Digital Transformation: What Is It Really?

 

                            Image by vectorjuice on Freepik

The IT world is really very good at spinning up buzz words. It almost feels as if some there is hidden part of Madison Avenue that is dedicated to generating geekspeak. One of the latest buzzwords that you probably can’t go a day without hearing it mentioned at least once is digital transformation. If I had a dollar for every time someone asked me what digital transformation is I wouldn’t be writing this blog article right now, I would be sitting on a beach in Mexico sipping a margarita. All kidding aside, let’s dig into what this now ubiquitous phrase actually means.

Definition

Okay, so this is the hard part because digital transformation is one of those phrases that gets used for a lot of different things which makes defining it sometimes almost as hard as nailing Jell-O to a wall. If you really stop to think about it though, digital transformation has been around, at least in theory, since the mid-1970s when the predictions of the paperless office started. Interestingly enough, we still haven’t accomplished the paperless office, but we have coined a new term that aims to accomplish that and more.

So, let me talk about what digital transformation is from my experience. Just for context, I am a CIO in the healthcare industry with experience working with large group practices. When I think about digital transformation, my first thoughts go to those things in the business that aren’t digital such as paper based forms that someone has to fill out, manual processes that require an employee to do something or touch a record (electronic or paper) for which that touch really doesn’t add any control or value, reminder phone calls, collaboration or communication processes that involve sending files to a bunch of different people and then having to somehow process those changes back into a master file, etc. These are the types of processes that are ripe for being transformed in some way to a digital process.

Practical Application

My first order of business when someone asks me how they should apply digital transformation to their organization is to ask them about what kinds of paper they are still passing around and storing. These are often the processes where you are going to save the most time and money moving to a digital process. Think about going to a new doctor for the first time and they hand you that packet of papers to fill out that feels like you are closing on a new house. With the right technology in place, that process can be digitized through the use of electronic forms which are much easier for the patient to fill out, send the information directly to the system that needs it without any manual data entry, and eliminates having to either scan or store the original paper document. The savings with this simple process are enormous and the improvement in the overall patient/customer experience is huge. It used to be that organizations doing these things were forward thinking. Now, if you are not doing this or at least considering it, you are probably way behind your competition.

That was a pretty specific example but consider processes such as how you onboard your new employees. How much paper are you generating through this process that has to be processed in some very expensive way? Or think about your expense reimbursement process. Does someone still have to fill out a form (usually in Excel) and print this out and apply a wet signature to it and interoffice it to the accounting department? If so, that process probably often costs as much or more than the amount of the reimbursement being generated. This, in my opinion, is where digital transformation shines. It is an opportunity to take a look at the most mundane, inefficient processes in your organization and determining whether there is a way of applying technology to those processes to make them faster and cheaper.

Small Wins Matter

While grand projects like intranets or document management systems are also part of digital transformation and usually tend to get most of the coverage we hear about, starting with smaller, impactful projects can offer immediate returns. These quick wins can build momentum and justify those larger initiatives later.

In summary, digital transformation is about identifying inefficient processes in your organization and applying technology to make them faster, cheaper, and more efficient. Start small, think big, and watch your organization thrive.

Healthcare: Everyone Is Talking About Provider Burnout, But What About Staff Burnout?

 

 

image: Freepik.com

Introduction

If you've spent any time in healthcare over the past two decades, especially since the pandemic, you've undoubtedly heard about provider burnout. This issue has garnered significant attention, with countless studies, committees, and initiatives aimed at addressing it. Providers drive the revenue that powers the healthcare engine, making their well-being a strategic priority for many organizations.

However, focusing solely on provider burnout might be too narrow a perspective. While there's no denying the value that providers bring to healthcare, it's essential to recognize that burnout extends far beyond this group. By concentrating only on providers, we may be overlooking and even exacerbating the challenges faced by the departments that support them. These challenges are leading to high turnover rates and declining morale among vital support staff, such as IT, Security, and Billing teams.

The Overlooked Issue of Staff Burnout

In many healthcare organizations, support staff are burning out at alarming rates, yet this issue often goes unnoticed. The IT department, Security teams (both cyber and physical), and Billing departments are just a few examples of areas where burnout is taking a toll. These departments are the backbone of healthcare operations, and without them, quality patient care would be impossible.

Unfortunately, when key leaders delay replacing these positions or cut administrative costs, they often only see the dollars saved, not the damage done to morale. This short-sighted approach can lead to overworked and undervalued staff, further contributing to burnout and turnover.

Challenges in Implementing Solutions

One significant barrier to addressing burnout across the board is the resistance to change. In my experience as a CIO managing in an Epic EHR environment, I’ve encountered this resistance firsthand. For example, my teams have developed training specifically designed to help providers struggling with the system become more productive. Despite the potential benefits, participation in these training sessions is often low, and those who do attend are sometimes reluctant to change their workflows, even if it could save them time.

Another initiative we've explored is the introduction of AI scribes to assist with documentation. These AI-generated notes are typically more consistent, accurate, and cost-effective than those produced by human scribes. However, they require some changes in how providers document their work, which has met with resistance from those who find it too difficult to adapt.

The Need for Effective Change Management

To address burnout effectively, we must create a culture that embraces change rather than resists it. Healthcare is an industry that is constantly evolving, and shielding staff from change is not a sustainable strategy. Instead, organizations should focus on developing robust change management processes that support staff in adapting to new ways of working.

By helping our workforce navigate change, we can better equip them to handle the demands of their roles, ultimately reducing burnout and improving retention. This shift in mindset is crucial for the long-term success of our healthcare organizations.

Conclusion

When you hear about provider burnout, remember that it's just one piece of a much larger puzzle. Support staff burnout is a critical issue that deserves attention, and addressing it requires a holistic approach that includes change management and a commitment to supporting all members of the healthcare team.

We may not have all the answers yet, but acknowledging the problem is the first step toward finding solutions. As the ancient proverb in the Bible at Luke 4:23 suggests, "Physician, heal thyself." In other words, we must first address the issues within our organizations before we can hope to resolve the broader challenges facing the industry.