First published by the NDRC as part of the #HealthTech event in the summer of 2016.
Ireland is the most personally connected country in the world. Or at least I am starting to believe that from the evidence I have seen over the last 18 months. I have been told on so many occasions that what we have in Ireland is the first real example of a global village mentality and in particular for technologists. I have been involved in a number of different forums to support start-ups and big ideas for health technology in the last few months and really I do now believe in the concept of connectivity being one of Ireland’s biggest assets.
The Hollywood concept of “Six degrees of Kevin Bacon” seems to apply even more in the world of the health technology start up in Ireland. If you don’t know someone who knows someone now, you soon will do! The willingness to help, to get the idea off the ground and at least the ability to bring it into the healthcare system is there.
One of the most reinforcing moments of my 20 year career in health technology happened a couple of weekends ago at the launch of the NDRC Health Tech event. Eleven teams were formed on the Friday around some amazing ideas for how technology can improve the delivery of healthcare in Ireland. As well as the idea generators in the room there were a number of volunteers from across many different sectors there to help turn the ideas into a real proposal that can be taken forward to be considered by the health system. The level of knowledge and commitment in the room around a number of great ideas was simply huge. The possibilities for health range, from the ability to provide assistance for Parkinson sufferers to walk with confidence again to an app that allows a mental health patient to step into the centre of the care they are involved in, to a new way of processing lab results nearer the patient and they are just three of eleven amazing ideas. However the magic is as much to do with the people in the room as it is to do with the ideas. Seventy people in a ‘competition’ and yet every one of them rooting for each other, connected in a new way to deliver a support network for new technology based ideas to change the way in which health is delivered. Teams of people working hard to support each other over that first weekend regardless of background, basis of knowledge or years of experience, all these amazing people are now connected to each other in a new way.
Slowly but surely a revolution is happening! The social media response to the RTE programme ‘Keeping Ireland Alive’ has started to open up the concept that the Irish healthcare system is not the issue with the delivery of care to the people of Ireland. The Irish healthcare system is full of heroes and connections to be made to transform the way in which care can be delivered. Truly the system is one going through a digital revolution a change that is having an impact on so much of the way in which care is delivered. The second of the Keeping Ireland Alive programmes had a telling digital moment as a senior clinician opened the paper records of the patient in front of him and exclaimed, as usual I can’t read the notes. Realisation that Ireland is running its healthcare system in the same paper based way that it has for the last 30 years is giving a strong impetus to the digital health agenda within the Future of Health objectives, no bad thing for the great technology organisations of Ireland.
With the type of innovations and connections made by the start-ups at the NDRC Health Tech event the problem the clinician faces can be fixed, removing yet another issue from the delivery of healthcare in Ireland is the desire of so many committed people. The NDRC is just one of many environments now supporting Irish companies movement in the health technology arena; the Health Innovation Hub, Portershed in Galway, ARCH, Insight, Health XL and the HSE’s very own eHealth Connects programme are now all there to support organisations in finding the connection and turning the bright idea into reality.
All this human networked connectivity can really bring about a change to healthcare delivery if we can harness it in the right way. The rallying call for Ireland from here though is simply get involved and help build a better healthcare system.
In November and December I was lucky enough to spend time with the IT leadership of the UK and Ireland, I collated the responses to a series of questions for an interview that HIMSS would then publish in two parts, here is the whole thing to give you a feel for how close the concepts of cross country collaboration are really coming along.
Some of the blog is written in the third person, it just felt a little odd interviewing your self without doing that, I hope you don’t mind.
Digital leadership in health in 2017 will have two crucial elements to handle, how to keep the ‘ship’ stable in times of change and how to deliver innovation in large, public sector organisations. In November the UK and Irish leaders of healthcare technology were face to face at a number of events that had these traditional pillars as the themes. Whilst they all accepted these had been at the heart of their focus for a few years now they still observed that 2017 would see a still further push to get these right or potentially fail to deliver for health in the countries they are responsible for.
The events where these leaders came together were, the Irish Innovation Showcase where Will Smart provided a key note that caused a pause in the IT leadership as they stopped to understand if they had the strategy right; the HIMSS Executive Leadership Summit where Andrew Griffiths provided an opening comment that got the whole crowd energised; Richard Corbridge then provided an opening statement with George Crookes at the Scottish Annual Digital Health and Care Conference that entertained and delivered a key message on the future and then finally Sean Donaghy who opened the first Island of Ireland collaborative Eco-System.
During this period of time HIMSS caught up with each of these leaders to get their views on what 2017 holds for digital in health and what they thought of the statements being made by each other and how they could support each other into the new year.
We went first to Will Smart at the Innovation Showcase. Will, what do you believe is the key to innovation in healthcare in 2016?
“Strong collaboration between leaders, healthcare professionals and patients is of fundamental importance. We need to move away from a paternalistic view of healthcare to one which truly embraces engagement and co working. As well as fostering the trust that is vital to the data sharing innovations that put cutting edge insight in the hands of clinicians, collaboration has the potential to create a culture which encourages, accelerates and inspires technological excellence.
That is why, through our NHS Innovation Accelerator and Global Digital Exemplar initiatives, we are supporting the most technologically innovative people and acute trusts to help them connect with partners, make networks and accelerate their innovations. We want to enable these pioneers to inspire others by showing how information technology can deliver both improved patient outcomes and enhanced business effectiveness.
Our patient centred agenda, combined with this type of collaborative support and leadership gives us a once in a lifetime chance to innovatively set technology to work for a system that’s focused on patients and led by clinicians.”
The concept of no longer being able to stand still have become key to the delivery of healthcare, will digital innovation be the route to avoiding this do you think?
“Absolutely. The NHS is under real pressure. Not only is the occurrence of expensive to treat conditions such as obesity, diabetes, cancer and mental illness rising rapidly but we are all living longer and therefore need more care over the course of lives than ever before. So, to continue to deliver great care we must make our service as efficient as possible.
Innovation in information and technology is a critical part of almost all Sustainability and Transformation plans because it has immense potential ensure efficiency while making dramatic improvements to health and care provision, quality and outcomes.
Our planned new digital products and services will make health and care more accessible, more convenient and more effective for patients. As a result, patients will have more power to make better, more informed choices about their care which will also ultimately be more cost effective. Insight we can gain through shared information will also help us improve efficiency by ensuring that the right kind of care and treatment is given at the right time, from the start.
Standing still is not an option for the health and care system. Information and technology innovation has huge potential to help us provide more, and higher quality, care from the resources available to us at a time of increasing demand and this is an opportunity we must seize.”
