People first: The key to successful digital transformation

This article is part of our Opinions section.

With Lord Darzi’s latest independent review into the state of the NHS and Keir Starmer’s commitment to fast-tracking the shift ‘from an analogue to a digital NHS,’ the urgency for a digitally transformed healthcare system has never been greater.

According to the International Data Corporation (IDC), global market spending on digital transformation technology and services is expected to soar to $3.9 trillion by 2027, yet 70% of these projects fail to achieve their goals. While cutting-edge technology often takes centre stage in these initiatives, the real key to success lies in effective change management – a crucial but frequently overlooked factor.

As the healthcare sector stands on the cusp of a digital revolution, technology alone is not enough to drive success. The real challenge lies in how well people integrate and adapt to these new systems. Change management is the essential ingredient that can make or break a digital transformation project, ensuring the transition is not only about implementing technology but also about empowering the workforce to fully embrace it.

The digital healthcare revolution

In recent years, the conversation surrounding healthcare’s digital transformation has intensified. The vision of a more connected, efficient NHS, underpinned by cutting-edge technology, promises better patient outcomes, faster diagnoses, and more streamlined operations. However, behind every piece of technology lies a workforce that must embrace and use these new tools for their full potential to be realised.

This brings me to a critical point: digital transformation is not just about technology. The human element – how teams understand, adopt, and integrate this new tech into their daily routines – plays a crucial role in its success. Without addressing the human side of the equation, even the best technology can fail.

The role of change management

Change management refers to the structured approach to helping individuals, teams, and organisations move from their current ways of working to new methods. It focuses on the people involved and the processes that ensure they understand, accept, and adopt new tools and technologies.

Poor adoption of technology can derail even the most well-designed digital transformation projects. If NHS staff, many of whom have worked for decades within traditional systems, are resistant to change or struggle to see the value in new technology, the entire project can falter. This can result in significant financial losses, decreased efficiency, and, most concerningly, an inability to improve patient outcomes.

The reluctance to adopt new technology is not unique to healthcare. In industries worldwide, employees can be resistant to change due to preconceptions about technology being complex and difficult to use. In the NHS, this is compounded by past experiences with technology that may have failed to deliver on promises. These negative experiences can lead to a reluctance to engage with new systems, which in turn hampers the effectiveness of the transformation.

Why change management matters in the NHS

In the UK, the NHS operates under tight budgetary constraints, scarce resources and highly pressured environments. This means it simply cannot afford for digital transformation projects to fail. The stakes are too high, both in terms of cost and patient care. For many NHS workers, digital transformation represents a major shift in how they have historically delivered care. Some may have spent their entire careers in the NHS and may be uncomfortable or unfamiliar with the latest digital tools.

In such a scenario, a lack of comprehensive change management can spell disaster. If staff don’t fully understand how technology can help them improve their work or how it aligns with their goals, resistance is inevitable. But with the right change management in place – starting from the very beginning of the project – this potential resistance can be mitigated.

And even for the most technically savvy individuals, adoption is not always straightforward. It’s not just about resistance to change; sometimes, it’s the complexity of integrating new systems into established workflows. Tech-minded staff may grasp the mechanics of the software, but they too will need help adjusting to how it fits within the broader context of patient care and administrative processes. Understanding the why behind the technology is as important as the how, and that’s where change management plays a crucial role.

Partnering with the right tech suppliers

One key to successful change management is partnering with technology suppliers who don’t just provide a solution but offer ongoing support to ensure successful adoption. The healthcare industry, with its unique challenges and demands, requires more than just a product – it needs a partner. This partnership approach starts long before the technology is even implemented.

Tech providers who take the time to understand the specific needs of each Trust can create solutions that meet their unique requirements. This involves more than just selling software and IT solutions; it’s about working collaboratively to ensure the technology fits seamlessly into the organisation’s strategic goals. Suppliers that take this approach typically offer services like process mapping, hands-on training, and on-site support to ensure smooth adoption.

For example, a software system for managing patient records might require clinicians to change the way they enter data. A supplier that works closely with the Trust will provide training sessions tailored to the needs of the healthcare professionals who will be using the system daily. Additionally, on-site support can ensure any issues are quickly addressed and staff feel confident in their ability to use the new tools.

Continuous support and collaboration

Adoption doesn’t stop once the technology is installed. Continuous support is vital to ensuring long-term success. Continuous touch points, including sessions like regular service reviews, quarterly business reviews (QBRs), feedback days and the establishment of customer advisory groups, allow for a two-way dialogue between the NHS Trust and the technology provider. These reviews and feedback opportunities focus not only on how the technology is performing but also on identifying areas for improvement and ensuring the transformation is delivering real value.

This feedback loop is essential for two reasons. First, it ensures the technology continues to evolve to meet the changing needs of the healthcare system. Second, it helps build trust between the NHS and the supplier. When healthcare professionals feel confident their feedback is listened to and acted upon, they are more likely to engage with the technology and see its long-term value.

The most successful digital transformation projects allow healthcare organisations to influence the future direction of the technology they use. This is particularly important in the NHS, where clinical needs can change rapidly in response to new medical discoveries or patient demands. By partnering with suppliers who are open to feedback and willing to refine their products, Trusts can ensure they are always working with tools that are fit for purpose.

For example, a digital system for tracking patient care could initially be designed with certain workflows in mind, but feedback from nurses and doctors might reveal more efficient ways to track patient information. Suppliers that are responsive to these insights can refine their products to better meet real-world clinical needs. This ensures the technology remains relevant and continues to deliver tangible benefits over time.

People and technology in harmony

As healthcare leaders push forward with digital transformation, it’s critical to remember that success is not just about implementing new technologies. The people who use these systems – the nurses, doctors, administrators, and support staff – must be fully engaged and supported throughout the process. Change management, therefore, is just as important as the technology itself.

By partnering with suppliers who offer comprehensive support, from the planning stages through to ongoing product development, the NHS can achieve a digital transformation that becomes a people-powered revolution. This approach ensures the technology doesn’t simply work in theory but also in practice, delivering lasting value and improving patient outcomes for years to come.

Related reading

• Why hospitals should prioritise EDMS over EPR
• From fragmented to unified: why interoperability is key to integrated healthcare
• Enhancing patient data security with an EDMS: lessons from the London hospital cyberattack
• Unlocking patient histories – the role of EDMSs in healthcare’s digital revolution