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Transformation in the Process of Health Business Operations

Updated: Oct 31, 2022

The sector of health care is generally regarded as slow-moving and complex as it is primarily operated by government reforms and strategies. Although the outbreak of the Covid-19 pandemic has bought one thing into our consideration i.e., for health care institutions to thrive, they must be adaptable.

There are three essential principles that you must take into account for a transformation project.

With an unexpected shift to the virtual model, the organizations that had an efficient development plan in place were able to immediately adapt and take advantage of the same.

Over the years, the patients were comfortable with a yearly physical examination. They prescribed to a doctor only when they felt the requirement.

But the last few years showcased that wearable technology has driven a growing trend toward preventive healthcare. These portable and remote monitoring tools and devices are a crucial component of the modern virtual care system.

However, hastily implementing digital solutions without a thorough strategy for process transformation will not achieve the desired outcomes.

The Process of Illustrating the Business Transformations

“The business must concentrate its endeavors on developing a reliable system for user authentication and data protection. Process transformation is centered on these two essential components..”

According to a BCG research study, 70% of digital transformation programs fail to achieve their goals, frequently with serious repercussions. This is particularly true for large institutions since it is difficult to deliver such a profound shift at scale.

Therefore, transformation in the business processes needs to be a strategic business decision. They need to spell out a plan for how the company will survive and expand. It helps to bring people, technology, and processes into line with an organization's long-term goals.

There are a few essential internal problems that a firm must take into account before starting on a transformation project. These include rising operational costs, an aging workforce, and improved use of crucial business operations like finance and HR.

In fact, from a technical point of view, one must also comprehend that technology is a component of the evolution process and that it must be incorporated into systems to address a specific issue, and not just because it has appealing features or functionalities.

With regard to transformative tactics, competent change management is also urgently needed. While technology is vital, people are usually what matters the most. A significant barrier is an organizational inertia caused by firmly ingrained behaviors.

It's vital to create procedures that can support unforeseen technical or business problems in addition to delivering consistent performance. Establishing clear performance measurements is also crucial for evaluating the functions before, after, and during the transformation.

The business must concentrate its endeavors on developing a reliable system for user authentication and data protection. Process transformation is cantered on these two essential components.

3x3 Framework for Successful Transformation

Before beginning a transformation project to create adaptable and agile business processes, three principles need to be carefully considered in order to overcome these difficulties. Each principle consists of three parameters that the organizations must assess.

The business or the corporate leaders can use this three-step approach to identify the 3 W's and 1 H (why, where, when, and how) of transformation throughout the processes:

Step 1: Initial setup

The management must now assess the organization's fundamental procedures and activities in order to:

  • Determine the scope and respond to the query, "What needs to change, and why?"

  • By providing a solution to the why now question, demonstrate the necessity of change. This is the most essential question that the company must respond to. When determining the necessity of process transformation inside a business, it takes into account both internal and external issues.

  • To ensure that everyone is in line and working toward successful implementation, clearly communicate the purposes and goals.

“A business cannot separate its basic business processes from its new equipment and technologies or from its day-to-day operations.”

Step 2: Form a strategic approach

The management must then specify the strategic plan, which should include:

Strategy & Tools: Businesses can't integrate technology on their own. It must be strategically sound with digitization, analytics, and process components functioning together. The firm must specify the technology requirements, assess whether they are compatible with legacy systems, and decide whether it is necessary to entirely replace the current systems.

Implementation of change: The business must decide the pace and strategy of implementation after defining the technological design. Particularly the high priority elements, parallel operations, etc.

Right Talent: Finding the right personnel and, more importantly, the right team to execute this transition is the most important aspect of these decisions. The team should include members who can think globally while acting locally, in addition to those with the appropriate technical skills.

Step 3: Integration and Delivery Culture

The integration of change management across several corporate functions is extremely necessary.

Integration: It is a requirement for the transformation team's operation. It must be integrated with the other teams in order to have a good grasp of day-to-day business reality.

Pilots: A business cannot separate its basic business processes from its new equipment and technologies or from its day-to-day operations. In order to prove the concept and handle any changes or modifications at this point, they must run the former simultaneously with regular business operations as pilots.

Alignment: The consulting team's and the delivery team's transformation goals must be in line with one another, striking a balance between the ideal and the realistic based on real-world circumstances.

The Future Route

Organizations must raise the stakes in the unravelling "new normal" changing business environment. They must, with the aid of cutting-edge, modern technologies, rethink and reset their business procedures.

As a result, it will assist them in remaining competitive and innovative. The key to success, though, is to match the shift with each person's and the group's mindset.

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