The NHS stands at a pivotal moment, propelled by Lord Darzi’s independent review and Keir Starmer’s commitment to a digital-first healthcare system, bolstered by increased funding announced in the Autumn Budget. The need to accelerate digital transformation has never been more urgent. However, while the promise of innovative technology garners attention, the human factor remains the linchpin in ensuring these transformations succeed.
Global spending on digital transformation is set to skyrocket to $3.9 trillion by 2027, according to the International Data Corporation (IDC). Yet, a staggering 70% of these initiatives fail to meet their objectives. The culprit? It’s rarely the technology itself, but rather a lack of robust change management – the process of preparing people to adopt new systems and processes effectively.
The human challenge in digital healthcare
Digital transformation holds immense promise for healthcare, from breakthroughs in efficiency and diagnosis, to revolutionising patient care. But even the most advanced systems are only as effective as the people who use them. For the NHS to become digitally connected, its workforce must fully adopt and integrate new tools into their daily routines. Without their buy-in, even the most advanced systems risk becoming expensive failures.
Resistance to change, whether due to fear of complexity or previous negative experiences with digital systems, is a significant barrier. This is particularly true in healthcare, where many professionals have spent decades working with traditional methods. For these systems to succeed, it’s essential to address and support these human challenges head-on.
What is change management, and why does It matter?
Change management is the structured process of helping teams and organisations transition to new ways of working. It’s not about the technology itself but about how people perceive, accept, and integrate it into their workflows.
In the NHS, this means equipping staff with the knowledge and confidence to understand not only how to use new tools, but also why they’re essential. This understanding fosters acceptance, reducing resistance and ensuring smooth adoption. Without this step, digital transformation efforts risk being underutilised or outright rejected, leading to wasted investments and missed opportunities to enhance patient care.
The high stakes of NHS digital transformation
The NHS operates in a high-pressure, resource-constrained environment, where failure is not an option. Digital transformation represents a monumental shift for many staff, and overcoming resistance requires more than training sessions – it demands empathy, communication, and a focus on aligning new systems with the realities of daily operations.
Take, for example, a nurse accustomed to paper records, who might struggle to see the benefits of a digital system. Without being shown how it saves time, reduces errors, and improves patient outcomes, adoption may be met with resistance. Change management bridges this gap by demonstrating value and providing ongoing support.
Equally important in healthcare’s digital transformation is collaboration with the right technology providers. Suppliers who go beyond delivering products and instead partner with organisations to support adoption can make a significant difference.
This partnership might include mapping out workflows to align technology with clinical processes, providing hands-on training, and offering on-site assistance to address challenges as they arise. Importantly, these providers should prioritise user feedback, ensuring solutions evolve alongside the needs of healthcare professionals.
For example, a digital patient record system may initially function well but might require adjustments based on clinician input to improve usability. Providers willing to refine their systems in response to real-world feedback demonstrate their commitment to long-term success.
Continuous improvement and collaboration
Effective digital transformation doesn’t end with implementation. Ongoing collaboration between healthcare organisations and technology suppliers is crucial to sustaining success. Regular reviews, feedback sessions, and collaborative planning ensure the technology remains relevant and continues to deliver value.
For the NHS, this iterative process is vital. As patient needs and clinical practices evolve, so too must the systems designed to support them. Suppliers that embrace flexibility and responsiveness enable Trusts to adapt seamlessly, maintaining alignment with strategic goals.
A people-centric revolution
At its core, digital transformation in healthcare is about more than just technology – it’s about people. Nurses, doctors, administrators, and support staff are at the heart of the NHS, and their ability to adapt to and embrace new systems determines the success of any initiative.
By focusing on change management and fostering strong partnerships with technology providers, healthcare leaders can ensure digital transformation is a people-first revolution. This approach not only improves adoption but also drives long-term success, delivering meaningful improvements in patient care and operational efficiency.
The future of the NHS depends on it.
