Leadership Theories of NHS Modernisation Programmes

NHS modernisation programmes includes technology and innovation, which is that NHS goes paperless by 2018, potentially saving £4 billion and has positive effect on clinician-patient relationship and service users take more control of their own healthcare (Hunt and Department of Health and Social Care, 2013). This could lead to improving healthcare outcomes (Gordon, 2011 and Piper, 2014).

Main Body

Taylor, (2015) said that evidence suggests that the number of people searching for e-health increases, finding that they have better support, networking with other people and make changes of lifestyle (Newbold, 2015). Thus, to provide reliable, flexible and accessible online resource is set to be an organisational goal and become a shared vision (Iles and Cranfield, 2004). There are, however, some barriers that often found in implementation and they are not only at an organisation level but also occur at individual and wider levels (Sugarhood et al., 2014 and Ross et al.,2015). Cresswell et al. (2013) argued that it is important to clarify what problems that people are facing and what technology should be designed to help overcome the barriers. Grol et al. (2005) further highlight that when planning implementation, it could be beneficial to its successful application if potential barriers and facilitators are identified as early as possible during the process, as this allows resource provider to formulate an appropriate strategy to overcome the barriers, make changes and improvement.

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At an organisational level, for example, it involves finance and it often gets delay of financial approval and time to implement into the health care system (House of Commons Committee of Public Accounts, 2011), particularly, NHS has limited financial resource in current climate (National Health Service (NHS), 2017). According to Sugarhood et al., (2014) this could further delay its implementation at an organisational and national level. Moreover, Stroetmann et al. (2012) assert that the implementation self is complex and diverse. This has been supported by Mair et al. (2012), who emphasis on how organisational structures and goals can be affected by e-health effectiveness, workability and its innovations and there are particularly need of financial support, as well as other resources including administrative support, policy support, standards and interoperability. What is more is that there is a need of evidence of cost-effectiveness (Stroetmann et al., 2012). These key elements must be considered.

Currie and Seddon, (2014) elucidated that individual aspect of implementation, clients and users’ unawareness of the e-health benefits and their low literacy . Ross et al. (2015) outline some important aspects including the e-health’s impact on clients and clinician’s roles and responsibilities, risk management, client’s engaging with healthcare professionals and ongoing evaluation and feedback. Factors of barriers from organisation to individual must be recognised and understood and issues must be addressed, therefore facilitators would develop a strategy and intervention to make changes to the effectiveness of implementation. Resulting in enabling NHS staff member to build capacity into the system (Phaneuf, 2009).

Conclusion

In conclusion, health resources implementation is complex, and it requires to take organisational, structural, technological and human factors into consideration. In this context, some of the challenges faced during implementation of e-health has been assessed in this report.

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