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Delivering Complex Programmes

In today’s interconnected world, digital transformation and ERPs are not just buzzwords; they are strategic imperatives for organisations across all industries. The rapid pace of technological advancements, like AI, coupled with shifting customer expectations and cost pressures, has elevated digital transformation to the top of the agenda. Despite the widespread adoption of ERP and Enterprise Applications, many organisations still struggle to unlock their full potential, with many transformations documented as failures. At SmartCo, we help organisations navigate the complexities of their ERP journeys and digital transformation initiatives, driving sustainable growth, change, and innovation. Navigating Uncertainty: Why ERP is Essential for Future-Proofing Organisations In an era marked by disruption and uncertainty—from Brexit and Covid-19 to the conflicts in Ukraine and the Middle East—adaptability is crucial for organisations. While it’s easy to get swept up in the excitement around Generative AI, ERP and application transformation represents a way to fundamentally shift how businesses operate, engage with customers, and create value. From streamlining operations and optimising processes to enabling new business models and revenue streams, ERP systems like Dynamics 365 and IFS can revolutionise every aspect of an organisation. Realising this potential requires more than just deploying new technologies; it demands a fundamental change in mindset, culture, and organisational behaviour. By proactively embracing change and investing in ERP capabilities and application projects, organisations can position themselves for long-term success and stability, fostering the innovation that they ultimately need to differentiate. Charting a Course for Success: The Strategic Blueprint for ERP Transformation A successful ERP transformation initiative begins with a well-defined strategy, plan, and execution roadmap. Crafting a strategic blueprint involves aligning ERP efforts with overarching business goals, identifying key focus areas, and prioritising initiatives based on their potential impact and feasibility. It’s crucial to ensure that the ERP journey aligns with business goals for at least the next five years. Understanding the current landscape is essential before embarking on the ERP journey. This means conducting a thorough assessment of existing business processes, technology architecture, and organisational structure. Knowing your “as-is” state helps identify gaps, inefficiencies, and areas for improvement. It also ensures that the new systems integrate seamlessly with existing systems and processes, minimising disruptions and maximising value. Navigating this transformation requires close collaboration between business and technology leaders, alignment and buy-in across the organisation, and a carefully selected suite of external partners to bring in expertise and knowledge. By establishing a clear vision, setting realistic goals, and outlining an execution roadmap, organisations can navigate any transformation, ERP or other, with confidence and purpose. Leadership, Governance, and Assurance: The Cornerstones of ERP Transformation Effective leadership, strong governance, control, and project assurance are critical for ERP transformation success. Leaders must champion the agenda, foster a culture of innovation and collaboration, and provide the necessary resources and support for meaningful change. Organisations often lack the capacity to sufficiently resource internal SMEs and project teams. Addressing this early and bringing in relevant expertise to support robust governance structures and accountability mechanisms is essential. A strong project management team with the necessary experience and expertise is crucial to drive ERP initiatives, manage risks, and optimise resource allocation. We increasingly see clients running large application programmes seeking external assurance partners to act as a ‘critical friend’ to the Board. At SmartCo, we work ‘client-side’ using proven methods to assure and monitor project health, ensuring the right skills in the core team and enabling leaders to create an environment conducive to success. Leveraging Technology: Innovation and Integration While a successful ERP implementation often represents an opportunity for sticky Business Change, technology also lies at the heart of ERP transformation, serving as a catalyst for other innovation activities (like AI and RPA) and driving efficiency and growth. Organisations must embrace these emerging technologies once the enterprise platforms are stable and operating successfully across all business areas. Dynamics 365 and IFS, with their integrated suite of applications, provide the flexibility and scalability needed to meet these demands. However, successful ERP transformation isn’t just about adopting new technologies; it’s about integrating them seamlessly into existing processes, systems, and workflows and making the change stick! Sustaining Momentum: The Role of Culture and Change Management ERP transformation is not a one-time event but an ongoing journey of evolution and adaptation. To sustain momentum and drive long-term success, organisations must embrace a culture of continuous improvement, innovation, and