5 tips for building a strong business case for digital transformation

The disability and aged care sectors continue to look to digital transformation to remain sustainable but don’t always know where to start. Here are five tips to consider as you embark on your journey to successful transformation.

A solid business case is the first step to a successful digital transformation. Lumary, a healthcare platform provider and technology service partner for the disability and aged care industry, looks at the best way to approach your technology adoption from the start.

There are a number of challenges that may arise when building a solid case that supports the effective implementation of new technology: competition for funds and resources, resistance to change, compliance requirements, cost, and fear of risk, to name a few. Here are five considerations for a business case to be successful.

1. Approach your digital transformation strategically from the start

You may face several risks if you do not approach your digital transformation strategically from the start. Making decisions that are not carefully considered could cause your organisation to invest in multiple unconnected systems or choose the wrong software, leading to significantly larger problems down the road.

To identify the right tech solution that will support you in achieving your organisational goals, one of the first steps should be to consider your core business objectives and ensure your business plan is closely aligned. For example, business objectives may include greater interoperability, improving organisational efficiency, delivering person-centred care, or other workforce objectives.

To get this right, it’s important to understand the direction of the organisation and what you are trying to achieve from a performance point of view. You will also need to understand what your budget looks like to ensure that your outcomes will align with your long-term organisational goals. Do not be afraid to use trusted technology partners to assist in validating and building out the digital elements of the business plan.

2. Communicate and engage with staff at all levels across the organisation

Receiving buy-in from your entire organisation is a fundamental element of a strong business case. Not only should cross-functional teams be involved, but employees at all levels—from administrators and support workers to your senior leadership team—need to be included.

This will create a better understanding of the efficiencies and functionality required from the new system and create accountability. When the business case is formed, it is not just an individual putting the case forward; it should be signed off by cross-functional executive teams with contributions from across the organisation.

3. Define and measure your return on investment

To understand the tangible outcomes and return on investment that innovative software and integration capability can bring, the first step is to quantify your current state. You may consider looking at your efficiency, revenue leakage, employee retention or client satisfaction.

Consider the efficiency measure when performing critical activities. Start by picking your top business challenges, whether it’s customer onboarding, rostering and scheduling, delivering care, or cash flow. Within those processes, where are the obstacles in your existing system? Drill down and think about how many people are involved and how long it takes to move through your current processes effectively.

Once you have defined your current state, you will likely need support from consultants and your preferred technology partner to consider what the future state could look like with the right digitally connected care management software. For example, with system automation, a process or task that currently takes three people 30 hours to complete, might take one person less than three minutes in the future.

4. Do not underestimate staff resourcing requirements

Resourcing should be a vital consideration as you are putting together your business case. Digital transformation can be a lengthy process and staff assigned to the project must be supported, giving them assurance that their previous responsibilities are being appropriately resourced for the duration of the project.

Do not underestimate the importance of training and change management when considering resourcing and budgeting. Change champions play a major role in successfully implementing a digital software solution. It is important to spend time training people appropriately and cascade their knowledge throughout the organisation.

5. De-risk the project

Talk to the person most concerned about risk, such as the chair of the Audit Finance and Risk Committee, to understand their greatest concerns. Ultimately, your board or senior management will want to know what your risk profile looks like.

They will want to understand your risk management review, what domains you are working in, your inherent risk, and how this digital transformation will affect those risk areas. If you can mitigate the risks and communicate your action plan, you are almost certain to succeed.

The first step to a successful digital transformation

A business case may be the first step in a successful digital transformation, but it’s arguably the most important. Without a strong business case, your project may never get off the ground to achieve the organisational change necessary to remain sustainable in today’s climate.

To support providers looking to embark on their digital transformation journey, Lumary created a three-part webinar series to tackle the key challenges providers face when going digital. You can watch the Lumary webinar on-demand and hear from the knowledgeable panel including Sunnyfield Disability Services and business consultancy, BTP Australia.

To learn more about how the right software solution can transform the way your disability or aged care organisation operates, head to www.lumary.com or reach out directly via [email protected].