Building the right team, defining roles, and cultivating effective dynamics within a programme team are essential prerequisites for a successful implementation. Programme culture is not easily changed which is why it’s important to establish a solid foundation from the start. Given that EPR implementations typically span two years on average, choosing the right teams, then nurturing and retaining team members is essential. 

Below are 5 key points to consider when assembling your EPR programme team:

1. Multidisciplinary Implementation Teams

Successful EPR implementation requires all direct stakeholders to work together seamlessly. This means assembling multidisciplinary implementation groups that include subject matter experts, vendors, and end-users. The teams should work as one, not in silos or act as though they are from different companies. Using an experienced implementation partner to work on behalf of the Trust can help pull teams together, advocating for the Trust but speaking the same language as the vendor. By collaborating as a cohesive unit, the team can deliver a better system faster and with fewer complications.

2. Empowering Decision Makers

To avoid ‘analysis paralysis’ and lengthy delays in decision-making, it is important to create small teams of decision-makers. This can be tricky in a hospital setting with lots of different specialities, however where groups can be kept to a minimum it prevents lengthy consultation which ultimately causes costly delays. Team members need to be able to speak and make decisions on behalf of their colleagues. When decisions are made, they should be fully supported and driven forward by all stakeholders from that point forward. (Remember, there is always an optimisation phase for further changes… to prevent delays, empower decision makers from the start).

3. Balancing Medical Dominance

Strong clinical leadership is paramount in any EPR implementation. Yet, within a hospital environment, clinicians wield substantial influence and tend to take the lead in decision-making. To ensure the successful progress of an EPR programme, it’s important to establish an experienced credible programme director with confidence and gravitas who can balance out the perceived dominance and lead the teams to success.

4. Engaging with System Users

Resistance to the adoption of new technologies is often the biggest hurdle in healthcare. Collaborating with system users is essential to overcome this resistance. Their engagement and motivation are critical to the success of the EPR. Actively involving end users in the implementation process and quickly addressing any concerns can make a significant difference. Although this seems obvious, its often the case that there will be uptake in some areas and not all. The areas with low engagement subsequently suffer the most at go live. We advocate defining a comprehensive change strategy with a measurable, active approach to engagement and well-defined performance metrics.

5. Fostering Psychological Safety

Lastly, psychological safety within teams is paramount. When team members feel safe to express their ideas, voice concerns, and raise risks without fear of retribution, true collaboration thrives. A psychologically safe environment empowers team members to work together effectively and produce the best possible outcomes. A regular meeting team meeting where ‘Chatham House Rules’ apply can help teams to comfortably discuss the state of play.

Ideal Health have over two decades of experience as a Digital Healthcare Consultancy. Our team have experience of multiple EPR implementations across the UK and indeed across the globe.

If you are interested in exploring the conversation further to see how we can support you on your EPR journey, get in touch on info@idealts.co.uk or give us a call on 01483 453508.