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‘ Taking people with us ’ on change-project Enterprise-level change projects are notoriously difficult , with the failure rate believed to be around 70 %, but Converge has managed to succeed here where many others have not .
“ We were able to take our people with us as we ’ ve changed , evolved and adapted ,” says Porter .
He adds : “ Healthcare is all about caring for people , and the keyword here is ‘ people ’. Building great solutions is one thing but getting people to use them is another .
“ It ’ s not like building an app for a bank or an airline , where you are in a race to beat your competitors to market with some flashy functionality . Having the best and coolest tech means nothing if your people don ’ t value it .”
This , he says , is where Converge has enjoyed success .
“ We designed everything to bring our stakeholders along on the journey . From the start , we listened , fed back , listened again , fed back again , and we prototyped early to aid this feedback loop .
“ You have to set expectations . You can ’ t just charge in and come back to people when you ’ re done . Our people got to see the changes that we were developing every week , and they got to provide lots of feedback . This gave them ownership in the outcome , rather than them feeling that it was something that was being done to them .”
Porter also points out that something that works in the company ’ s favour is that in our industry “ people are by nature very resilient ”.
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