Next to give us his views was Richard Corbridge from Ireland, Richard, this was Ireland’s first innovation week, what prompted Ireland to put such an event on? “First and foremost it was to bring the idea of Digital Health into the eye of the public. We have had over 3,200 individuals booked into the events in one week, all our events have been free and have garnered a significant level of interest from the people of Ireland. If the patient, the tax payer, wants to see digital in their health system to make it safer and more efficient then maybe an understanding of the level of investment that can be made can be got to. Secondly though the week of events has created a ‘platform’ to enable innovation in the Irish healthcare space to really begin to happen, and perhaps more importantly be supported, Ireland has an engaged clinical team, it is now starting to make the connections between clinicians and the technology leaders of the country.”
What do you see the blocker to innovation in healthcare being? “In Ireland it can be sheer resources, funding and time being the hardest to come by. More generally in healthcare I would say it is the concept of building the jumbo jet as it flies down the runway, as digital leaders we have to keep so many moving parts on the go, the temptation is to focus on these and we can’t, we have to keep an eye on the future. There is a story of a bridge built in Honduras I have been using in presentations recently, an amazing bridge, started in 1989, by the time it had finished due to environmental changes the river it was spanning had moved. We have to be mindful of this happening to our plans and enable innovation and new technologies to influence them.” We then caught up with Andrew from Wales at the HIMSS ELS; you spoke of ‘not checking the Daffodils too often’ which went down well as an analogy, can you explain what you meant? “First to explain the analogy, aside from playing to the Welsh stereotypes, if you keep digging up a plant in the garden because it’s not growing, the very act of checking everyday ensures the plant never grows. There can be a tendency in health IT to give up too quickly and declare the project a failure, spending all our energies on checking and explaining, when what’s needed are steady nerves, encouragement and the will to succeed.The most troublesome periods in any implementation can be the early days, people are not used to the system, support can take longer as training becomes practical knowledge and the IT hasn’t settled down. Inevitably the first period is also when most changes are happening and every change is an opportunity for a problem. Admittedly there are times when the plant is a weed and needs to be killed off quickly but in my experience more often it’s a plant that needs nurturing. If we “fail fast” at every perceived problem we might never achieve anything, some of the great achievements have needed great perseverance.” As digital leaders what do you think the key strategy for leading in these times of most unpredictable change can be? “I’m not sure there’s a simple answer to this and if there is, please someone tell me. However my thoughts for what they’re worth are that: we need to be clear about what we are trying to achieve and recognise that in achieving our goals “digital” is not an end in itself but the means to something greater.
We need to keep that vision in our heads and keep doing things that gradually get us there. That will inevitably mean spotting opportunities that occur and changing the plans so that we can take the opportunity. It would be great to be able to stop the world, design it, then start again but the reality is that we have to make running repairs that are actually leading to a complete rebuild. We need to be developing great people who know the right things to do because they share the vision. Finally, somehow we need to summonses the courage to create certainty for others so that they, unburdened, can confidently get on with the doing.”
George was the next of the group we were able to speak to, the idea of the UK and Irish digital healthcare leaders being able to share more seems new, what do you think can happen if this is enabled?
“The days when we not only had to own the problem but also own the solution are over. It was wasteful in terms of time and money and we do not have the luxury of either! The benefits of sharing thoughts and ideas as well as good practices, lessons learned and solutions is mutually beneficial. The challenges our health and care systems face are the same, the largest part of any technology supported solution is generic. So, it is not rocket science to suggest that collaboration is the correct path to follow.”
The annual digital health and care conference in Scotland had a great selection of speakers, Richard spoke about different ways to engage stakeholders, how do you see that influencing the way we deliver digital health in 2017?
“The need to involve stakeholders from all communities of interest is fundamental to securing sustainable and scalable solutions to the wicked problems we face. The perceived effort it takes to engage the public can be reduced and the outcomes magnified by using innovative methods to support the process. The need to use multiple digital channels for engagement is going to become the norm going forward and will transform how we plan, develop and deliver services.”
The ability for countries to come together is highlighted through these leaders willingness to share, perhaps no more so will this make an immediate patient difference than between the Northern Ireland healthcare system and the healthcare delivery of the Republic of Ireland. Sean Donoghue opened the first whole Ireland Eco-System meeting in this same week with a rallying cry for collaboration on the delivery of standards and the ability to share key lessons learnt.
Sean, seeing the start of an Irish cross country collaboration at the Eco-System this week, do you see this model evolving across the EU?
“Inevitably it will, the key issue is whether it is driven forward by public and private health systems, or whether systems and leaders have to be pulled reluctantly to the table. Collaboration across systems is a key support to better sharing of citizen information and best digital care practice in to support better health and wellbeing across the EU.
We have that need right now, with a large land border that citizens of this island cross as part of their daily lives, including for health and social care. Too much of the approach up until now has had the feel of ‘make do and mend’, and that will not support our citizens to get the best from their own efforts and from health & social care resources. We have fantastic potential to build a shared digital fabric that can remove some of the worst impact of a land border on the experience of our citizens, and we’re determined to realise that potential. That means taking action now on shared citizen identification, and on shared standards.”
All of the leaders we have spoken to in the last week place the patient and clinician at the centre of the digital revolution, how does the Eco-System meeting do this and how do you ensure this is maintained beyond this initial coming together?
“The driver for sharing is the needs of citizens; that is very well recognised by health & social care staff, who voice their frustration at the barriers to communication, and thus to better care.
The Ecosystem meeting provides a place to check in, to celebrate successes, to remind us of what remains to be done, and to provide a public space for health and care systems and those who supply digital solutions to set out the agenda for further work. It is a visible and important signal of our intent to work together.
Sustaining this approach requires commitment from leaders, and of course, visible progress. The commitment is there, and the early signs of progress are encouraging. I am confident there is much more to come to inspire collaboration as the default way of working.”
In two weeks these five digital leaders have moved forward an agenda of collaboration, sharing and evolution in healthcare perhaps more than the UK and Ireland has seen in the last five years. The spirit of working together in times of change would often be described as the spirit of England, but, this collaboration shows that in digital health it has become a spirit of the five nations!
All of the leaders commented on the amount of change in 2016 being unprecedented, however they all spoke of ways in which they had built a strategy to cope, maybe what change will do is foster a degree of collaboration that the global healthcare system has not seen before. We asked a final question of the two leaders from the island of Ireland, what was their own predication for 2017 in digital health; the Republic of Ireland’s CIO said, ‘We will see the ability to deliver complicated care information digitally to the patients of Ireland and allow patients the ability to add information to their care record in such a way as to enable it to be useful to clinical staff.’
