Airline of the Future: Smart Mobility Strategies Will Transform the ...
Transform the future is digital win
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Transcript of Transform the future is digital win
The Future’s Digital WIN Open Network – Mental Health 10th September 2015
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introduction
The Future’s Digital
Published a year ago
Personalised Health & Care 2020
Published two months later
Systematic review on the value of digital in statutory mental health. Recommendations
targeted key enablers to support services being enhanced at scale
Using data and technology to transform outcomes for patients and citizens in order to improve health, transform the quality of care
and reduce costs
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So where are we now?
“Organisation as a whole needs to understand the
potential”
“Need better modelling and collaboration with social
services to place patients “
“Not everyone is on the same EHR… many GPs are
on System 1”
“Lacking data integration – e.g. wards don’t have access to records from social care
packages”
“Lack of transparency for people managing pathway”
“Patients are not seen as individuals…. They are
treated as new patients each time they appear”
“Clinicians need to develop an interest in inter-
operability….contextualised around solving problems”
“We need to have a clear understanding of what the
patient needs and wants…”
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Determining the ambition at the local level
Siloes of eMental Health apps will all serve a purpose, but do you know what that purpose is?
Is it a common purpose?
Even – is it tactical or strategic?
“An integrated health system, operating across
care setting boundaries and enabled by technology to deliver an enhanced and efficient patient-centred
experience of care”
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So, we need to contextualise the hyper-local in the big picture
Patient-centred care
culture
What are the goals for mental health services…
…In the context of an integrated, shared health economy?
What will these services look like in 5 years…
…in terms of ways of working, skills and culture?
How will technology enhance MH services…
…and how will it contribute to the strategic plan?
What is the value of remote care…
…and how will it empower patients and reduce effort?
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It’s not about the tech, it’s about the user
If technology is purchased without a clear definition of why the system or process was ineffective to begin with, how can it transform the way things are done?
Digital, by definition, is there to be disruptive
Health personalities help to focus technology on service transformation
Snapshot of physical and mental health circumstances Needs & wants
Lifestyle insights Habits & behaviours
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Patient journey map – experiences make care unpredictable
Hospital discharge and pre-consultation
Outpatients appointment
Pre-admission appointment
Surgical admission Post-operative discharge and self-
care
The journey map was generated by the team, identifying the patients’ experiences as he flowed through care services provided by the hospital and locally. It also contextualised his experiences – how his mental wellbeing, his physical health and life activities were contributing or being affected by the manner in which his care and support was provided.
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Delivering tactical solutions – avoid silo’s of technology
Identify needs from journey mapping and
develop needs backlog
Complete ideation exercises to develop
possible solutions
Compile solution business cases and plan solution
backlog
Build solution ‘n’ for pilot evaluation and rapid
evolution to beta
Evaluate effectiveness and impact of solution
Scale successful solutions to appropriate system-
level Build next solution on the solution
backlog…
Improvement cycles
What are our design principles? Would an enterprise platform make sense? What is a pass-fail criteria? What are the KPI’s of success? How do we prioritise improvements?
Iterate back-end Digital & Data infrastructure
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Start with user needs
Service design starts with identifying user needs. If you don’t know what the user needs are, you won’t build the right thing.
Do less Don’t design something to replace existing technology that already works well and can be adapted
Design with data Let evidence and data drive decision-making, not hunches or guesswork
Make it simple Ensure the design of solutions and improvements overcome unnecessary steps
Iterate frequently The best way to build good services is to start small and iterate frequently
Make it accessible Everything we build should be as inclusive, legible and readable as possible
Understand context
Think hard about the context in which users are using our services
Build a service, not a site
A service is something that helps people to do something. Our job is to uncover user needs, and build the service that meets those needs
Be consistent Use the same language and the same design patterns wherever possible. This helps people get familiar with our services
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Business leadership and stakeholders
engaged throughout
Backlog of programme
requirements that need to be
delivered
Prioritised activities set out in order
of importance
to the project
Sprint planning sessions
determine the aims & activities of the next sprint
Activities required in the
sprint to complete the
objective
Planning should make it possible for all tasks to be completed within the sprint. However the end date of the sprint does
not change if they are not
The team Client lead
Delivery Manager
‘Show & Tell’ (Sprint Review)
Daily Stand-Up
Completed work
Sprint Retrospective
Progress measurement
Team selects as many tasks as it believes can be delivered by the end of the sprint
Agile works excellently for technology, why not for change?
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Six Things
Ground-up innovation culture Start with a vision Digital enablers transformation Be open, be enterprise Understand your users Leverage behavioural change in digital relationships