agility using proven change management techniques. This involves fostering an environment where internal stakeholders are regularly engaged to have their ‘WIFM’ (What’s In It For Me) questions answered. By driving these conversations and investing in change management expertise where needed, organisations can ensure ERP transformation initiatives continue to deliver value long after the initial implementation. Measuring Success: Key Metrics for ERP Transformation To gauge the effectiveness of ERP transformation efforts, organisations must define clear key performance indicators and project metrics to track progress and measure outcomes. These metrics should align with strategic objectives and reflect the desired outcomes of ERP initiatives. A crucial step at the beginning of any major application-enabled transformation is to baseline the current business state/metrics, including spend, headcount, or process lengths (e.g., month-end close). These metrics can expose some uncomfortable truths but help form the business case for change and investment. Once baselined, these numbers should be regularly reviewed to prove that value is being created. External companies can support this value realisation process, providing tools and templates to aid this effort. Organisations must establish quantifiable targets and benchmarks to assess the impact of ERP transformation on business performance. By regularly monitoring and analysing performance data, the Project Delivery Team can identify improvement areas, course-correct as needed, and drive continuous improvement. SmartCo Consulting ERP Services System Integrator and Client-Side Assurance Services: Our expertise in system integrator assurance and client-side advisory services is a key offering that separates us from some of the other consultancies. We excel at maintaining clear project scopes that align with your organisational objectives. Through rigorous quality assurance processes, we identify and mitigate project-related risks and manage transformational changes effectively, including comprehensive communication and training strategies. Acting as your strategic partner, our client assurance team oversees SI partners, offers expert advisory services, and ensures alignment with your vision. We manage all aspects of your ERP implementation with a focus on quality, transparency, and continuous improvement. Project Planning and Control: Our consultants develop detailed implementation roadmaps covering timelines, risk and issue management, resource allocation, budget tracking, and milestone setting. This meticulous planning ensures your ERP project stays on track and within budget, delivering expected outcomes efficiently. Configuration and Data Migration: We ensure that business requirements align perfectly with optimised ERP functionality through effective vendor management. Our data migration experts handle the seamless transfer of data from existing systems to the new ERP system, ensuring data integrity and minimal disruption. Change Management: Our change management strategies ensure a smooth transition to the new ERP system, minimising disruptions to your operations. We focus on preparing your team through training and engagement, enabling them to embrace new processes and technologies confidently. Programme Audit: We offer a comprehensive programme audit service that provides an unbiased review and robust challenge of the programme at key stages, such as scope, plans, and budget. Our independent oversight ensures that project decisions are sound and aligned with best practices, providing an additional layer of confidence. By leveraging best practices and tools, we provide SteerCo-level assurance, challenging and validating programme decisions and direction to ensure success and adherence to strategic objectives. ERP Testing and Quality Assurance: SmartCo Consulting also offers a dedicated ERP testing and quality assurance (QA) service. Our QA experts rigorously test every aspect of your ERP implementation to ensure it meets your business requirements and performs flawlessly. We conduct comprehensive functional and non-functional testing, including system integration testing, user acceptance testing (UAT), and data integrity testing. Our focus on meticulous testing processes helps identify and resolve issues early, ensuring a smooth and successful go-live. By leveraging advanced testing tools and methodologies, we ensure your ERP system is robust, reliable, and ready to support your business operations. Resource Augmentation: Our extensive network of skilled professionals allows us to assemble multi-disciplinary teams to provide specialised assurance on specific functions or roles as required, ensuring you always have the right expertise at your disposal. About Oliver Oliver is SmartCo’s Partner and COO with 20+ years of experience leading large-scale, multi-million pound transformations. Oli is responsible for overseeing all programmes to ensure on-time and within budget delivery, creating scalable solutions that exceed objectives. About SmartCo Consulting At SmartCo Consulting, we are committed to delivering exceptional ERP programme results. Our dedication to flexibility, data integrity, transparent communication and continuous improvement ensures your ERP system not only meets but exceeds your expectations.

