[[HIMSS APAC (Oct 2024)]] At the conference, there was considerable discussion about “digital transformation” and its potential benefits for improving patient care and organizational efficiency. These benefits include more efficient resource allocation, cost savings, and the ability to provide better-personalized care. Some of the presentations felt quite technical and high-level, focusing on policies that seem more relevant to senior hospital management. Personally, I was more interested in practical insights on the implementation of digital tools and how organizations have overcome challenges on the ground. In the opening address, Co-Chair Dr. Poong Lyul Rhee emphasized that digital transformation is not merely a project but a state of mind. Harold (Hal) Wolf, Chief Executive Officer of HIMSS, USA, made a key point, stating that “artificial intelligence is a tool, not a target.” He introduced the concept of “NT + OO = COO” (New Technology + Old Organization = Costly Old Organization), explaining that simply adding new technology to outdated organizational structures without process changes leads to inefficiency and high costs. This resonated with me, as I agree that simply adding new systems like “HOPES” to old organizations without thoughtful adaptation will only increase costs. Given that the healthcare experiences pressure in term of caseloads, We don't want just to shift the pressure to another part of the system # My key takeaways (ideas i can use immediately) ## 1) know what is the problem you are trying to solve? This is a reminder to be pragmatic about the features we are developing, it must solve a real problem faced by patients or clinicians. ![[20241002 Unlocking Value - Effectively Managing and Connecting Transitions of Care across the health ecosystem#^1bc8b9]] Because the solutions may not be the most advanced, just like the use of a transcribing software which increases patient-doctor connection, reduces time spend on EMR - [[20241002 Deploying Generative AI in Clinical Environments]] To be useful, it must meet users' needs, Dr Steven point about AI are currently doing tasks that i can do, what about the tasks i don't like to do? ![[20241002 Medical Informatics and AI shaping our future - Clinical and Industry Perspective#^411b7b]] ## 2) Old Processes need to be updated New Tools cannot just be added to old organisation. We need change management to update how we are currently doing things, new mindsets. I think that is something we are lacking in expertise. See new AI tools as just part of a process. HK speaker shared about building process around new tools - ![[20241002 AI Horizons - Exploring the Future of Innovations#^994c70]] ### Change Management should be part of Implementation strategy - Related - [[Closing the Research-To-Practice Gap in Digital Psychiatry The Need to Integrate Implementation Science]] - [[Articles - Consolidated Framework for Implementation Research CFIR]] ## don’t just automate but obliterate *(attributed to Michael Hammer, a pioneer in the field of business process reengineering (BPR). In his influential 1990 Harvard Business Review article titled “Reengineering Work: Don’t Automate, Obliterate,” Hammer argued that simply automating existing processes would not lead to significant improvements. Instead, he advocated for fundamentally rethinking and redesigning processes to achieve dramatic performance improvements in cost, quality, service, and speed.)* Looking from systemic, holistic perspective how one change can affect the entire system. Given the ongoing pressure on healthcare systems due to increasing caseloads, it is crucial that we avoid simply shifting the burden to another part of the system. Instead, any solutions or interventions introduced should aim to alleviate pressure across the entire system rather than transferring the workload or stress to other departments or areas. The goal should be to implement changes that lead to overall efficiency and better outcomes without inadvertently causing strain elsewhere. The Australian speaker shared that the they did an audit to ensure that there is no overlap of services provided with their new services. She shared about how nurses were resistant to the new CDSS system because it increases the work for them. 1. ![[20241003 - Implementing AI Powered Triage for a National Virtual and Digital Front Door#^4cf22f]] 2. Need to retrain staff to adopt new way of working. 3. ![[How did we successfully train the workforce.jpeg]] ## 3) Projects need to have alignment across the vertical and horizontal There need to be alignment across (vertical and horizontal) organisations with the vision. The government policy, hospital project. - this is about algining HOPES to organisational vision. ![[20241003 - Patient-Centered Healthcare Transformation Based on Sustainability - Insights from Korea Smart Hospital Initiatives#^7b8a4d]] Singapore Government - [[Open health - Getting Singapore’s healthcare fit for the future]] - [[A Report on Singapore Government driven approach for AI in healthcare by Netherlands Enterprise Agency]] - [[Rational and Justification for Digital Intervention Service]] If we want the whole healthcare system to be "smarter", then every parts need to be smart ([[20241003 - Patient-Centered Healthcare Transformation Based on Sustainability - Insights from Korea Smart Hospital Initiatives]]) 1. ![[Securing Sustainability of Medical Systems.jpeg]] *Some cool ideas..* What does digital transformation in healthcare means to me? 1. Moving patient through the healthcare systems seemlessly, quickly - this is from the talk [[20241002 Unlocking Value - Effectively Managing and Connecting Transitions of Care across the health ecosystem]] - this reminded me of supply chain, logistic management ideas. 1. What best practises, ideas can we borrow from Logistic, Supply Chain [[Books - Supply Chain Transformation by Richard J Sherman]] - How to match the right resources to the right patients at the right time? [[Ideas we can borrow from supply chain management to healthcare]] 1. [[Strategy for Digital Transformation for the Hospital]] What new case management model, new care model for psychiatry? With AI tools being built into Clinical Decision Support Systems (triaging, diagnosing) what is the implication in term of training human to detect error? ![[20241002 Medical Informatics and AI shaping our future - Clinical and Industry Perspective#^cd0a2a]]