innovation. The author has elaborated five critical factors including change, digitalization, leadership, healthcare stakeholders, and globalization in managerial innovation. These factors lead the organizations to be capable of achieving sustainable effectiveness and making a value-creating system through managerial innovation.

Managing the Digital Disruption Associated with COVID-19-Driven Rapid Digital Transformation in Brisbane, Australia

2021 ◽  
Vol 12 (05) ◽  
pp. 1135-1143
Author(s):  
Amalie Dyda ◽  
Magid Fahim ◽  
Jon Fraser ◽  
Marianne Kirrane ◽  
Ides Wong ◽  
...  
Keyword(s):  
Care Delivery ◽  
Digital Health ◽  
Clinical Care ◽  
Models Of Care ◽  
Digital Transformation ◽  
Lessons Learned ◽  
Digital Data ◽  
Routine Practice ◽  
Action Research Project ◽  
Digital Disruption

Abstract Background The COVID-19 pandemic has forced rapid digital transformation of many health systems. These innovations are now entering the literature, but there is little focus on the resulting disruption. Objective We describe the implementation of digital innovations during the COVID-19 response of Australia's largest health service, Metro North (in Brisbane, Queensland), the challenges of the subsequent digital disruption, how these were managed, and lessons learned. Methods Prior to the COVID-19 pandemic, the Australian state of Queensland created the Queensland Digital Clinical Charter, which provides guidance for the development of digital health programs. The guidelines utilize three horizons: digitizing workflows, leveraging digital data to transform clinical care, and reimagining new and innovative models of care. The technical response to COVID-19 in Metro North is described across these horizons. The rapid digital response caused significant disruption to health care delivery; management of the disruption and the outcomes are detailed. This is a participatory action research project, with members of the research team assisting with leading the implementation project informing the case report content. Results Several digital innovations were introduced across Metro North during the COVID-19 response. This resulted in significant disruption creating digital hypervigilance, digital deceleration, data discordance, and postdigital “depression.” Successful management of the digital disruption minimized the negative effects of rapid digital transformation, and contributed to the effective management of the pandemic in Queensland. Conclusion The rapid digital transformation in Metro North during COVID-19 was successful in several aspects; however, ongoing challenges remain. These include the need to improve data sharing and increase interoperability. Importantly, the innovations need to be evaluated to ensure that Metro North can capitalize on these changes and incorporate them into long-term routine practice. Moving forward, it will be essential to manage not only the pandemic, but increasingly, the resultant digital disruption.

scholarly journals Elegance as Complexity Reduction in Systems Design

Complexity ◽  
2018 ◽  
Vol 2018 ◽  
pp. 1-10 ◽  
Author(s):  
Luca Iandoli ◽  
Letizia Piantedosi ◽  
Alejandro Salado ◽  
Giuseppe Zollo
Keyword(s):  
Complexity Theory ◽  
Systems Engineering ◽  
Visual Art ◽  
Systems Design ◽  
Gestalt Psychology ◽  
Strongly Correlated ◽  
Design Strategies ◽  
Good Design ◽  
Effective Level ◽  
Systems Effectiveness

Elegance is often invoked as a characteristic of good design, but it cannot be pursued as a design objective because of the absence of actionable definitions that can be translated into design strategies and metrics. In this work, we analyze elegance in the context of systems engineering using a perspective that integrates visual art, Gestalt psychology, neuroscience, and complexity theory. In particular, we measure elegance as effective complexity and theorize that it can be achieved by a process of complexity resolution based on the adoption of eight visual heuristics. We present an empirical study in which a sample of systems engineers were asked to assess alternative representations of a same system and show that effective complexity is strongly correlated to perceived elegance and systems effectiveness. Our results are consistent with independent findings obtained in other fields including design and psychology of perception showing that good design must embed an effective level of complexity achievable through a mix of familiarity and novelty.