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Welcome to Tom Frederick

We are thrilled to announce Tom Frederick has joined SmartCo as Delivery Director. Wishing you a warm welcome from the entire SmartCo team. We sat down with Tom to ask him a few questions about his career path, his new role at SmartCo, what attracted him to SmartCo and what he’s most excited about in joining the SmartCo team. Hi Tom. What has been your career leading up to SmartCo? I have spent the last 19 years helping organisations design and deliver tech-based change. The majority of that has been spent in health (public and private) and social care, with a period in the middle where I spent 7 years in financial services. I have a deep passion to improve the lives of clinicians, patients and care givers through the best use of technology. What is your new role and what will you be focusing on? As normal I will wear a few hats. My primary responsibility is as Delivery Director, working in partnership with our healthcare clients to deliver great work on their digital transformation programmes. However, as we are small and beautifully formed, I will be working across our client portfolio, ensuring our deliveries are all going to plan, and supporting the growth of our awesome talent, helping SmartCo to be a great place to grow your career. What most excites you about being part of the team? I’m in a stage in my career where I’m focused on delivering, not just the planning, not just talking about it, but really making it happen. Our clients in health feel the same. A wise person once told me, there is no shortage of “what” in the NHS, but there is a shortage of “how”. I’m focused on the “how” and SmartCo is great at the “how”, which is inspiring to be around. It’s quite contagious, you can really feel the culture and it’s very motivating. What attracted you to SmartCo? We have recently been doing some work internally to help us better understand who we are and what we do. In that work we summarised the reasons why clients choose to work with us based on their feedback. The three reasons are that we are likable, credible and flexible. These three attributes sum up very well what attracted me to SmartCo. Tell us a fun fact about yourself? In a past life, I played basketball for England and professionally in Europe. It feels like a very past life at this age now 😊. Nowadays I get my basketball buzz as an assistant coach for a great semi-professional team (Hemel Storm). Last year was an amazing year as we went undefeated.

Welcome to Molly Gray

We are thrilled to announce Molly Gray has joined SmartCo as Project Resource Manager. Wishing you a warm welcome from the entire SmartCo team. We sat down with Molly to ask her a few questions about her career path, her new role at SmartCo, what attracted her to SmartCo and what she enjoys doing in her spare time. Hi Molly. What has been your career leading up to SmartCo? I have over 8 years of experience in resourcing and have spent the last 5 years working across IT, change and transformation, and procurement within the public sector. What is your new role and what will you be focusing on? I’ll be working as Project Resource Manager in the Health team supporting all the consulting engagements across the NHS. What are you looking forward to most? I’m excited to get involved in consulting work as that will be new to me. I’m really looking forward to learning more about our clients and all things healthcare. The culture at SmartCo is great and has a lovely family feel. What attracted you to SmartCo? Being involved in strategic partnerships with our clients at SmartCo and being part of a close-knit team all delivering towards the same goal is what attracted me to SmartCo. There’s a lot of autonomy/flexibility around your role and career path here which is great. What do you enjoy doing in your spare time? I’m a very active person so you will usually find me at 1rebel class, the gym or doing long walks across London as well as exploring different restaurants/pubs.

