eHealth - Social Business in Health
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eHealth - Social Business in Health
ehealth, integrating care, health monitoring, on line communication, interaction and (mobile) technology to care for health better
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Your eHealth Initiative - Three Strategic Steps

Your eHealth Initiative - Three Strategic Steps | eHealth - Social Business in Health | Scoop.it
Implementing an eHealth initiative is the first step in moving your healthcare organization to the forefront of eHealth technology. For instance, how would your organization make use of this revolutionary eHealth initiative innovation? How would you react if patients began asking to connect their eHealth applications to your information system?  eHealth initiatives require an analysis of your entire workflow from operations to systems and technology, from clinical and financial performance to implementation.

eHealth initiative general outcomes expected include benefits to providers and to patients, rapidly expanding technological tools, and even more use of internet based activities.

Working with The Fox Group’s eHealth experts through our three strategic eHealth Thought Lab meetings allows you to get customized knowledge on the processes and strategic changes that must be made in order to maximize the eHealth initiative potential within your organization. Each eHealth Thought Lab meeting will be tailored to your situation, and can jump-start your organization’s eHealth initiatives.  By the end of this series of three strategic meetings, you will have an appreciation of the potential for your organization to embark on a meaningful eHealth initiative. [..]

I.  The Current eHealth Initiative: a short, to the point workshop introducing the main elements of the eHealth initiative, a working definition, the effectiveness and implications of eHealth in the future.  You select the proper internal stakeholder audience of your organization.

  • This workshop is a quick tour around basic issues, examples of effective applications, and rationales for undertaking an eHealth initiative.
  • Benefits include (1) development of a common frame of reference within your internal stakeholder audience; (2) correction of mis-perceptions and biases; (3) clarify expectations as to the impact of an eHealth initiative; (4)  follow up; and (5) motivation to get things going.

II.  eHealth Discussion and Analysis: a workshop reviewing your current eHealth applications, including electronic health record systems, mobile health, internet-based, social media interaction tools, telemedicine, and similar components.  It will also address your organizational enthusiasm and/or challenges to creating a strategic planning process addressing the future in eHealth technologies as they unfold.  Discussion between your representatives and experts from The Fox Group will run deep into several aspects of the eHealth initiative phenomenon.

  • Using tailored examples fitting your organization, moderators of The Fox Group will demonstrate how eHealth technologies pertinent to providers, patients and your organization can result in a successful eHealth initiative for your organization.
  • Implications for your organization to be addressed include (1) consequences of the use of eHealth technologies to operations, organization, and Information Technology resources; (2) costs of care and administration;  and (3) satisfaction of patients and other stakeholders.

III. eHealth Strategic Planning: a strategic workshop, where you discuss currently existing concepts, modules, and devices available to you and your patients.  The final step is to identify the strategic  actionable steps to implement your eHealth initiative, bridging the gap between what is available and what needs to be developed.

  • Within the workshop, you and your selected stakeholders will reflect on the organization’s actual situation, both from a medical, organizational (structures, processes, staff, IT), and financial and patient perspective.  Wishes, challenges, and criteria for a successful eHealth initiative development path are explored. Initial ideas about a specific eHealth initiative can be discussed and placed in a framework of pros and cons.
  • Financial considerations will be addressed as well.  This strategic plan outline will be tailored to capture the ROI, patient and provider benefits and ultimate outcome expectations of your eHealth initiative. Government, payor, and regulatory issues are addressed as well.
  • Expectations and outcome: The output is a structured roadmap defining the path to development and implementation of your eHealth initiative, fully tailored to your specific situation. [..]
rob halkes's insight:

This is my and the Fox group's take on approaching ehealth. Yes it is promotional, but firmly based on experience and expertise. I thought one could do with the three step approach: update on what, discussing the impact for you and setting up a clear and effective plan to accomodate and develop your practice in health

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Dutch eHealth-monitor 2014 - Nictiz.nl - Nivel.nl

Dutch eHealth-monitor 2014 - Nictiz.nl - Nivel.nl | eHealth - Social Business in Health | Scoop.it

The Dutch ehealth monitor of the Netherlands has been released recently. There is no English translation yet, nor a summary, but a English infographic is presented at this post on the website. Here you can see that ehealth is steadily but I guess, firmly growing in NL.


More healthcare users say their GP allows them to make online appointments: from 7% in 2013 to 13% in 2014; or request repeart prescriptions: from 21% to 30%.

More GP's, 93% to 98% (!) and medical specialists, 66% to 75% use mainly or exclusively electronic records!


However no major shifts are found in the use of eHealth compared to 2013.

There will be greater coordination in the area of eHealth. The Ministry of Health Welfare and Sport sets concrete objectives, and parties 'in the field' seek each other out for joint activities!


Four things stood out in the study:

  1. eHealth in the workplace is still not always 'plug and play'
  2. Process innovation is difficult
  3. Healthcare users and healthcare providers do not always see sufficient added value
  4. Healthcare users are often unaware of possibilities already available

For a real, large scale use of eHealth a good balance is needed between the investment in money and effort and the experience added value in terms of imprived care, convenience and financial benefits.


