Inadequately specified & poorly designed programmes forced through by functionaries remote from the coalface will not work. Accenture left early & now Fujitsu have exited the programme. CSC & BT have made a number of promises but have failed to deliver and I wonder just how long they have left.
Will this serve as a warning for other similar programmes in the healthcare space? Going by past experience, I am not holding my breath.
Also known as “making friends & influencing people”.
So how do you try to revive a much criticised project, one that is under fire both for technical shortcomings as well as the quality of its engagement with users?
One of the tried & tested methods available to large organisations disconnected from their user base is to just shout louder hoping that the message will drown out the criticism. We are all quite familiar with the technique, having been on the receiving end of it often enough but it rarely is capable of producing genuine & lasting results, creating instead a feeling of resentment & apathy.
CfH are looking to recruit Clinical Leads, who we are told must be willing to stand up in public & explain why they support the programme. There is nothing wrong with that. But what influence if any will these “Leads” have over the direction or implementation of the programme? Err, none! At-least that is according to a senior clinical source within CfH. So do you really expect there to be a change in attitudes towards the programme?
This when clinicians already working for the programme are having to be very circumspect in what they say & can only bring themselves to call for greater clinical influence. I am not holding my breath.
Perhaps a methodology likely to be more successful in the longer term would be to take the criticism on board, review & implement any changes that might be needed and prove yourself by your results. I’m just saying, it might be worth a try.
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