Hospital Leadership in Support of Digital Transformation

Abstract

Evolving customer expectations and the rapid introduction of new information technologies are influencing business operations, and businesses need to transform themselves with new operating models to remain competitive. The traditional top-down administrative leadership approach is not sufficiently flexible to support the innovation needed to sustain customer engagement and retention. There is a need for both an enabling leadership that supports the exploration of innovative ideas quickly for viability and an adaptive leadership to transition the ideas that show promise into the current business model or a variation of this model to sustain growth. We define digital leadership as a strategic process that collectively uses these three leadership styles to create an ecosystem that advances a culture of innovation within organizations. This leadership process uses four foundational platforms to support business transformations: (1) An innovation platform to empower teams to explore ideas that create value using digital transformations; (2) An agile system and business platform to quickly design and deliver IT implementations; (3) A learning platform to support reflective discourse that leads to organizational capacity building; and (4) An adoption platform to decide when and what implementations get transitioned to the regular business for sustaining competitiveness. We will illustrate how digital leadership is used to transform the culture of a community hospital through several IS implementations recognized by external peers for their innovativeness.

Digital Transformation Initiative in a Public Sector Organization: Stakeholder Viewpoints and Responses in Ghana

“…As a process of organizational change, digital transformation is exhibited in new operational procedures, value propositions, and business models [59]. Such changes lead to the espousal of new work systems [7] which also leads to redesign of current structures [49].…”

Care transition to skilled nursing facility – A model and a case study

“…For example, real-time locator sensors (RTLS) are used to track patient flows and reduce delays within the hospital, [14] optimal scheduling is used to improve efficiency and reduce patient delays in operations rooms, [15] and wearables, smart beds, and structured patient calls are used within patient rooms to track patient conditions for quicker action, a reduction in falls, and improved responsiveness to patient needs. [16] In addition, innovations such as multi-disciplinary rounding are used to track critical events that need immediate follow-up and to engage patients in their care plans. [17] As healthcare providers prepare to discharge patients, care transition begins with a number of activities that are part of post-discharge care planning.…”

An Agile Digital Platform to Support Population Health—A Case Study of a Digital Platform to Support Patients with Delirium Using IoT, NLP, and AI

“…The value fulfillment, value-in-use tracking for feedback, and even new value creation (e.g., changes to treatment plans) are supported by multiple external clinical and non-clinical partners, including patients and health care providers. While digital platforms used to support the first value cycle can be designed for agility with healthcare provider oversight, even when they use several external software partners [ 8 ], building an agile digital platform for the second value cycle is much more complex.…”