Managing the Digital Transformation

22M1140

Master

English

5.0

only winterterm

1 semester

This course addresses the question of how to effectively manage the digital transformation in healthcare. Although the focus is primarily on strategic and tactical approaches to information management at the level of healthcare organisations (meso-level), factors at the macro- and micro-level are also taken into account. The corresponding approaches pursue a systematic preparation and implementation of change in a system or institution (change management). Information management is thereby seen as a catalyst for change and is used accordingly.

1. Macro-level: system-wide environment and health IT policies: long-term potentials of digitalisation (especially with regard to AI, learning health systems & precision medicine); Health Information Technology (HIT) adoption rates across countries; political strategies, policies and legislation.

2. Meso-level: Digital maturity models and benchmarking for strategic and tactical management; digitalisation strategies of healthcare organizations; information management basics; IT project management; implementation frameworks (especially NASSS, CAF & CFIR); benefits realisation management; innovation capability and culture

3. Micro-level: Technology acceptance; documentation burden & mental workload of clinicians; patient engagement

The total workload for the module is 150 hours (see also "ECTS credit points and grading").

• Presentation or
• Oral presentation, with written elaboration or
• Portfolio exam

The portfolio examination comprises 100 points and consists of a one-hour written examination (K1) and a presentation (PR). The K1 and the PR are each weighted with 50 points.

Presentation as part of the portfolio examination: 10-20 minutes

Written examination as part of the portfolio examination: in accordance with the valid study regulations

Presentation: 30-45 minutes

Report: 15-25 minutes; accompanying paper: 3-5 pages

The requirements are specified in the relevant class.

Basic knowledge of change management, strategic management and project management.

The students are familiar with the diverse components and fields of action of the digital transformation in healthcare at the macro-, meso- and micro-level and are able to reflect on different practical approaches, theories, and evidence-based models for the implementation and strategic (change) management of various digital technologies. 

The students will be able to relate their previously acquired knowledge of change management approaches to implementation science models and strategic-tactical information management and deduce how these can be used to effectively manage digitalisation projects.

The students are able to critically reflect on the possibilities and limits of the digital transformation and can derive strategic fields of action for management and politics based on their knowledge of current developments. Furthermore, they can assess the extent to which management approaches from theory and practice can be used to meet the corresponding challenges and identify needs for further research in this regard.

Students will be able to independently design strategies for the further development of the digitalisation of healthcare from the perspective of various stakeholders and effectively manage their implementation with reference to the acquired knowledge of success factors in corresponding implementation projects.

The module places particular emphasis on evidence-based practice. On the one hand, this is reflected in the scientific literature used, but also in the examinations. Here, particular attention is paid to the methodological rigour of the respective assignments. In addition, the students independently specify and work on current and relevant research questions or objectives under guidance of the lecturer. Overall, their capability for independent research and critical assessment of the body of evidence should thus be strengthened.

The digital transformation of healthcare is an interdisciplinary undertaking. The students learn to take into account different perspectives on the transformation process and to moderate between the stakeholders in a goal-oriented way - especially with regard to the perspective of the clinicians, the patients, the IT experts, the managers, and the perspective of politics. In the module itself, the students work cooperatively in small teams on the implementation of the respective research processes and on the subsequent presentations.

The module is intended to encourage students to engage in critical thinking, especially with regard to the emphasis on evidence-based practice and management. Thus, they will not understand digitalisation in healthcare as an unconditional panacea, but will develop an objective-constructive relationship to the subject matter by critically examining strong and weak evidence, as well as by analysing failed digitalisation projects in practice.

This module is the last part of the mandatory specialisation "Change Management". Basic knowledge about change management already imparted in both previous modules is applied in this module with regard to the digitalisation in healthcare and is a prerequisite. Furthermore, the module builds on previous knowledge of strategic management (module Strategic and Value-Oriented Management).

• Management for Health Services, M.A.

• Hübner, Ursula Hertha

• Hübner, Ursula Hertha

Jan-David Liebe