Digitizing health care

Digitization permeates and transforms all industries and sectors of society - especially the health care sector. Shorter innovation development cycles and a world in VUCA favor disruptions in the business model. Flexible and dynamic working methods are required to fully exploit potentials. Digital methods help to anticipate and counteract threats at an early stage.

The challenge

On the digital test bench
Healthcare companies and institutions see themselves confronted with countless issues and challenges on the topic of digitalization.

  • To what extent do current or future digitalization processes affect our company?
  • Which company-specific digital strategy can be used to tap potential?
  • When and how do we start a digital transformation process?
  • Which actors, inside and outside the company, must be integrated into the transformation process?
  • Which specific potential of the business model can be used?
  • How must companies change at the staff and organizational level in order to implement new modes of thought, work, and organization?
  • What resources and tools support a company's transformation process?

The solution

Health 4.0
Companies within the healthcare industry which have already successfully transformed digitally recognized one thing early: Digitalization does not just mean upgrading and developing innovative technologies, it also includes an in-depth evolution of the entire organization (people change). Companies and organizations within the healthcare industry should not succumb to regulatory inertia, they must position themselves proactively on the market with respect to their digital strategy. A well thought out digital strategy is needed to secure a competitive advantage and make full use of available potential. This strategy should focus on megatrends, depending on the individual level and maturity of digitalization, and include the strategies of competitors.

Transformation from within
The "Transformation Timetable" specifies which goals must be implemented in which way. This includes

  • training management and employee skills,
  • establishing collaborative work processes with regard to spatial and organizational frameworks and
  • creating innovation-friendly control and decision making structures.

The constant, organization-wide development of the cultural mindset frames all activities and measures.

Our approach

Individual digitalization
We are convinced that digitalization within the company provides many benefits. However, success and failure are determined by how digital strategy and business act together: Our customer-oriented, individual process considers a company specific history, the structural and procedural characteristics, and the (regulatory) particularities of healthcare, and includes these into the development of a solution.

  • Advice & support in the transformation process

    Creation and implementation of the digital transformation process in consideration of the inherent specifics of the healthcare system

  • Trend analysis

    Industry or product-specific analysis at the meta level

  • Goal definition & planning

    Support during the formulation of goals for a digital strategy and the preparation of a digital transformation plan

  • Company analysis

    Analysis of existing digital resources; working out a mutual prioritization of fields of action (orientation via digital compass)

  • Advice & support in project management

    Comprehensive methodological consultation and, upon request, operative support via agile project management methods (including design sprint, personnel / user journey development, lean canvas / business model canvas)

  • Innovation

    Mutual preparation of company-specific control, decision, and innovation structures that are suitable for the close-knit innovation cycles of a digital world

  • Training

    Training on the successive implementation of digital and agile decision making and work procedures (e.g. by working out first use cases)

  • Implementation

    Support during the successive implementation of digital and agile decision making and work procedures (e.g. by working out first use cases)

  • Teaming workshops (at employee and management level)

    Workshops on "momentum transfer" and the development of a mutual digital mindset

Get in touch

Ihre Ansprechpartnerin Dipl.-Kauffrau Heike Kielhorn-Schönermark
Dipl.-Kauffrau Heike Kielhorn-Schönermark
Founder and Managing Director
Fon: +49 511 64 68 14 0 – 0
Fax: +49 511 64 68 14 18

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