NHS SBS Trusted Supplier

SmartCo is an NHS SBS Trusted Supplier Following a competitive procurement process, SmartCo is proud to announce that we have been selected as a trusted supplier on the NHS Shared Business Services’ Digital Health Advisory Services framework. We are very excited to offer our NHS customers another route to procure our services. SmartCo has secured a position to provide support to NHS and public sector organisations across: LOT 1 – Specialist Clinical and Healthcare Digital Management Consultancy LOT 2 – Clinical and Digital Health Delivery and Augmentation LOT 4 – Digital Skills in Healthcare ‘This is a fantastic win for SmartCo. We’re incredibly excited for the opportunity to support our NHS customers on their digital healthcare initiatives. The Digital Health Advisory Services framework gives us a robust platform to provide our services for years to come. As we’ve been awarded on multiple lots, the scope of what we can provide is very broad, covering everything from strategy change, implementation and resource augmentation. Having worked with the NHS SBS for several years their framework is well liked by our customers. They provide attentive support and offer a straightforward call-off process. Congratulations to the SmartCo team on the bid submission and all the other successful framework suppliers. We look forward to exploring new projects and opportunities through this framework’. George Jackson, Head of Commercial

Hannah Granshaw

25 March 2024

Team

Welcome to Andy Tidd

We are thrilled to announce Andy Tidd’s new role within SmartCo as Director, Manging Consultant – Delivery Services. Wishing you a warm welcome from the entire SmartCo team. We sat down with Andy to ask him a few questions about his career path, his new role at SmartCo, what excites him most about working at SmartCo and what he enjoys doing in his spare time. Hi Andy. So, what has been your career leading up to SmartCo? Over the past 30+ years I have worked for a number of blue-chip companies such as IBM, HP, Sony, Vodafone, in addition to logistic and manufacturing companies. Within each of these businesses I was a senior leader for major programmes of work across the UK, Europe and Globally. What is your new role and key responsibilities at SmartCo? As Director / Managing Consultant, I’m responsible for portfolio management of major customers as well as working on other key customers across project and programme governance. What most excites you about being part of the team? SmartCo is a dynamic consultancy, making significant progress changes within mid to high end consultancy. It’s an inspirational company with forward thinking values, making it an exciting place to work. There’s energy and enthusiasm everywhere within the teams. Working in partnership with our customers, taking projects to a new level of smart working, really makes a difference to how we progress and deliver significant outcomes. What’s unique about SmartCo? SmartCo feels like an extended family! We are big enough to count, but small enough to care. With a culture of open mindedness that is part of the core DNA. What are your interests and hobbies? I have a wonderful wife, two dogs that keep me healthy, five grandchildren that keep me grounded and an obsession with farm equipment! I love travelling and seeing new places, culture and culinary experiences.