Sean’s final comment perhaps is a shining example of how this group are starting to think when it comes to the transformation of healthcare; “The most exciting development is the sharing of information with citizens, and building shared workflow to provide more flexible, tailored care. I expect tangible progress with all of my colleagues on this in 2017.”
Richard Corbridge finished off a number of the presentations over this period of time with what is becoming almost a trademark phrase of his, Imagine A World, the conversations with these five digital leaders allow us to imagine a world where the much promised future can actually become a thing of reality, where integrated care can be delivered through a digital platform and patients will feel that the care they receive is within their own context, a huge leap forward for how these countries enable innovation in the health care system.
First published in HIMSS UK in November 2016.
Answers to questions can change the world, of course they can! When I fly I so rarely check a suit-case in that I had forgotten the words that you are asked before every flight until this year’s summer holiday. Did you pack this case yourself, are any of these (dramatic wave over picture) items in the case, could this case have been tampered with?
Western, male, childish human behaviour always, always makes me want to answer different to how the desk operator expects at this point, but I don’t, I behave and move along the line. But this summer holiday season these questions did get me thinking about the parallels to healthcare. Are the questions the right questions, are they based on enough background information, are they asked at the right time and does anyone really consider what the answer could be?
In Ireland we have three projects known as Light House projects, specific disease areas of focus where we have applied investment that has delivered learning and solutions for the healthcare system. Interesting in the context of question asking in particular is the Bipolar Light House project; one of its early deliverables is a solution that allows the person suffering with the disorder to record their feelings daily. In time and with the patient’s awareness the questions will be prompted by other data, for example has the person been outside today, exercised, and interacted with others. The question and the context of the question is just as important as the answer in these circumstance! And yet current ‘best practice’ is to ask at each consultation, how have you felt over the last month?
And to match the current best practice we also have human nature, where the obvious answer in Ireland in particular is, ‘Grand, thanks’.
Cause no fuss, almost regardless of disease type is the patient ethos when it comes to the sharing of information, and perhaps even more so in complex mental health areas. If a patient wants to share information then it is our role, maybe even our main reason for being in the digital health industry in the future to enable this to happen.
Are the questions the right questions to ask, clinical practice knows because of the wealth of knowledge that clinicians have what the right questions are and how they need to be asked. This is fundamentally why we need clinicians involved in the design, build and test of every system deployed into our healthcare system. Seeking clinical support from the design phase onwards is not a simple task though, design comes with personal perspective and opinion and therefore getting to a point of consensus is always going to be difficult. Maybe then the arbitration vote on the design of an information system that is asking questions should be the patient, to truly deliver contextualised care where the right questions drive a type of care that is infinitely safer, more efficient and makes the care delivery feel like the fast lane for baggage check in and the first class lounge at the airport!
Questions in health need to be based on enough background information to make a difference to the care that the patient is going to receive in a short space of time in the initial consultation. Systems need to inspire the right question.
The airport questions have to be asked at the right time, in health we need to consider are our questions asked at the right time and by the right people. One of the most common perceived benefits to an EHR in an acute hospital is to remove the need to keep asking the patient the same questions over and over again, not just because, lets face it, it doesn’t instil confidence in the patient or the delivery of care but because it is simply inefficient and unsafe. But really an EHR in an acute hospital can do so much more than fix this issue when it comes to asking the right questions.
As Ireland prepares to go live with it’s first EHR in the maternity hospitals of the country we can see a huge enthusiasm amongst clinicians because the system is going to prompt them, based on data, to ask questions against early warning algorithms. The questions will be prompted because the patient is at the centre of a new type of ‘network’ where devices that measure are plugged into data and where the two spheres of influence, the measure and the data, can come together to inform the intelligence of the clinicians so much more than simple observational charts allow us to do today. That’s is why we, the health technologists, got into this business really, the connectivity of technology that allows us to create an Internet of Things that has the patient at the centre, maybe a new name for IoT in health, the Internet of the Patient, IotP!
If you did decide to answer the airport questions differently to the expected answer what would happen? I would hazard a guess a serious double take would be the first thing as the clerk behind the desk has probably never had anyone answer in any way other than to confirm the answers they expected to hear.
But when formulating the questions does anyone really consider what the answer could be? Imagine if a patient answered differently to expected, how much would it throw the care process. In 2006 I was seriously ill in hospital, no one knew why, no matter what questions were asked the team couldn’t get to bottom of it, so they put me in ICU and wired me up to every possible machine, turned down the lights and observed, when the questions fail observation and time are the only keys to unveiling the true nature of disease and illness. Questions answered can come from so many different quarters, in my case the fact I had travelled overseas was the key to unlocking what was wrong, but that took a more casual conversation than how are you feeling and could only be got to once I was stabilised. Somehow the ability to unlock that information needs to be a new focus for health if we are to deliver contextualised care. However the care that needs to be taken in unlocking the data and delivering it to the clinician needs to be significant, as Frank Buytendijk, a Gartner researcher has been describing for several years this could be considered to be ‘crossing the scary line’. The impact on care that data can have is phenomenal, but, two key actions need to be considered, firstly can the clinician handle the volume of data and second what privacy elements is the patient willing to give up to enable the clinician to have this information.
Imagine if we could give an answer that could cause a different question to be formulated! In so many other sectors digital information has already enabled business disruption to occur. If we can get to the point in health care where the question of the patient could actually move from how have you been for the last month to one where the clinician and patient already have the core data shared between them, the conversation can then move away from how to why and then to prevention. A clinician recently told me that the outpatient appoint for him, a psychiatrist, was as much a reminder to review the notes of key patients as it was an actual face to face appointment, with the right systems delivering the right information to all parties then that can become a shared responsibility and the mantra from the UK of no decision about me without me can be taken up even more strongly.
Next time I check a bag in at the airport I think I will have a little more time for the person asking the question, really they have an important job to do in simply asking the most simple of questions.
First published in CIO Magazine in August 2016. A collaboration with Elaine Naughton in the writing and development of this idea, a huge thanks to Elaine for this.
In the excellent Steve Jobs biography by Walter Isaacson, he describes a discussion between Jobs and Steve Wozniak where Jobs is explaining to Woz that the role he plays in Apple is that of an orchestra’s conductor, here to get the best out of the team, to ensure that they play in harmony and deliver to the listener the most inventive and yet classically rich vision of the original design. This conversation is said to have taken place after a strong ‘debate’ just before the launch of the iMac itself, Woz described by Isaacson had just exclaimed to Jobs that he was neither designer nor engineer and therefore did not really warrant or justify the recognition he was getting as the ‘re-saviour’ of Apple.
