Flip It Around: Enablers of stakeholder Involvement in Digitalisation of the Healthcare Sector
Accelerating digitalisation in healthcare is essential to improving quality of life and supporting economic growth and community well-being. However, the complexity of the sector demands a people-led approach to stakeholder engagement. We ask what are the key enablers of effective stakeholder involvement—principles that can drive digital transformation success across industries?
The healthcare sector is an essential societal and economic pillar which underpins a populations’ well-being and quality of life. In the UK, great efforts and investments are being directed toward the digitalisation of the sector with the aim of improving efficiencies and empowering healthcare providers and patients. However, the healthcare sector is complex – characterised by diverse stakeholders with different interests, expectations, roles, and abilities. Engaging these stakeholders meaningfully is key to ensuring improved adoption and the alignment of goals and needs across the stakeholder landscape.
Managing stakeholders and ensuring their involvement in digitalisation projects can be challenging. However, from our research we have evidenced there exist certain organisational and sectoral principles, practices, and parameters that act as catalysts for good stakeholder engagement – these are the enablers of stakeholder involvement. Through our research, we have identified six intertwined enablers to successful stakeholder engagement in the UK health sector:
Digitalisation ownership and culture: digitalisation projects that are initiated with the people who will use them in mind and create value for all stakeholders are more likely to be successful.
Systemic approach to digitalisation complexity: an organisation’s approach to digitalisation should be broad enough to cater for the different systemic considerations. This will dictate how digitalisation unfolds and define how stakeholders will be involved throughout the digitalisation process.
Leadership and management digital competencies and innovativeness: Competent, knowledgeable, and trusted individuals or teams spearheading the digitalisation process are more likely to adopt a digitalisation approach that will yield desirable stakeholder attitudes throughout the digitalisation process.
Communication and involvement mechanisms and tools: individuals and teams leading and managing digitalisation need to understand the value of each stakeholder and engage with them in the most appropriate way, using the most effective communication tools and channels.
Stakeholder trust in digitalisation process and leadership: leaders and managers who have built trusted relationships with all stakeholders have the advantage of engaging with stakeholders who are ready to embrace the organisation’s digitalisation vision.
Stakeholder perceived digitalisation benefits: when stakeholders have a good understanding of the benefits they will derive from the digitalisation project, they are more likely to support the digitalisation process.
While these enablers have been identified from our research of the UK healthcare sector, they can be applicable to different sectors. By prioritising these six enablers, organisations can navigate the complexities of digitalisation in healthcare, fostering collaboration and trust among stakeholders. A people-led approach to digital transformation not only enhances adoption but also ensures that the benefits of digitalisation are realised by all. As the healthcare sector continues to evolve, these principles can guide the path toward a more efficient, inclusive, and impactful future.
Additional Resources
Hwabamungu B. 2024. Barriers to stakeholder involvement in the digitalisation of the UK construction industry. Proceedings of the 22nd international conference on E-Society. Porto, Portugal: 09-11 March.
Author’s profile
Dr Boroto Hwabamungu is currently a Research Associate in the Made Smarter Innovation Centre for People-Led Digitalisation (P-LD). He is a transdisciplinary researcher driven by the desire to improve digitalisation and digital transformation impact at individual, team, and organisation levels across sectors globally. He is passionate about sustainable digital transformation, digital health, strategic planning, and the impact of digital technologies. His research interests include digital transformation in the health sector, artificial intelligence ethics, health policy implementation, information systems strategy implementation, and the enabling role of Information and Communication Technology (ICT) for development.
If you would like further information on this research please email: p-ld@bath.ac.uk