Heuristics for big projects

I’ve spent my career doing big transformation projects. A few years ago, I was fortunate to complete the Major Projects Leadership Academy at the University of Oxford, where I studied with other people who do big projects in Government. We found our projects had more in common than not, whether these were delivering new schools, transport infrastructure, Government services or (in my case) digital transformation in the NHS. “The role of the major project leader is best conceived as the CEO of a large, temporary organisation.” Major Projects Leadership Academy One of the many things that has stuck with me from the academy was a talk by Professor Bent Flyvberg on becoming a “master builder”: people experienced in doing big projects who rely less on rules, and more on intuition and “heuristics”, in making decisions. Bent has just written a new book by the way, “How Big Things Get Done”. So here are my heuristics for big projects: 1. Start on the right trajectory Projects that start well tend to end well, and it’s significantly more costly to course correct a project the further it gets. You need to put in the hard yards upfront to ensure everyone is signed up to the vision, outcomes, business case, delivery model and plan. 2. Don’t swim against the tide Big projects don’t take place in a vacuum, so they need to be aligned with their operating environment (i.e. political, economic, sociological, technological, legal and environmental) if they’re going to work. Project leaders must understand, and adapt to changes in, the operating environment – to look outwards as well as inwards. 3. Beware optimism bias Optimism bias is our natural tendency to overestimate positive outcomes and underestimate negative ones. For projects, this means we tend to think we can deliver them better, faster, and cheaper than anyone else. You can compensate for this by adopting external benchmarks and views. “Most of us view the world as more benign than it really is, our own attributes as more favorable than they truly are, and the goals we adopt as more achievable than they are likely to be.” Daniel Kahneman 4. Take a different view When working on big projects, it’s easy to get lost in the details, or even to adopt a siege mentality. Make sure you get the right governance and assurance in place and find the space and time as a team to see the big picture. I like the analogy of moving between the balcony and the dancefloor (adaptive leadership). I find my role as a high-risk review team leader for the Infrastructure and Projects Authority helps me to take an external perspective. “Sometimes a change of perspective is all it takes to see the light.” Dan Brown 5. Great teams do great things This is a simple one. People deliver projects, so build the best team you can, including the right partners, and give them the tools they need to do the job. “If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.” Ed Catmull 6. Keep it short, go fast The problem with big projects is less their scale and more that they take too long and don’t adapt to change. Divide them into short, deliverable chunks, and move with pace and agility. We did this well in the NHS during the COVID-19 pandemic. “There is only one way to eat an elephant: a bite at a time.” Desmond Tutu 7. It’s always about the people (not the tech) “Digital transformation” is about improving services for the people that provide and use them. NHS England’s recent usability survey of frontline staff highlighted that how well systems are implemented has a much greater bearing on usability than the systems themselves. Make sure you understand the problem, people’s needs and goals; work together to design and deliver future services; and share skills so you can continue to develop as people’s needs change. 8. System change needs system thinking Big projects generally deliver change across complex systems, involving many organisations and stakeholders. Think about the roles and interactions they have, and how to influence them and develop effective coalitions that deliver the project’s outcomes. 9. Follow your North Star Although the journey is often uncertain, it’s important to start with a clear vision (North Star) that people can get behind, and that you can use to collaboratively make decisions and resolve conflicts along the way. “Keep your eyes on the stars, and your feet on the ground.” Theodore Roosevelt 10. Trust your gut How many times in delivering projects, or in life in general, have you known things weren’t right before they went wrong? Don’t be afraid to act on your intuition – if it doesn’t feel right, it’s not right. “Intuition is a very powerful thing, more powerful than intellect, in my opinion.” Steve Jobs And finally… 11. Be well Doing big projects is tough, so it’s vital to look after yourself, and your teams. Have good support networks in place, take the right advice and find your “happy place”. About Paul Paul works in partnership with healthcare organisations to deliver people-centred transformation that improves services for patients and staff. He has 25 years’ transformation experience, with 15 years leading national programmes and services in the NHS. He is a graduate of the Major Projects Leadership Academy, a high-risk review team leader for the Infrastructure and Projects Authority and a mental health first aider. About SmartCo Consulting SmartCo is your dedicated partner in accelerating digital and technology transformations. We provide actionable advisory services and expert project delivery across diverse industries, including Retail, Consumer, Manufacturing, Financial Services, Media, Construction and the NHS.