Is the creativity of the conductor the real line to success in IT leadership? After all the ‘band plays on’, or at least tries to, whether there is a conductor or not. Even as early as 1998 Jobs was describing, I think, what the modern CIO now needs to be, although maybe we now need an evolved model from conductor to DJ or rock and roll front man.
Why does the analogy and the model need to evolve? Well, in times gone by, the IT leader would have sought out the best in class people he needed. Much like creating an orchestra of around 30 talented artists, the Leader had to be the best that the orchestra could afford and then the conductor had to make them fit into the team, not always an easy job. The ‘prima donna’ persona of the highest calibre technologists is not always easy to integrate into a high-performing team after all. This then, perhaps, is where the evolved model comes in.
The leader of a rock band enables the band to “jam” develops a structure and order to remain in time, and chooses a rift as well as creating a tune as they play. Maybe this roll can be best described as the start-up innovator of the music scene. A band always needs a front man – someone with a vision for the sound they want to achieve and the charisma and charm to wow an audience, the band may play on if the front man leaves, but rarely as successfully; what would U2 be without Bono? or the Rolling Stones without Jagger? Queen without Freddie? Perhaps the best real world example of the rock star digital leader is Larry Ellison of Oracle, truly a front man if ever there was one to be seen in digital leadership. The owner, founder, creator and beating heart of the Oracle empire, whilst no longer leader in name still very much the charismatic front man of the brand and indeed, band!
An orchestra, on the other hand, follows a very strict plan and each of the upwards of 30 members (over 50 for a symphonic orchestra) knows exactly what they need to play and when, whether it is solo or synchronised with their team (by virtue of the score). Only the conductor knows the full score and reads all lines simultaneously, knowing who to call on and who to bring in exactly when they are needed for the orchestra to continue playing in harmony and in time, and for soloists to have their moment to shine. A digital leader in the style of the conductor does just this. The danger here though, is if only they know the full picture, keeping everyone focussed takes a huge amount of energy and enthusiasm. Many public sector digital leaders are of this style (often by necessity) as the full picture is in reality always being altered and reconfigured a small amount by the political leaders and paymasters.
The conductor’s role is an art form and a talent, while being a very technical job. Take the conductor from this and time signatures slip, the musicians become discordant and eventually chaos ensues. Just as with Jobs and his temporary departure from Apple, as conductor of that orchestra he was never truly replaced and therefore for a time the music was not what the audience needed to hear. The creativity, in the sense of innovation of the music, belongs to the composer rather than the orchestra or conductor; with this in mind maybe we need to see the digital leader as composer and conductor more often!
A DJ, unlike the conductor or rock band front man, can take the best work of a much wider variety of stars, mould them together until they find the right mix and then play it for the audience. The DJ doesn’t have to integrate the full character of the artist just that moment of excellence where the beat fits or as the very wonderful NetFlix original puts it, ‘When the Get Down arrives’! A modern successful digital leader then is going to be a DJ! If we consider the ‘gig economy’ to be the future in digital then this kind of character and behaviour is likely to become even more prevalent when building successful teams. The magpie-type ability to bring all the best bits together for one moment of excellence that then can be repeated.
We believe the skills of a DJ are also key traits of a transformational leader: someone who motivates and energises their employees to get behind a transformation strategy, creates something that has been written about many times before, the creation of a fan base if you will!
The styles of these three analogies allow us to consider the nature of digital leadership. There is a mix of two key styles here, one is transactional the other transformational. The conductor is transactional, planning, organising and controlling. The DJ is transformational challenging and changing organisational culture, coaching and developing people, creating a climate of trust, establishing a long-term vision. The front man perhaps mixes both styles dependent on the need of the audience or band members, an ambidextrous style that is agile and responsive as startups require to be.
The analogy can continue in a number of ways beyond just the parts of the mix. A DJ brings with them the theme and the end point they are trying to get to, much like a high performing digital leader needs to, they start with the end in mind. Also, the DJ needs to be aware of the change in trends, evaluate them and consider how to adopt them into their fabric, so much learning of how this is done from both professions; I would love a temporary job swap!
The Jobs autobiography also describes the moment that Woz and Jobs first met from Woz’s point of view, “We first met in 1971 during my college years, while he was in high school. A friend said, ‘you should meet Steve Jobs, because he likes electronics and he also plays pranks,’ so he introduced us”
Jobs and Woz learnt they had so much in common, and yet were so different. The wonderful “Small Data” book by Martin Lindstrom references a Harvard Business Review article by de Swaan Arons, van den Driest and Weed called “The Ultimate Marketing Machine”. The article suggested that there are three types of people needed to make a marketing company successful, they are:
Think people – Who focus on data and analytics
Do people – Who have responsibility for content, design and production development
Feel people – Who are all about consumer engagement and interaction
I wonder if the modern digital organisation can apply this exact same logic as has been done here for the marketing team. The types of people the IT leader needs to bring together are defined less by their technology specialty and more by the person type they act when they are in a delivery focused team. Back to Jobs and the Apple empire, the success of the original swathe of ‘i’ products has always been put down to two elements, one, Jobs own meticulous eye for detail and two, the design standards of the team under Sir Jonathan Ive. If we overlay the commentary from the article in the Harvard Business Review referenced above and the conclusions that Lindstrom himself makes on this article we start to see that the way this team has been successful is by ‘minding the small things’ by being a team that is led by a digital orchestrator but exists as a team that can deliver empathy together, to the benefit that is trying to be attained.
A modern, successful leader needs to be a strategist, a “front-man (or woman)” AND be able to conduct a complex set of teams in a harmonious way – or at least empower capable section leaders (upper strings, lower strings, woodwind, brass, percussion) to do so on his or her behalf.
The theories of Lindstrom in Small Data will blow your mind, you regularly turn a page and laugh at the conclusion he has made and how it applies so completely not just to modern marketing ways of working but to how the right digital function needs to deliver. Whether as leaders we are badged as CIOs, CDOs, Conductors or DJs we don’t care, we just want to be able to make IT work.
…… as a post script we really do care! Two IT leaders were involved in the creation of this article, one of us wishes they had taken the path of enlightenment and become the superstar DJ of their dreams the other is progressing from playing second fiddle in a growing orchestra to becoming a conductor and leader of a great band.
First published in Irish Tech News in September 2016.
In 2014 eHealth Ireland was introduced by Microsoft to the concept of a ‘digital fabric’. I personally love a good analogy as a story telling form and believe that it is perhaps the best way to get a message across. The concept of a digital fabric has now woven itself (pardon the pun) completely into all that eHealth Ireland are delivering. But now as we hit the back end of 2016 and we have the CEO of Microsoft visiting Ireland to see what that fabric has done I wanted to try to explain how the concept evolved and how we made it Irish.
