The healthcare sector faces significant challenges, such as staff shortages and limited resources. As a former business manager in the healthcare and insurance sector, Carolien Oppeneer worked on new initiatives that contribute to a future-proof healthcare system. In this blog, Carolien discusses the need to rethink healthcare processes and the crucial role that behavioral change plays in this regard.

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Technology in healthcare

The healthcare sector is under enormous pressure, with staff shortages and lack of resources becoming increasingly acute. In particular, the lack of qualified staff is a major challenge that we cannot ignore anymore. It is essential that we focus on keeping healthcare accessible in a sustainable way. Here, we are confronted with complex dilemmas that require an appropriate approach. In recent years, we have increasingly emphasized the use of technology to relieve caregivers in the workplace, so that they can use their warm hands for real care tasks. This is one of the solutions to address the shortage of staff.

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Hybrid care. Taking responsibility together

In addition, in May last year, the Council for Public Health & Society (RVS) the report 'Living and caring differently' released. In this report, the Council calls for a different distribution of responsibilities within healthcare. The advisory body sees opportunities in a hybrid form of care, involving, in addition to formal care providers, informal carers and other informal care providers from the patient's or client's direct network. Although every healthcare organization is aware of the importance of using the informal network of family and friends, it is still not obvious. In that regard, healthcare can still learn a lot from other sectors, where technology is used as a matter of course to deal with an increasing shortage of people and resources.

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Lessons from other sectors

Take, for example, the banking sector and the mobility sector. Financial institutions have introduced remote services with great success. Customers can bank, transfer money and manage accounts online without having to physically visit a bank branch. This has not only improved efficiency, but also increased customer convenience. Another example comes from the mobility sector, where technology has also led to self-service solutions. Travel companies and transport companies offer customers the ability to plan their trips, buy tickets and track routes via mobile apps. This digitization has not only improved transport accessibility, but also contributed to reducing long queues and physical interactions. Although the nature of services in these sectors is of course completely different than in healthcare, they do provide inspiration when it comes to how things can be done differently.

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Changes needed in terms of process, content and behavior

In our experience, a successful transformation requires not only a review of content and process, but also of behavior. Critically evaluating and adapting all three facets is at the core of the change that is necessary for a future-proof healthcare sector.

Contents

With regard to the content of the services, it is important to critically review the role of professionals. What activities really need to be carried out by professionals on site, what remote support is possible, and what can — the network of — the client or patient themselves do? In commercial sectors, we take it for granted to do more and more ourselves, supported by technology. Consider the above example of online banking. In healthcare, we are still used to having all tasks taken over by the healthcare organization. This is an unsustainable situation. Let's also use the glasses we wear in other sectors in healthcare to review the content and distribution of roles.

Process

We also need to review processes if we want to make the transformation to (self-) service supported by technology. How is the process going now? Where are the frictions, which parts can we automate and which parts can we — gradually — shift from organization to clients or patients and their network? Let's work towards an integrated collaboration, where a lot of attention is paid to the exchange of information and knowledge, for both the professional and the client or patient.

behaviours

The behavior of healthcare providers in the institutions is aimed at taking over all care tasks, and clients, patients and their environment are used to letting this happen. People are creatures of habit. Once we get used to certain frameworks, we quickly fall back into the associated behavior.

Changing this behavior is one of the most complex elements, especially in healthcare. Actively involving informal care providers requires a lot from staff, who are already experiencing a great deal of workload. It also requires a lot from the informal (informal) carer. After all, it's also about a profound change in their mindset.

A change in the social perspective on the extent of the role of healthcare organizations is necessary, but requires the involvement of more stakeholders. That can be complex, but nothing stops you from starting with what you can influence yourself. The mindset in the workplace of the formal healthcare provider lies within the sphere of influence of the healthcare organization.

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How can we help?

What can Summiteers mean in this cover? We can help healthcare organizations to look at content, process and behavior again and create and implement a new vision. Setting up a plan, that's one, but a plan that in a drawer ends up, has little effect. Ultimately, it's about execution and that's where Summiteers' strength lies. Can you use our help with this? Take contact with us.

Interested, but not ready for the trip yet? Follow our LinkedIn page and get inspired.

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