We’ve been talking to lots of people about this.  It’s a bewildering and increasingly crowded part of our lives.  And with a range of direct experiences of introducing technology in health and social care, we can really empathise.

From conversations, there appear to be two main themes:

1. The development of technology generally which can exclude or at least not include people from particular groups
2. The development of technology specifically focused on health and social care

And then a whole plethora of different avenues to explore:

• Assistive technology – aids, adaptations
• CRM systems – “streamlining” or driving the customer interface; improving customer service
• Records and care management
• Transactional systems – booking, scheduling, tracking, charging, invoicing
• Logistics and improving operational efficiency
• Communication channels – social media, video, skype, phone, Bluetooth
• Service delivery channels – some two way – helplines, websites, devices to monitor, diagnose and even treat
• Delivery of care and support – robots, automated dispensers,
• Software and apps
• Changing ways of working – the “mobile” worker
• Performance management systems – inputs/outputs and impact measurement

The potential opportunities presented are complex as the whole notion of agency (who is in control and making the decisions) changes, but also powerful, as you free up the old restrictions of paperwork and reporting, or place and time for example, you can increase choice and control for end users and enable truly bespoke solutions and services.

One of the main challenges for providers and organisations trying to get their head around all of this, is that the conversation and sources of advice are dominated by suppliers who, not surprisingly, are very passionate about the good their particular product can bring.

So the conversations we’ve been involved in are focused on trying to pin down just what exactly the business need is and how might a technological solution help.  We’ve also spent some time working through some of the most common questions and anxieties, for example:

• Will it really improve productivity?
• Will it really free up my time to do the job I want to do?
• Will it replace people?
• Will it cost much?
• This is really just about “doing it yourself” isn’t it?
• This is a big investment for us – we need to/can we future proof it?
• We don’t need/want a rigid project management structure – that’s not our style.
• We could get two members of staff for that!

And finally we’ve looked at the learning and mistakes of others – always fun!  There is a plethora of learning out there – we’ve reviewed some of it so you don’t have to.   What’s clear is that much of the learning is simply good practice in change and project management.  But there are some particular themes which reoccur.  Aside from the learning about project implementation there are perhaps two key underlying principles:

1. TECHNOLOGY IN HEALTH AND SOCIAL CARE IS NOT AN IT PROJECT any more than delivering person centred care and support is purely a frontline care project.  It’s a key business consideration which needs to take into account the whole business and involve the whole business in its implementation.
2. SUCCESSFUL IMPLEMENTATION invariably requires a DIFFERENT APPROACH AND SKILLS from staff, volunteers and service users.  These can be more radical than originally anticipated.

From all of these conversations, and following a step by step approach, we’ve found organisations are better able to ask the questions they need to, be clear on their business case and needs, then approach the market with confidence, and roll out their desired solution sucessfully.

We’re always on the look out for more people to talk to about this, so do get in touch.