In 2014 the decisions that needed to be taken about the type of fabric we were heading for were still in the earliest of stages. A newly woven fabric or a patched up solution of all our favourite old outfits really was what we thought were the core decisions. No healthcare system has ever been successful in ripping up the old and bringing in the new, it either hasn’t got off the ground or gets thrown away never to be brought out of the wardrobe again, let us call this type of fabric the ‘Shell Suit’ fabric! The shell suit was perhaps the worst fashion misdemeanour of my youth, and I am pleased to say it has never come back into vogue! For me the concept of simply adopting a monolithic digital system for healthcare just because others have was the worst decision we could have made. We had good advisors, vocal clinicians, seasoned experts and the ability to understand the history here to make sure we didn’t head down this route. Which is lucky as we now look around the world at the shell suit style mistakes that other healthcare systems are now recovering from. Primarily this would not have worked in Ireland because of the way in which the Irish clinician delivers care. Irish clinicians know how to make the system here in Ireland work, they are experienced to work within a system that has limited resources but a wealth of knowledge, they know how to manoeuvre a patient in the system through the complexities of a model where
Another type of fabric that has to be considered is that staple of every wardrobe the perfect pair of jeans! Let’s take this to be the operating model of eHealth Ireland. Like with trying to get hold of the perfect pair of jeans the operating model had to be all about the right fit, it had to take on board the references of the past and estimate the trends of the future and it also has to be built to last. Moving from a local operating model where functions were repeated and national standards were optional was a giant leap for eHealth Ireland but one, through consultation, Ireland moved to in March 2015. The issue now though as we move to the last quarter of 2016 is that the model was designed to be in place with a larger resource, the model then is becoming a little frayed at the edges because of this, also some of the ‘trends’ have changed and evolved at a different rate to the original thinking thought would happen, there is a fear we could be left with a pair of frayed boot-cut jeans when the original 501 is ‘de rigueur’ in 2017.
We are lucky here though, the digital fabric that we are moving towards is not so tightly wedded to the operating model that changes are impossible. The concept of clinical leadership of every project for example was something we thought would take time to get to whereas in reality in 2017 we truly will have got there. The idea that the Individual Health Identifier would be deployed as quickly as it can be in 2017 is another area the digital fabric will now need to evolve more quickly to accept, but again it has been built and agreed to enable that to be so.
I was once told that the easiest way to ensure that nerves don’t get the better of you when presenting is to be dressed just one degree smarter than you really need to be, that way you will have your ‘armour’ on. I think the best way to guarantee this is to be decked out in a Paul Smith suit personally. The eHealth Ireland digital fabric has driven hard the agenda of engagement, with the public, with clinicians, with other government departments. It has taken this part of the agenda very seriously and has worked to the ethos that if we are going to be successful then the whole of the fabric needs to be knitted around the person of Ireland. The engagement will continue on into 2017 with the novel way in which the Electronic Health Record market place will be tested, eHealth Ireland will create a series of Irish personas, we will give these personas names, conditions, characteristics and ask the market, ‘how does your system make these people better quicker?’ or ‘how does the system ensure that the role of the persona (a clinician) can be delivered more efficiently, more safely and in a more rewarding way?’
eHealth Ireland plans for this route to market so that the people of Ireland don’t get an IT system they get a reformed healthcare system supported by a person centric digital solution.
The open and transparent nature of eHealth Ireland is another element of the fabric that we are trying to ensure enables and facilitates a smooth journey to implementation. Jeffrey West shoes are some of the most original footwear I have ever seen and always get commented on and noticed. The social media and digital presence that eHealth Ireland has fostered is one of the routes to transparency and engagement that is quite different for the health system of Ireland but is a route that has been considered by organisations as eminent as the World Health Organisation as crucial in the way in which people can become engaged.
eHealth Ireland took the decision early on to use digital as a platform to engage the people of Ireland. A public consultation on what an Electronic Health Record could be in Ireland, the Privacy Impact Assessment conducted in draft in the public domain and animations explaining to patients how they can be eReferred are just some of the routes that have been implemented. In a similar way to the famous Northamptonshire cobbler every piece of communication has been tailored for a very specific situation which has enabled the success of these communications products and has seen eHealth Ireland rise up as a brand that the public are beginning to believe in and trust in.
The protection that the digital fabric needs to offer the patients of Ireland needs to be second to none, it needs to be steeped in history and reliability needs to be recognisable by the people of Ireland as affording a higher degree of information security and integrity than ever before, the Belstaff Motorbike Jacket is my reference point for this. First made in 1924 and considered to be the ultimate in protection when riding at speed in all the elements the jacket is also synonymous with cool, how to make people fans of information security and governance has been an ambition of mine for the last ten years in health technology at least. Those in the know as why wouldn’t you want to be interested in information security and governance and yet it is often the poor cousin. What eHealth Ireland has done by making it the ‘Belstaff Jacket’ of the digital fabric is try to ensure that we all understand what security and governance mean when it comes to data, how do we remain with a degree of preparedness for every eventuality and how do we utilise partners like Microsoft to help us deliver what we need.
Ultimately this digital fabric wraps around the patient like a silver blanket after running the Dublin marathon or a warm towel after the Boxing Day swim at forty foot! The delivery of the fabric will take on all sorts of directions and eHealth Ireland is there working through each direction as it reveals itself to us, enabling us to be agile and react in a way that keeps the patient at the centre of what we do and the clinical benefit at the heart of the design of every system we look to deploy.
When a member of staff offers to put you in a shed at the bottom of the garden for the next 12 months, what does it mean I wonder? So far my time in Ireland has taught me so many new phrases. Most hilarious was learning what being ‘put on the long finger’ meant, however today on the eve of our all staff meeting the concept of asking the leader of an organisation to go and hide in the shed at the bottom of the garden for a little while I thought was uniquely Irish, turns out its not. It’s perhaps a bit unique to the style of CIO I aspire to be.
The all staff meeting occurs twice a year. It has become traditional to try to pull together a blog post for each of these on the eve of the event that sets some of the tone or theme for the day, gives us something to reflect back on and adds a bit to the conversation as the day progresses. The theme for the staff event this time is quite simply ‘Delivery’. We have had ‘Transition’, ‘Transformation’ and ‘Connectivity’ and now we move on to the ‘pointy end’ – delivery as a theme!
Delivery style applies nicely to the concept of the leader of any organisation being put at the bottom of the garden for a little while it would seem. In just under two years the team has moved mountains, to completely re-structure a function and put in place a national focus that organisations like the World Health Organisation are giving Ireland credit for. The credit for making this happen goes to every member of the team though.
