Digital Governance in Healthcare: Navigating the Path to Transformation

In today's rapidly evolving healthcare landscape, digital transformation isn't just an option—it's an imperative. Yet, the journey from traditional healthcare delivery to a digitally-enabled future requires more than just implementing new technologies. It demands a robust governance framework that can guide organizations through this complex transformation while ensuring alignment with strategic goals and delivering measurable value.

The Current State of Digital Governance

A recent survey of AVIA Network Members reveals compelling insights about the state of digital governance.

• 48% of healthcare organizations have positioned responsibility for digital under a single executive leader
• Only 36% have dedicated teams focused on digital transformation
• 54% maintain teams larger than 25 full-time employees
• 35% feel they successfully translate digital performance into financial value
• A mere 5% report being highly effective at transitioning ownership of digital programs from innovation teams to the enterprise

These statistics paint a picture of an industry in transition, with organizations at various stages of maturity in their digital governance journey.

The Three Stages of Digital Evolution

Healthcare organizations typically progress through three distinct stages of digital governance:

1. Incremental Innovation: Digital initiatives are decentralized across the organization, often led by IT or innovation hubs.
2. Operations Optimization: Digital governance becomes concentrated within one or two functional areas, such as telehealth or ambulatory care.
3. System Transformation: Digital becomes an enterprise priority, supported by comprehensive governance structures and clear accountability frameworks.

Key Components of Successful Digital Governance

Executive Leadership and Accountability

Strong digital governance starts at the top. Organizations need:

• Clear executive ownership of digital initiatives
• Alignment between IT and digital strategy
• Integration of digital goals into executive scorecards

Structured Approach to Digital Teams

Effective digital governance requires:

• Dedicated resources with diverse skill sets
• Clear roles and responsibilities
• Adequate funding and resource allocation
• Strong change management capabilities

Focus on Measurable Outcomes

Success depends on:

• Clear performance metrics tied to business outcomes
• Regular monitoring and reporting
• Alignment between digital initiatives and organizational strategy

Common Challenges and Solutions

Challenge 1: Transition of Ownership

• Many organizations struggle with transitioning digital initiatives from innovation teams to operational units.?
• Solution: Implement clear handover processes and ensure operational readiness before transition.

Challenge 2: Resource Allocation

• 42% report not having dedicated digital budgets.?
• Solution: Establish dedicated funding models and clear ROI frameworks for digital initiatives.

Challenge 3: Skill Gaps

• Organizations often lack critical digital capabilities.?
• Solution: Invest in training and strategic hiring while leveraging partnerships to fill immediate gaps.

Building a Future-Ready Digital Governance Model

To create a sustainable digital governance framework:

1. Foster Digital Culture: Build organizational capabilities and mindsets that embrace digital transformation
2. Empower Leadership: Develop clear decision-making frameworks and accountability structures
3. Implement Effective Processes: Create standardized approaches for evaluating, implementing, and scaling digital initiatives
4. Align Economics: Ensure digital investments are tied to measurable business outcomes

The Path Forward

The transformation from traditional healthcare delivery to a digitally-enabled future requires more than just technology—it demands thoughtful governance that can guide organizations through complex change while ensuring alignment with strategic goals.

Organizations that succeed in this journey will be those that:

• Build robust governance frameworks
• Maintain clear accountability structures
• Foster cross-functional collaboration
• Focus on measurable outcomes
• Invest in necessary capabilities and resources

By taking these steps, healthcare organizations can create governance structures that not only support current digital initiatives but also position them for future innovation and growth.

Remember: Digital governance isn't a destination—it's an ongoing journey that requires continuous evaluation and adaptation as technology and healthcare needs evolve.

Amberly Diets, MHA specializes in integrating digital innovations to transform acute care delivery at AVIA. With over a decade of experience, she has led process improvements that boost provider efficiency and patient satisfaction. Formerly the Director of Clinical Research at Renown Health, Amberly managed initiatives like the Healthy Nevada Project. She holds a Master's in Healthcare Administration from The George Washington University and a Bachelor's in Biology from the University of Virginia.

With over 15 years of experience in strategy, performance improvement, financial analysis and digital transformation, Jen Melby is a seasoned expert in guiding healthcare organizations through the complexities of modernization. By combining strategic vision with practical implementation tactics, she empowers clients to embrace digital innovations that drive sustainable success. Prior to joining AVIA, Jen was Vice President of Consumer Experience & Digital Innovation at Piedmont Healthcare, Georgia’s largest non-for-profit healthcare system, where she was responsible for the development and execution of Piedmont’s consumer experience strategy. She led the delivery of Piedmont’s programs focused on transforming access and creating hassle-free experiences for patients, including digital front door programming, mobile app strategy, contactless registration, and care orchestration at scale through enterprise platform and SaaS implementations. Jen holds a Master’s of Healthcare Administration from the University of North Carolina at Chapel Hill and a Bachelor’s in Economics from Wake Forest University.?

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