See here for Nictiz  and here for Nivel the sources and down;oads of inforgroaphic (in English too) and the report (Dutch).

rob halkes's insight:

I would say that experience demonstrates that ehealth initiatives may be initiated by small efforts to digital services from physicians to patients, like repeat prescriptions. These are relatively easy first steps.
However, when it comes to more complicated developments in digital health involving interaction, exchange of data and information, and communication between professionals and patients, that is a more heavy change to conquer. It needs more motivation, organization and perseverance on the site of the professionals besides the readiness of technology. More support to implementation seems to be necessary.

I reckoned that on the basis of my own experience from early on.

See some information to this here.

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My TED Talk: Leading in the Digital Era - Charlene Li

My TED Talk: Leading in the Digital Era - Charlene Li | eHealth - Social Business in Health | Scoop.it

{…]

The title of my talk was “Giving Up Control: Leading in the Digital Era”. One key data point from Gallup that continues to astound me is that worldwide only 13% of people are engaged in their work. It’s higher in the US, standing at 30% but that’s still terrible!

I believe that a big reason for this is that we don’t give enough autonomy to, and respect the growing agency of our employees, especially for the Millennials who crave purpose and meaning in their work. The hierarchies that exist in our organizations were designed for a bygone era where efficiency and scale were paramount. But today, speed, innovation, and creativity are the sources of competitive advantage.

Companies have been responding, deploying collaboration platforms and enterprise social networks to connect people throughout the organization. Shrinking the distance between previously siloed departments, or between executives and the front lines sounds great — unless you’re a middle manager.

The biggest problem leaders face in the digital era is that power and influence are being decoupled from titles and organizational structure. So how can you be an effective leader? Here are the three things that organizations can do:

  1. Create a Culture of Sharing. Instead of hoarding information to be powerful, leaders have to become facilitators who accelerate the sharing of information across a networked organization.
  2. Encourage the Practice of “Followership”. The size and quality of your network, not your title, determines how much power and influence you have, and thus, how much you can get done. If employees could build their “followership” across the organization and even outside the organization, then even if their titles or jobs changed, they could still be highly effective. This creates tremendous security that allows these managers to make tough decisions that might otherwise jeopardize their livelihood.
  3. Ensure Networks are being used to Make Meaningful Decisions. People are smart — they won’t devote time to engaging unless they know it’s going to make a difference. The biggest mistake I’ve seen organizations do when trying to transition into the digital era is to use these new tools to create the equivalent of a digital water cooler — talking rather than getting work done. No wonder they don’t last! Get leaders to pay attention, make key decisions on these networks and people will come.

What each of these has in common is the need to give up control. In the talk, I shared the journey I’m going through as the parent of teenagers, as they push for greater autonomy and trust to make their own decisions. In our work, if we truly want to have an engaged workforce, then we’re going to have to lead differently, and establish a new kind of relationship and trust that’s created and deepened with these digital tools.

rob halkes's insight:

Working within the health care market I do witness daily the struglle of employers and employees, both within organizations of health care providers and of the industry to respons in a meaningful way to digital "disruption". Digital disruption has its potential to turn upside down every routine one uses tot get the job done, to approach customers/clients and to create value to business

How to respond to forces that do have this 'threat'? Charlene discusses the leadership role. It goes further than that, but this is crucial. When leadership cannot acommodate, how sould the rest of the organization cope? This is certainly true for much of the pharma and devices companies, where leaders tend to hold on to market approaches that were successful in the days gone by.

They should orientate themselves to new possibilities of customer approaches, not as an add on to what was done before, but to a new integrated system of engagement. Believe me, I could tell!

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Digital Doctors, the Dutch Coference on Digital _ "eHealth beyond a hype" Digitaal dokteren steeds populairder - congres eHealth

Digital Doctors, the Dutch Coference on Digital _ "eHealth beyond a hype" Digitaal dokteren steeds populairder - congres eHealth | eHealth - Social Business in Health | Scoop.it
Live een congres volgen is dan wel erg 1.0, maar de deelnemers op het volgeboekte eHealth-congres twitterden zoveel dat #ehknmg op 9 februari landelijk een trending topic was. Het onderwerp leeft onder artsen.


Digital doctoring is a hot issue in the Netherlands, twitter consults, on line therapy and digital are getting more popular each day. Health Insurance companies and health care delivery professionals join into these interests.

President of the Dutch Doctors' associations, Arie van Nieuwenhuizen, opened the conference with the statement that "eHealth is now beyond being a hype."
eHealth is just not a new technology, but a multiplier for the speed of health renewal and reform. This is good for patients being stimulated to be their director of their own treatments! "


The conference agreed on the fact that eHealth still isn't that self evident part of common care. Structural reimbursement is relevant to that.

rob halkes's insight:

eHealth in NL beyond a hype. Great!

See my short summary. There is a link to a videoreview. (All Dutch   by the way ;-))

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