But, when the team offer a ‘deluxe shed’ for a few months to the leader it is time to stop and ask why. Strategy and delivery go hand in hand. A CIO needs to be able to do both simultaneously, Grand plans badly executed will not change the way healthcare is delivered in Ireland nor will rushing at a problem head long without a vision in mind. It is well documented and in the public domain the distance Ireland has to travel with digital health. It has become a little too easy to move quickly without always the consideration needed for keeping the whole team on the same path.
One of the key principles as we moved to transition and transformation of the team was ‘don’t break anything’. We haven’t, but maybe on some days it feels like we have come really close. We are currently operating a resourcing style probably best described as robbing Peter to pay Paul. Not ideal and maybe one of the reasons why a proportion of the team wish I was away in the garden shed for a short while. A further principle though when we started this journey was to keep delivering new things, not to go away with a long term plan that had no new early benefits to the delivery of health. That requires a balance of strategy and operational delivery that isn’t always there for technology teams in health but Ireland has been able to make this work better than I have seen anywhere else.
The most successful of teams are really hard to create. They certainly do not come together ready formed and need a plethora of different elements to make them work. Sport is littered with examples where teams do not equal the sum of their parts and the results simply are not there. Take the difference in commitment from this year’s soccer Euros. The most telling moment of sport TV for me over the summer was a comparison of the Ireland and England team getting off their team bus. The England team exit in ones, big Beats headphones on, no interaction, and no conversation just 12 super stars in perfect isolation. Cut to the Ireland team, talking to each other, gesturing at the stadium, practically hand in hand ready to meet the challenge. The team in white had one of the worst sporting performances ever and the team in green one of the best ever, in my view. Certainly as we head to the qualifiers for the World Cup I am hoping my adopted home allows me to be one of the #BIG rather than a miserable man in white.
The leaders of these two teams had very different sheds. England seemed to have a shed that was strongly built, just a small window and an appointment system to come in for a look with edicts passed under the door every couple of hours about what to do. The analogy for me of the Ireland shed was more of a gazebo, open access, everyone able to see what was happening, to share ideas and move the whole structure easily moved around.
The need to deliver is a pressure the team has to try to handle daily, and that pressure comes from an unwavering pride in what is being attempted. The team has embraced the concepts of the new operating model and is trying hard to make it work often in the face of some adverse conditions, but each small success moves us one notch further towards creating a digital solution that can tangibly make a difference to the way health care is delivered in Ireland. The need to keep delivering, to prove what eHealth Ireland can do, is with us all the time. No matter each success, the media will always find a story that does not play the positive element of digital health. Whether it’s the fact that the wider eHealth Ireland eco-system has sought guidance from an organisation that is globally recognised as a ‘digital-first’ organisation (and for writing about restaurants on that platform) or that eHealth Ireland has pushed hard to be part of the NHS CCIO/CIO councils, these elements do not serve the organisation well in the width of the Irish conscious and perceptions of what is being delivered. And yet they do serve the ability to deliver well!
Camaraderie has to be a big part of how the team works, and that can’t be forced to occur. We are trying lots of different ways to create small eco-systems of support. The amazing initiative from the team around eHealth Moments starts to really put new and exciting opportunities in place. A safe place where the team can share experiences, ask for support, get to know each other or simply understand the many projects and services that are delivered, all on one platform where staff are able to introduce themselves with this now world changing words…
Hello my name is…
I can’t wait to see the way this will bring the team together, and after all, as a digital organisation dispersed across the country, we should absolutely use the tools to hand to achieve improvements to the team culture.
Dare we ever try to emulate the three musketeers’ motto in eHealth Ireland I wonder? It is cheesy but a very good friend used to have it on his email signature, ‘All for one and one for all’. We are trying to get there. I know there will be some of the team who read this who are not sure if they really fit into this, and yet I am committed to get everyone in that shed with me, that’s the style of CIO I want to be!
Times continue to be exciting. An old boss of mine in the National Programme for IT was fond of saying to staff as she passed them in the corridor, she speed walked everywhere,
‘No one said it would be easy, everyone said it would be worth it.’
So rather than just putting the leadership (or worse just me, I need some help) in the shed at the bottom of the garden, who wants to join me, we can break the rules, change the rules and support each other in being committed to delivering, we can strive to keep the positivity and sometimes ignore the negativity.
First published in the HIMSS British Journal in August 2016.
Turning grey hair to darker hair to protect youthful looks has been a trend for decades, and yet in IT we want maturity to not be grey, kind of odd really! Whether we are calling it shadow IT or grey IT it doesn’t matter. What does matter is that every national health system that has tried to implement a country wide digital answer to connected health first, has to at least understand the different shades of grey that exist in the system.
This has to be done before any success can be made of a national solution.
No matter the pantone of grey that has been implemented it will exist in health perhaps more than in any other business area. Why is health so grey in its IT delivery? I would suggest it’s down to health lagging behind in the ability to innovate and adopt new technology particularly at a national level. Local health technology projects are able to adopt business change and technology at a rate akin to the consumerisation of digital, but ask a national system to do so and it is like asking the plumber how much for the washing machine to be fixed, a whole lot of teeth sucking and estimation ensues. Engagement in grey IT is also a huge factor, a grey IT solution probably is clinically led from the offset, as it is highly likely that a clinician has championed the greyness and because of this a national public engagement is not going to be necessary, because locally it can normally be achieved with less concern due to the smaller implementation scale. This element I worry about the most though, how many grey IT projects meet the data protection requirements applied to health are or indeed the cyber security protection that health needs more and more of? And as a health IT leader how many projects are you going to be asked to take on when the going gets a bit tougher.
But back to that plumber! My suggestion is back to the old business change chestnut! To make national IT solutions works requires national business change solutions to be implemented, and funded. Government and healthcare systems globally want to use technology to standardise the delivery of healthcare and yet we now all realise that the way to success is to enable clinical choice and to build the project on sound business change principles, clinical standardisation may be an outcome of the delivery of national digital solutions but should not be the reason to implement.
In recent months we have seen the NHS launch two ambitious plans to reveal the local digital maturity of the entire service; the answers were startlingly different from locality to locality. Again we find ourselves asking why the dramatic local differences and does it really exist. I would suggest differences do exist, prioritisation at an NHS board level and the starting point even further back will have had a huge impact; however by far the greatest impact on any new understanding of a national maturity is the incentives to reveal all. If the assessment can bring money then the wiley health organisation may well down play their current position to get their hands on much needed funding. However on the other hand if the assessment is going to place the organisation in some kind of league table or ratings created then the opposite will occur.
