Updated: Mar 7, 2019
Credit by Healthcare
How Healthcare Organizations Address Digital Transformation
Healthcare organizations are well represented in the research, and many of the overall findings ring true for across the healthcare industry. Healthcare organizations are addressing transformation with the same motivations as other industries—to better capture growth opportunities in new markets; to keep up with evolving customer preferences and behaviors; and to respond to new competitive pressures.
The Employee’s Role in Digital Transformation
Where healthcare starts to look different is when it comes to the employee’s role in digital transformation. Human capital plays an outsized role in healthcare when compared to many other industries. Healthcare discovery is knowledge heavy and capital asset-light relative to other industries and healthcare delivery is highly reliant on human interactions between associates and patients.
For these reasons, key findings in Solis’ report point the way for those organizations seeking to keep up with their peers and heighten relevance with consumers. Findings include:
The human resources function itself is more likely to be involved in digital transformation.
With 30% of respondents from healthcare organization saying human resources is a focus vs. 13% of respondents from other Industries It’s clear that human resources are a key area of transformation for the healthcare industry. Becoming more agile to compete in an era of nursing shortages and a general war for talent is paramount.
Nevertheless, as Prophet colleague Helen Rosethorn indicated in her cross-industry report, ‘HR As A Force For Digital Change’ the vast majority of HR functions are at best involved in the digitization of people processes rather than a more holistic role in envisioning and innovating a digitally enabled customer/patient/employee experience.
There is a greater focus on skill development to catalyze transformation.
More healthcare organizations, 23% compared to 11% outside of healthcare, report training or hiring employees with new skill sets as one of the most important long-term initiatives to catalyze transformation. Healthcare, it seems, is closer to adopting a fundamental Prophet tenant: Digital transformation is less about technology and more about creating an organization that is prepared to thrive in the digital era.
There is a greater recognition of the need for fundamental cultural change to successfully digitally transform.
Of course, this may be because healthcare is more in need of change. Healthcare organizations are more likely to believe that resistance to change in the form of politics, egos, sabotage and fear is a barrier to transformation than non-healthcare organizations, 41% to 24%.
Employee engagement is more likely to be a metric of digital transformation.
By a 49% to 31% margin, healthcare organizations are more likely to use employee engagement and satisfaction related metrics to measure progress on their transformation journey.
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