Paul Gilliatt

5 March 2024

Blog

Navigating the cloud landscape

As we embark on 2024, the cloud computing landscape is poised for an era of significant transformation. This year marks a period of rapid innovation, presenting both challenges and unparalleled opportunities in the tech world. The fusion of cloud technology with advancements in cybersecurity and artificial intelligence, which began taking shape in 2023, is now accelerating, paving the way for groundbreaking developments. This year, we’re not just witnessing a continuation of trends; we’re at the cusp of a new chapter in cloud computing, one that promises to reshape the industry and redefine our approach to digital solutions. Our top 10 Cloud Trends and Predictions in 2024 1. The New Age of Diverse Cloud Solutions In 2024, the concept of a one-size-fits-all cloud solution is becoming obsolete. We’re transitioning to a dynamic era where hybrid and multi-cloud environments are the norm. This approach integrates on-premises infrastructure with diverse cloud services, primarily offered by Amazon AWS, Microsoft Azure and Google Cloud Platform (GCP), offering businesses unprecedented flexibility. This evolution allows organisations to tailor their cloud resources to specific needs, ensuring redundancy and embracing vendor-agnostic solutions. It’s a significant leap towards a more customised, efficient and resilient cloud computing landscape, suitable for companies of all sizes. 2. Complexities in a Multi-Cloud World The shift towards multi-cloud environments in 2024 brings its own set of challenges. As organisations adopt a mix of cloud services and applications, the complexity in managing these diverse systems increases significantly. While there are emerging solutions aimed at simplifying the intricacies of multi-cloud setups, it’s crucial to be wary of tools that only mask the complexity rather than truly streamline it. This situation calls for a careful approach, balancing the benefits of multi-cloud strategies with the need for effective and genuine management solutions. 3. Rising Trend of Serverless Technology Serverless computing is gaining momentum in 2024, renowned for its efficiency and scalability. This technology allows businesses to focus on application logic without the hassle of managing server infrastructure. The maturation of serverless platforms is enabling organisations to develop and deploy agile, cloud-native applications more effectively than ever. As a result, serverless computing is becoming a cornerstone for businesses seeking to leverage the full potential of cloud technology while minimising overhead and maximising operational efficiency. 4. Advancing Security in Serverless Environments With the rise of serverless computing in 2024, the focus on security has intensified. The expansion of serverless architectures necessitates specialised security tools and practices to protect against vulnerabilities and breaches. Businesses are now prioritising the security of serverless functions and data more than ever. This shift is crucial to ensure the benefits of serverless computing are not undermined by emerging security risks, leading to a more robust and secure cloud computing environment. 5. Leveraging AI for Cloud Optimisation Artificial intelligence (AI) and machine learning (ML) are increasingly crucial in optimising cloud resource management in 2024. These technologies are transforming how organisations manage their cloud infrastructure, leading to significant cost reductions, performance enhancements and overall operational efficiency. AI-driven cloud management is becoming the standard, enabling dynamic resource allocation, cost-saving discovery and the automation of routine tasks. This trend highlights AI’s growing role in making cloud computing more efficient and effective. 6. Merging Edge Computing with Cloud Technologies The integration of edge computing with cloud services is a key development in 2024. This combination enables real-time data processing at the network’s edge, significantly reducing latency for Internet of Things (IoT) applications and other latency-sensitive workloads. Cloud providers are expanding their offerings to include edge computing solutions, thereby extending their services to the edge of networks. This advancement opens up a myriad of new use cases, marking a significant step in the evolution of cloud computing. 7. Preparing for Quantum Computing’s Impact on Security The advancements in quantum computing in 2024 are prompting a significant shift in cloud security. Traditional encryption methods are now vulnerable to quantum computing’s capabilities. In response, cloud providers are introducing quantum-safe encryption techniques to protect sensitive data against these emerging threats. This proactive approach is crucial for businesses relying on cloud services, offering them access to advanced cryptographic solutions that are resistant to quantum computing risks. This trend underscores the industry’s commitment to staying ahead of cybersecurity challenges. 8. Innovative Security Approaches in Cloud-Native Ecosystems In 2024, the cloud computing landscape is increasingly shaped by innovative, cloud-native startups. These companies are offering new, software-driven security solutions specifically designed for the cloud. As more organisations adopt cloud-native applications and microservices, the demand for security tools that address the unique challenges of these architectures grows. These cloud-native security solutions are crucial for ensuring that applications remain secure throughout their lifecycle, reflecting a tailored approach to cloud security. 9. Sophisticated Ransomware Attacks As we progress into 2024, ransomware continues to be a significant threat to cloud services. Attackers are increasingly targeting cloud storage and services due to the vast amounts of valuable data stored online. The sophistication of these attacks is expected to rise, with more advanced techniques bypassing traditional security measures. This trend underscores the need for enhanced cloud security protocols, regular backups and comprehensive disaster recovery plans. As ransomware becomes more intricate, cloud service providers and users must be vigilant and proactive in implementing robust security strategies to protect sensitive data. 10. Sustainable Practices in Cloud Computing In 2024, cloud sustainability initiatives are taking centre stage. Cloud providers are increasingly investing in green technologies and advocating sustainable practices. Their focus is on reducing their carbon footprint through eco-friendly data storage and more energy-efficient data centres. This trend reflects a growing commitment to environmental responsibility in the cloud computing industry, aligning with the values of socially-responsible organisations. Sustainable cloud computing offers benefits, not just for the planet, but also for businesses looking to minimise their environmental impact. Addressing the Cloud Skills Gap The demand for cloud computing expertise is rapidly outpacing supply in 2024, highlighting a significant skills gap. This gap is particularly notable for roles like Senior Cloud Architects, Database Architects, AI/Co-pilot experts, and software engineers with cloud expertise. As cloud technologies become more complex, this demand is expected to grow, underscoring the need for continuous learning and development in this field. It’s essential for organisations to adapt and upskill their workforce to fully leverage cloud capabilities and manage associated risks and complexities.