Computational Thinking

2021 ◽  
pp. 151-175
Author(s):  
Harold Thimbleby
Keyword(s):  
Full Advantage ◽  
Digital Health ◽  
Computational Thinking ◽  
Digital Healthcare

There’s a lot more to digital health than being excited about digital computing. We need to learn how to think computationally to take full advantage of digital. Computational Thinking is the mature way to think about computing — and digital healthcare.

scholarly journals Artificial intelligence in healthcare: An essential guide for health leaders

2019 ◽  
Vol 33 (1) ◽  
pp. 10-18 ◽  
Author(s):  
Mei Chen ◽  
Michel Decary
Keyword(s):  
Artificial Intelligence ◽  
Machine Learning ◽  
Language Processing ◽  
Decision Makers ◽  
Health Organizations ◽  
Healthcare It ◽  
Value Based Care ◽  
Healthcare Transformation ◽  
Digital Healthcare ◽  
Practical Recommendations

Artificial Intelligence (AI) is evolving rapidly in healthcare, and various AI applications have been developed to solve some of the most pressing problems that health organizations currently face. It is crucial for health leaders to understand the state of AI technologies and the ways that such technologies can be used to improve the efficiency, safety, and access of health services, achieving value-based care. This article provides a guide to understand the fundamentals of AI technologies (ie, machine learning, natural language processing, and AI voice assistants) as well as their proper use in healthcare. It also provides practical recommendations to help decision-makers develop an AI strategy that can support their digital healthcare transformation.

scholarly journals The digital transformation of the healthcare industry: exploring the rise of emerging platform ecosystems and their influence on the role of patients

2020 ◽  
Vol 13 (3) ◽  
pp. 1033-1069
Author(s):  
Sebastian Hermes ◽  
Tobias Riasanow ◽  
Eric K. Clemons ◽  
Markus Böhm ◽  
Helmut Krcmar
Keyword(s):  
Digital Health ◽  
Academic Research ◽  
Digital Transformation ◽  
Healthcare Industry ◽  
Value Capture ◽  
Digital Platforms ◽  
Systems Research ◽  
Wide Range ◽  
Platform Ecosystems

AbstractWhile traditional organizations create value within the boundaries of their firm or supply chain, digital platforms leverage and orchestrate a platform-mediated ecosystem to create and co-create value with a much wider array of partners and actors. Although the change to two-sided markets and their generalization to platform ecosystems have been adopted among various industries, both academic research and industry adoption have lagged behind in the healthcare industry. To the best of our knowledge current Information Systems research has not yet incorporated an interorganizational perspective of the digital transformation of healthcare. This neglects a wide range of emerging changes, including changing segmentation of industry market participants, changing patient segments, changing patient roles as decision makers, and their interaction in patient care. This study therefore investigates the digital transformation of the healthcare industry by analyzing 1830 healthcare organizations found on Crunchbase. We derived a generic value ecosystem of the digital healthcare industry and validated our findings with industry experts from the traditional and the start-up healthcare domains. The results indicate 8 new roles within healthcare, namely: information platforms, data collection technology, market intermediaries, services for remote and on-demand healthcare, augmented and virtual reality provider, blockchain-based PHR, cloud service provider, and intelligent data analysis for healthcare provider. Our results further illustrate how these roles transform value proposition, value capture, and value delivery in the healthcare industry. We discuss competition between new entrants and incumbents and elaborate how digital health innovations contribute to the changing role of patients.

Queensland Digital Health Clinical Charter: a clinical consensus statement on priorities for digital health in hospitals

2020 ◽  
Vol 44 (5) ◽  
pp. 661
Author(s):  
Clair Sullivan ◽  
Andrew Staib ◽  
Keith McNeil ◽  
David Rosengren ◽  
Ian Johnson
Keyword(s):  
Decision Making ◽  
Digital Health ◽  
Digital Technologies ◽  
Executive Leadership ◽  
Digital Transformation ◽  
Decision Making Process ◽  
Health Technologies ◽  
Clinical Community ◽  
Expected Benefits ◽  
High Level

