We’ve known for a while that Executive buy-in and change management matters when embarking upon an organizational shift in technology. The longer we perform cloud migrations for hospitals and others in healthcare, the more concrete our thoughts become about just how important that change management process is, who it includes, and to what extent certain people are involved.
Executive buy in, as stated in our past post, is necessary when it comes to having a powerful name and voice behind the introduction of end user trainings, distribution of emails regarding the technical transition, spreading the general excitement and guiding the cultural impact overall. But this excitement and guidance shouldn’t be sourced from just one person, and not necessarily just one team. Instead, it’s ideal to have someone who can represent each area of the organization, creating transformation teams. Every administrator, doctor, nurse, accountant, and support role should have access to talk directly to a project evangelist. If only the executive team is involved in heading the change management process, the option of having 1:1 support for each user might not be as realistic as one would hope. Every group in this simplistic hospital organizational chart needs to be accounted for:
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Choosing your transformation teams should be one of the very first steps after signing off on a large technical project. These are the individuals who will take your leadership and passion for that project and spread it across the hospital.
Partnering with a cloud vendor can take some of this burden off your shoulders. Transitioning to any new process is time-consuming, and if there’s not enough bandwidth internally to create a truly positive experience with each user interacting with the new system, then you may be setting yourself up for failure on day one. Let’s look at an example of what this partnership with a cloud vendor could look like throughout your business transformation:
Comanche County Memorial Hospital partnered with Cloudbakers in 2016 to guide them through their transition from an on-premise Microsoft Exchange server to G Suite Business, part of Google Cloud. Aside from the technical migration, change was the biggest part of Going Google that Comanche would have to plan and prepare for. With a staff of over 2,000, it was pertinent to acquire good cross sections of representation throughout the hospital in order to achieve successful user adoption, no matter the department.
Trainings & Participation
Cloudbakers handled everything from the actual development and execution of the G Suite trainings to coordinating these activities between the executive leadership as well as the early adopters. These ‘early adopters’ made up about 5% of the hospital’s staff population and acted similarly to the transformation teams mentioned above. They transitioned prior to the others and became evangelists/champions for the IT project through its lifecycle.
The Cloudbakers Change Management team was introduced to Comanche’s Marketing team to learn the ins and outs of how the hospital distributed content internally. It’s important to keep as much of your organization’s regular training and information channels in play throughout the change management process so that users have some idea of what to expect. The information itself may be different, but the way they receive that information should be familiar and normal for them. Once the vendor knows your marketing process and best channels, they can do the rest of the work themselves (again, taking extra burden off the hospital to create this material on their own). The same works for internal training teams.
Acting as the Wizard of Oz
Back to the executives. The messages that come from them are held to a higher respect, which is why it’s important to allow your vendor to do 80-90% of the work, but leave the finishing touches to the executive leads to add their own voice into that message and do the actual sending of updates to staff. Make it human.
Attitude is something that can’t be standardized, can’t be forced, which is why change management is so important in IT projects of all shapes and sizes. In Comanche’s case, they also had recently moved to a new EMR system, and were in the process of standardizing Chrome as their default browser. With both these changes happening around the same time, with the same goal, it was easy for Cloudbakers to enhance the usage of Chrome for not only G Suite, but the hospital’s EMR as well.
Transformation teams are absolutely necessary, whether they’re made up of your own internal staff or guided by an outside vendor/cloud solution partner. Time is one of the biggest differentiators to determine between those routes.
Discover additional value that change management provides here. And to learn more about the specifics of a possible change management program for your organization, feel free to reach out to the Bakers.