Javid Khan

9 January 2024

The Importance of EPR Readiness

Implementing an Electronic Patient Record (EPR) system can improve clinical documentation, safety, reduce unnecessary tests and prescribing errors, leading to better patient outcomes, staff experience and service efficiency. However, EPR implementation is a complex change process that requires: Excellent leadership Organisational and workflow readiness Staff engagement and training Infrastructure readiness, including data migration and integration Successful EPR implementation can provide a foundation for continuous improvement and data-driven insights. However, this is not a quick or easy process and we need to share experience, learning and good practice. “Winning is the science of being totally prepared” George Allen, Sr. (American Football Coach) Preparation is the key to success in EPR implementation and organisational transformation. “EPR readiness” is crucial in assessing an organisation’s clinical, operational, and digital readiness to create a strong foundation and plan for procurement, implementation, and adoption, resulting in maximised success and benefits delivery. “A goal without a plan is just a wish” Antoine de Saint-Exupéry A Plan for a Plan Understanding the current digital capabilities of an organisation and creating a functional blueprint, outlining short, medium, and long-term goals, is essential for a successful transformation journey. Readiness activities should be planned during the discovery phase to understand requirements, organisational culture and digital maturity. The insights from these readiness activities help to ensure the right solution and supplier is procured for the organisation. Whilst the functional blueprint created as part of readiness activities, supported with ‘imagine if” vision statements, helps to guide the delivery of the longer-term clinical vision. Key considerations for EPR Readiness include: Clinical Readiness Is there a robust clinical vision and functional blueprint to guide organisational transformation based on how future services should operate? Has a clinical alliance been established with clear ownership and calls to action? Are stakeholders understood and engagement strategies in place? Does your workforce have the right digital skills, are they engaged? Does everybody understand how the change will improve patient care and why it is important for them? “Change is a process not an event.” Barbra Johnson Organisational Readiness Are current processes understood? Are intended benefits mapped to key deliverables? Is the right governance in place to steer the transformation? Is there a shared transformation strategy with Board oversight? Are decisions made at the right level of the organisation? “Mere good governance is not enough; it has to be pro-people and pro-active. Good governance is putting people at the center of development process.” Narendra Modi Technology Readiness Have you a detailed understanding of current infrastructure? Are current clinical and operational applications understood? Are the data integration and migration requirements understood? Is there a strategic implementation roadmap aligned to the clinical vision? Skills to Navigate Successful implementation of Electronic Patient Record (EPR) requires orchestration of many specialist skills, tools and frameworks ensuring that common pitfalls are avoided. Each NHS trust has unique challenges due to great variation across the health service, requiring use of good practice and expertise. It is arguably one of the biggest and most complex implementations across any industry and something staff within the NHS typically experience once in a career. Read more on the heuristics of big projects by SmartCo Partner, Paul Gilliatt.

Neil Perry

29 April 2024