Digital transformation of Australian hospitals is occurring rapidly. Although the clinical community has had limited ability to influence high-level decision making and investments into digital health technologies, as these technologies increasingly transform the way patients are cared for, the clinical community must influence the digital health agenda and be an integral part of the decision-making process. This case study details the process and lessons learnt during the development of the state-wide consensus statement detailing the clinical requirements for digital health initiatives to form the Queensland Digital Health Clinical Charter. To the best of our knowledge, Queensland is the first Australian jurisdiction to create a Digital Clinical Charter to be specifically referenced in the investment in and governance of digital health in hospitals. By developing this clinical charter for digital health, and in articulating the needs of clinicians, a clinical framework will be added to both the decision-making process around the investments in digital health and the definition and realisation of the expected benefits from these sizable investments. What is known about the topic? Digital transformation of healthcare is occurring rapidly. The clinical community has had limited ability to influence high-level decision making and investments into these digital health technologies. Tension currently exists between the clinical community who must use the new digital technologies and the technical groups that govern the introduction of the new technologies. This tension can be manifest as clinicians refusing to adopt new systems, safety concerns and an inability to reach consensus on direction. There are few peer reviewed publications addressing this tension between the clinical community and technical providers. What does this paper add? This paper is the first attempt to create a list of clinical requirements for digital transformation that crosses professional streams and is endorsed by the state-wide executive leadership team to inform the acquisition and governance of digital health technologies. What are the implications for practitioners? Clinicians can feel excluded and marginalised during the decision-making process for new digital technologies, despite the fact that they are often using these technologies to deliver hands-on care to patients. This charter clearly articulates the requirements of clinicians for digital transformation and has been endorsed by the executive leadership team of Queensland Health. The charter adds a clinical framework to be referenced during the decision-making process around the investments in digital health, and the definition and realisation of the expected benefits from these sizable investments. As the digital landscape in public hospitals evolves, clinicians are becoming increasingly reliant upon digital technologies. It is critical that clinicians have a strong effect on technology acquisition and governance to maximise the quality and efficiency of the care they provide.

scholarly journals Workshop: EUPHA and Europe-wide action on digital public health

2019 ◽  
Vol 29 (Supplement_4) ◽  
Author(s):  
Keyword(s):  
Public Health ◽  
Health Systems ◽  
Digital Health ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Health System Strengthening ◽  
World Health ◽  
Collaborative Action ◽  
European Public ◽  
The World

Abstract The World Health Assembly Resolution on Digital Health unanimously approved by WHO Member States in May 2018 demonstrated a collective recognition of the value of digital technologies to contribute to advancing universal health coverage (UHC) and other health aims of the Sustainable Development Goals (SDGs). The World Health Organization has just released first ever guideline on digital interventions for health system strengthening. Et the European level, in June 2018 the WHO Regional Office for Europe launched the WHO/Europe initiative for Digitalization of Health Systems and in February 2019 organized the first Symposium on the Future of Digital Health Systems in the European Region. The European Commission in April 2018 published a Communication on Digital transformation of health and care in the digital single market and requested the Expert Panel on effective ways of investing in health (EXPH) to release an evidence-based opinion on how to assess the impact of digital transformation of health services. In such context, the European Public Health Association (EUPHA) has at an early stage acknowledged and understood the crucial importance of applying the potential offered by digitalization to public health. Not only its most prominent members work and research as WHO and EC experts on how to plan, implement and evaluate effective digital public health interventions, but EUPHA itself - as umbrella organization representing public health associations and institutes across Europe had: i) actively participated to the WHO Euro Symposium successfully co-organizing a session on the ‘beautiful marriage’ between digitalization and public health, ii) supported the publication of a EJPH supplement on digital health and iii) has planned to create a EUPHA Section on Digital Health. With the overall goal of positioning the proposed EUPHA Section on Digital Health in the enriching and constructive context of the European Public Health Conference the workshop specifically aims to: present a comprehensive conceptual framework for the application of digital technologies to public health in Europe;present and report on EUPHA collaborative action on digital health, aligned with European institutions;present the structure and content of the EJPH supplement on digital health;present the general aim, specific objectives, scope, mission and preliminary outputs of the proposed EUPHA Section on Digital Health, as well as its synergy with other EUPHA’s Section workPresent the results of two/three specific projects on digital public health to serve as concrete examples of the application of digital solutions to public healthEngage with the audience to promote the active participation of the broader EUPHA community to the activities of the Section, collect interests and best practices, and share ideas and projects worth scaling up at the Section-level. Key messages The ‘beautiful marriage’ between digitalization and public health has to be concretely planned, implemented and evaluated. EUPHA action on digital public health can be further strengthened through the collaborative action and work of its dedicated Section.

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