Here in Ireland we have a digital immaturity in health that is well documented, and yet we have some centres of excellence in disease areas or locations that rival other parts of the world. We need to assess how to build on these centres and we need to work out how to share better. The reform of the Irish healthcare system that is underway has an objective to create larger, sharing focused organisations, doing this for digital is going to be a challenge but is at the heart of the next stages of our five year plan.
A digital maturity understanding across the health sector is being approached by Ireland’s CCIO network, rather than asking IT leadership directly we will ask the clinical network to describe what they think of the maturity of the organisations they work within in the first instance and then go back to validate with the expert technologists, hopefully cutting out the issue of perverse incentives coming into play as much as possible.
The results of this will then drive not just a prioritised work plan for implementations like the whole Ireland maternity and new-born system and national lab system but will also be used as an investment case and readiness starting point for the implementation of the Electronic Health Record.
A clinically led view of the greyness of digital and the need to build the foundations on this could be best summarised by using the famous hair product catch phrase, ‘why take two bottles into the shower when one will do,’ in other words let’s get one digital maturity understanding done once by the right group of people to do it!
And as we started with the Grecian 2000 metaphor lets finish with ‘It lets you decide, day by day’, in other words brings out our natural and real ‘colour’ of IT in health!
First published to CIO.CO.UK
Just when you thought every conversation would be about Trump this summer someone decided to press a big button that didn’t say Brexit on it, it said ‘stick it to the man’ and very few people thought that meant leave Europe! Or certainly after the event that is what it feels like. As I have caught up with colleagues, friends and peers I have only found two people who are proud to have voted leave, admittedly one was resplendent in union jack cuff links and belt buckle so maybe shouldn’t count due to crimes against fashion! So much has been written from within the UK about what it could mean for this role we all love, the CIO role post Brexit will change, we have no doubt about that. I am no longer living or working in the UK, whilst only 50 minutes with Ryanair away Ireland is very much a different country, and I love it for that.
The morning of the 24th of June will be one that the modern CIO will remember for years and years to come. It has become the where were you moment of the ‘teenies’, so many people describe the story of turning to their partner and saying, crikey it happened, we are leaving Europe and the look and squeak of complete and utter astonishment from the other person whose twitter feed hadn’t woken them up first. I wonder if Boris and Farage were as shocked as the rest of the globe was.
The google search for how to get an Irish passport over that day is said to have been the most common search in Dublin and then the need to continue the conversation with digital leaders throughout Dublin really began to happen. It has now become the conversation at every meeting of CIOs and IT professionals in this bustling digital city and not having an opinion or a new piece of gossip about the impact is simply not allowed!
The good it will do for Dublin in the short to medium term seems to be huge as more and more companies are said to be looking to have a location in the city, after all it is English speaking, in the EU and with the Euro, not to mention the amazing digital eco-system that has sprung up already. But will it be for the good of the wider Ireland? My own opinion is possibly not; there is a huge risk that Dublin becomes more and more like the London of Harry Enfield’s imagination, where Dublin is the place ‘with’ and much of Ireland becomes the place of aspirations, and that I think could be an Irish outcome of Brexit without very carefully national leadership.
The immediate impact on a CIO delivering digital solutions to health in Ireland has been significant. For example data sharing agreements for the island of Ireland will need to be looked at from a different point of view once article 50 is triggered. The delivery of health care if you are a patient living on the boarder suddenly could be a very different prospect for a non-EU Northern Ireland. The technology to support this will need to have a very different plan to that being considered pre-Brexit.
The 8th of June saw the Republic of Ireland announce an EU member state first, a Health Cloud First policy. Brexit now will mean that a wider consideration of where data goes from a disaster recovery point of view needs to be had, if data is leaving the EU what does that mean and what will the UK data agreements be with a USA. More open and free movement of data between Uncle Sam and the May state is quite a scary prospect to manage with the privacy concerned of Ireland. Certainly a Brexiting UK with May at the helm is already building up a worrying record of a willingness to downgrade digital privacy considerations.
The advisory and consultancy firms that Ireland’s health sector has been working with as it moves towards its full Electronic Health Record programme moved from conversations about NHS expertise and knowledge to different countries overnight, suddenly Canadian knowledge and experience is de rigueur amongst the partners seeking to impress the eHealth Ireland function. Why though, is it because an NHS post Brexit would be less willing to share or simply because the sheer amount of work to now do in the NHS will be simply too big to offer up guidance to Ireland. Personally I don’t believe it is anything to do with the NHS really and more to do with the large consultancy firms trying to stop the conversation being ‘just’ about Brexit and wanting it to remain on topic.
The Brexit promise to the NHS of 350 million a week more in funding was withdrawn by the morning of the vote, the NHS is heading to a deficit that is eye watering and will impact upon the priorities of a minister for health who never really jumped one way or the other when it came to Brexit. In Ireland we have a minister who is insisting that the country needs a ten year plan, or at least a five year plan to reform the health system. The optimism in health in Ireland in a post Brexit world is quite significant, the number of Irish citizens working for the NHS is huge and Brexit just became another leaver to try to persuade them to return home. Around 5,000 of the health staff of Ireland are English though, the thought of not being able to do the job here in Ireland is a nightmare scenario but one that now needs to be on the risk register.
The one thing that as a CIO with a penchant for social media I did come to realise more and more during the run up to Brexit was the concept of a the social media influence bubble. So few people ever seemed to be talking about voting to leave and yet somebody somewhere clearly did make that choice. The dawning thought as social media became awash with despair was that the influence that the social media format has on you is way more to do with the bubble that you are in than a truly independent view of the world. A great many have complained they simply couldn’t get good media facts and knowledge to build up an opinion; maybe there is something in the fact that we are now using social media as a news outlet that hugely influenced that. Brexiters were compared somewhat to an extreme political view, racist with lack of global view. And yet in a post Brexit world clearly that simply cannot be true!
A recent Irish Times article rather tongue in cheek suggested a coming together of Scotland, Ireland and Northern Ireland as an EU state. Whilst done in a mischievous way it grew legs and in less than 24 hours people were discussing this as if it were a real possibility. The desperation to find a way to maintain some of the status quo in the digital world we are trying to live within is having a huge impact on what we think of as the art of the possible. The conversation now needs to shift, away from desperate plans like the ‘Scotireland’ and move towards what needs to be done to make each of our areas of concern work in a new world. Every EU state now needs to have a digital consideration of Brexit and build policy and solutions on how to make this work, the EU of a shared digital future has changed forever and each one of us now has a part to play in understanding what it will look like next.
