Investigate the success factors of digital leadership in VVT

The innovator is involved in testing and rolling out new technological innovations, the ICT team with applications, maintenance, management and malfunctions. More and more ambassadors are helping their colleagues in the workplace. Privacy manager ensures the security of data and home automation ensures a safe night and use of live circles and walking detection. The HR professional, the instructor or a separate project manager helps the existing and new employee to become digitally proficient.

But who connects all those processes? Who ensures that the team is ready to land technology and monitor the pace so that not everything comes to them at the same time, but that speed is created? And who organizes that it is ensured in the care processes and does not come on top of the current work? Who ensures that the client council / clients and residents are involved in the development? Who helps employees with resistance, doubt or limited skills? It should be the executive who is the glue that binds it all together. It requires digital management: an extra task on an already full plate.

today’s delusion

However, many managers are still distracted by today’s problems, according to research: shift schedules, work pressure, absenteeism and labor market shortages. Innovation is seen as something that is ‘added’, and digitalisation is a new field for many managers, where knowledge and competencies have not yet been optimally developed.

Therefore, there is still too little strategic thinking in the long term, and technology as a theme is rarely reflected in the annual plans. The leaders who are active in the field of digitization within their team sometimes feel alone in the MT or the management and have to work hard to get colleagues to participate in the digitization. Employees have their hands full with daily practice and need help to let go of existing ways of working and knowledge and skills to deal with the rising technology.

Rising digital awareness

Fortunately, according to the interviewees, there is a growing awareness that digitization and technology are needed, and there are plenty of good examples. For example, more and more knowledge is shared between organizations, and regional cooperation and exchange in the chain grows. Grants and labeled budgets help increase the proliferation of technology, and leaders are even asking for national standards that provide a mandatory nature for technology rollout.

Knowledge is growing about what works and what is needed. Such as digitally skilled professionals, a vision that in the form of a positive message about the usefulness, actively and repeatedly communicated to employees and customers, and ambassadors who themselves support this in the workplace.

How can it get digitally smarter?

The question ‘How can it be smarter?’ should perhaps be the most frequently asked question in the workplace and in MT. Digitization requires an inspiring vision and concrete goals that are monitored and evaluated, with extra attention to the manager’s, employees’ and client’s (digital and technical) competencies.

This technology is perceived as less ‘cold’ when people are allowed to try it out in an accessible way and possibly under the guidance of an ambassador or innovation team. It also requires that these competencies be included in the training plan and that there is collaboration with the local training partners.

Time to land

Technology gets more time to land if a project fits into a team’s schedule and actually solves problems. A leader who recognizes the importance sees that time is also often a matter of priority. An innovation culture with room for ideas and mistakes as well as regional or national knowledge sharing is crucial to take steps forward.

It helps if the innovator formulates clear expectations, and the attention is not only on the vitality and capacity of health professionals, but also on their leaders of management and national umbrella organizations. These and more concrete recommendations appear from the research report.

Important conditions

In addition, important conditions are: efficient technology (with stable Wi-Fi); intuitive applications and insights into actual use; good ICT support with attention to all four types of technology users and exemplary behavior of the entire MT. Furthermore, how nice would it be if there was not only more exchange of technology between administrators and innovators, but also between the managers themselves? These and several specific recommendations can be found in the research report. For example, digitalisation will contribute to greater well-being, control, freedom and security for the elderly.

Read the full report including all success factors here. Or read the summary, success factors and a to-do list for managers.

Thanks to Lotte Kortland, Jet Zantvoord, Marijke Bult, Desiree Hobbelen.

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