The success of any implementation depends on engaging the right people. Although one person can be accountable for driving the process forward, the process itself is a group effort. While you won’t need to directly engage all the teams right away, it’s helpful to identify who will be on which teams and consider when and how different players will be involved. Consider organizing your key stakeholders into four teams: Core, Leadership, Advisory, and Implementation based on the criteria and responsibilities.
Goals to accomplish
- Identify the key members of your Core, Leadership, Advisory, and Implementation teams
- Outline and communicate the responsibilities and time commitment required of each team member
- Set up regular meetings with your Core team
- Solicit input from your Implementation team
- Set key checkpoints with the Advisory team
- Pre-seed your program intent with key members of your Leadership team
Why forming the team is important
Having the right people involved upfront provides diverse perspectives.These different viewpoints are critical to the development, selection and implementation of digital health solutions, as they help to:
- Anticipate barriers from all angles
- Facilitate buy-in
- Minimize workflow disruption during implementation
Keep the end user in mind. The foundation of your implementation should be informed by the people you are designing for, so the solution is tailored to suit their needs. Consider who will be most impacted by the new technology—including staff and patients—and solicit feedback early on. Or, ask representatives for these individuals to sit on the Advisory or Core teams so you can keep their needs top of mind throughout the implementation process.
Avoiding a misstep
Carefully consider who needs to be at the table. It’s possible to have too many players involved, which could slow down the process. Alternatively, missing a key person or role during the planning stages can result in rework or difficulties with developing buy-in.
"In many organizations, the implementation of new technology is set by upper management. For instance, when Sarah Ortiz, a health care administrator, was interested in using a different remote monitoring system, she discovered that a group consisting of a senior director, senior project manager, and one physician solely determined which technologies were used across all clinics in her organization.
"As a result, practice managers often had to backtrack and meet with the care teams to discuss the project, scope, roles, and importance of teamwork and host Q&A sessions with vendor representatives. To avoid a great deal of inefficiency, she recommended that the individuals responsible for selecting new technology engage their end users early on for perspective and incorporate their feedback prior to implementation."
—Sarah Ortiz, Health Care Administrator
Now that you have completed Step 2 in the AMA Digital Health Implementation Playbook, continue with Step 3: Defining Success. You can also go back to Step 1: Identifying a Need, or visit the playbook main page to review all 12 steps.
AMA Digital Health Implementation Playbook
Download the Playbook to review all 12 steps to implement and scale remote patient monitoring in practice.