As something of a post script to this piece, there is a town in county Tipperary called Twomileborris, the name Borris is generally thought to be a Norman word for stronghold or district, maybe, just maybe the work of Boris to deliver a Brexited UK could end up creating an even stronger digital stronghold for Dublin, and with the right considerations and policies the whole of Ireland, certainly the opportunity seems to be stronger than the threat. I had three adoption offers and the passport application process explained to me in detail within 24 hours of Brexit, I hope that means I am going to be in Ireland for some time to come, but I really do hope that the CIO fraternity of the UK can make Brexit work for digital, the whole of the EU still needs it to, in or out!
The eHealth Ireland Eco-System was a year old last week, a great achievement for the team to go from the germ of an idea to the formation of a self-supporting Eco-System that has seen the meeting of many ideas and organisations that have been able to be another hand on the tiller, steering the eHealth Ireland agenda.
As part of the birthday celebration meeting we have invited a different keynote speaker from a background outside of health, Niall Harbison, founder of Lovin’ Dublin, inspired the audience with his vision for an integrated Health system. Niall opened his presentation with a slide stating “The world is changing so fast” he brought the audience through a whistle stop tour of what it means to be in Social and Digital Media today in 2016 with a great emphasis on being mobile first.
Niall told us that over 90% of traffic is now via mobile. He spoke strongly on the importance of engaging with our stakeholders through different social media platforms such and commended us on our use of Twitter Hours and our transparency agenda for developing relationships.
Niall spoke about how we all need to be content masters. It’s up to all of us to inform our stakeholders in a way that interests them about what we are doing. It was refreshing to hear Niall speak about what he believed would be the future of health. He spoke about what it was like to not be clinically informed but that he would like to be able to see a future with telemedicine, where he can see a doctor when it suited him, where it suited him and be able to get his prescription sent to him electronically. Niall spoke about how he had great respect for all involved in health and their movement to digital.
He spoke about Apple and how even they, being a multi billion dollar innovation dynasty, have difficulties in mastering this market. The fact that we are trying to digitize something so large and disparate is a challenge and how its often much easier to start with nothing, he likened it to “herding cats”.
This is why he believed that the health innovations would actually emerge from countries where there is nothing currently there. Where they can adopt technologies and build new solutionsquicker. He also pointed to the fact that we can’t believe our stakeholders don’t want or expect this service or will not be able to use it and spoke of the quick adoption by taxi drivers of technologies such as UBER and Hailo and how people would have presumed that taxi drivers would never have adopted that technology
Niall spoke about where health was and asked us to consider what it would be like to pitch Health delivery as it is today in Ireland to Warren Buffet as a business idea, what investment did we think we would secure. If we can’t secure the idea of delivering health as it is done today then just maybe the answer could be a digital revolution was the noise left ringing in many peoples ears.
Niall finished on reiterating his first slide “The world is changing so fast. When will it happen to health?” and an inspirational quote from Michael Jordan;
“I’ve missed more than 9000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed”
When experts from a wider digital field listen and speak to health audiences it always brings a refreshing and different challenge to what we think and do. Imagine being able to reform health at the speed of an organisation like Lovin’ Dublin has been able to form and become a house hold name. All through my own career I have pushed hard to ensure that we can learn as much as possible from other business arenas in health, after all the facts and figures from various studies point to health globally being way behind other businesses so there is clearly going to be something new to learn.
The eHealth Ireland agenda is not unique, but, it is now moving at a rate that requires a different type of support to see it succeed, one straight out of the innovation and new thinking kit back. In the words of Bob Wachter at a recent Kings Fund event,
The purpose of digitisation is not to digitise, but to improve quality, safety, efficiency and the patient experience of healthcare.
With that ringing in our ears we are ready for the next year!
A year ago we were invited to be involved in the Future Health summit for the first time. We built a house as the theme for the event, from blue print to decoration eHealth experts from across the EU used the story of creating a new build as an analogy to describe how eHealth Ireland could build on the foundations it was putting in place to create an eHealth system that could deliver a digital fabric for health in Ireland.
A year later and we have a different theme this year. The eHealth Festival has been pulled together, imagine the process of moving from foundations to a woven digital fabric throughout the country and the complexity of doing this, we have landed on an analogy for this too, putting on the mega festivals across the world, Coachella, Glastonbury and Electric Picnic. Surely a task with a long term view, a success criteria that includes immediate success and bringing joy to millions of people. The team are working hard to put on the festival all day on Thursday.
The eHealth Festival is a truly global affair, taking lessons and experiences of digital health from across the globe and applying them to the plans for Ireland. The first stages will be to consider what it takes to find the right festival site and theme, applied to the delivery of eHealth this section will focus very much on how to set the vision for the future as thoroughly as possible. A number of key speakers with NHS experiences will provide us insight into how engagement was gained at a plethora of sites with very different focuses ranging from a wide ocal geography coming together to adopt a standards based approach to the adoption of an open source model across a major cities record sharing approach and on to a major London hospitals insistence to get it right and not ‘simply’ follow the model brought to bear before.
Every guest speaker has been set a number of music festival themed challenges over the day too, ranging from the slightly different event photograph to a whole series of theme songs being picked; some of the music could get loud! Picking the theme songs has been an important part for each of the presentations as it will reflect the theme of where the presentation goes, so listen out for that.
In keeping with the way eHealth Ireland has evolved over the last year there will be some focus on the way we engage on technology in health as well. One of our partners Think Visual will be able to provide a different insight into how to engage clinicians and patients in a different way, using pictures and visuals to create a journey for them to join us on. This promises to be an exciting look into the art of the possible in this area.
Our focus has been on health care and a somewhat traditional version of health care over the last twelve months, the ability to deliver a new paradigm of research capacity with digital health must not be forgotten, nor must the citizen choice in how this occurs. With this in mind we have a speaker with a huge amount of experience making a health charity digitally capable, the lessons we can take from this I am sure will set the agenda for us in this space.
As with last year we have tried hard with the theme and the brieif to speakers to keep the ‘sales pitch’ presentations away, at the eHealth Festival it would be like the Darkness reforming! But, we need to create relationships with the vendor community over the next year that is a for sure! So in keeping with the festival theme the vendor community will be putting on the record label A&R man guise and trying to encourage us to understand why their label is the one of choice, why they are the Factory Records of the 1990s and not the SAW of the 1980s.
To round off the day we have a speaker by very popular demand, an expert in information governance, information security and getting the handling of data right. Asking a lady from Liverpool to speak on the theme of securing a festival is always going to be a little dangerous so expect some fun to round the day off.
As with any great festival there will be a few secret unannounced shows too by way of a couple of announcements that should set a tone that is exciting for the next twelve months, initiatives with internal and external focuses.
All that really will remain to say is… Put Your Hands Up For Detroit – All will be revealed!