- Healthcare
- 5 mins
As a clinician, you are acutely aware of what could be optimized in your ward. You often encounter equipment or new technology that could significantly enhance patient care and operational efficiency. But how do you go about acquiring it? Who should you approach first?
With tight budgets, complex regulations, and the need to balance the interests of various stakeholders, navigating the process of bringing new technology to your workplace can feel overwhelming. How do you ensure you’re addressing the needs of physicians, administrators, patients, and suppliers—all while staying compliant and within budget?
To help, we’ve created a general guide to identify the key healthcare stakeholders involved in such decisions and how to approach them effectively.
Who is a key stakeholder for you?
A key stakeholder is anyone whose role or performance within an organization would be affected by decisions related to a specific device. This includes individuals who operate the device, provide financial or clinical performance insights, or are otherwise impacted by its use.
In most healthcare organizations, the primary stakeholders in the purchase of medical devices include staff from clinical engineering, device users (clinicians), and budget holders (procurement or hospital management). However, roles and responsibilities may vary across organizations.
The first step is to talk to your colleagues, ask for advice, and familiarize yourself with the decision-making process at your workplace.
1. Clinicians
BStudies on implementing new technology consistently highlight the importance of involving clinicians in the planning and selection process. As the frontline providers of care, physicians, nurses, and allied health staff offer invaluable insights into workflow design, operational requirements, and live support.
Engaging clinicians early fosters buy-in and ensures that their needs are met, which increases the likelihood of success when adopting the new technology.
To ensure a successful selection process:
Allow several clinicians to test the system before purchasing. Setting up a demo or a pilot test is a great opportunity for that. Include at least one clinician representative on the selection team.
2. Board members and administration
Members of the C-suite, such as board members and administrators, play a crucial role in either advancing or halting a technology project. Their buy-in is essential due to their influence on management and financial decisions. A recent survey from the 4th Healthcare Analytics Summit revealed that 61% of healthcare executives believe new technology can significantly improve return on investment (ROI). Early involvement from this group can help shape a technology strategy that aligns with organizational goals and maximizes ROI.
When engaging with the C-suite:
Involve them from the beginning of the selection process rather than pitching the project after key decisions have already been made. Seek their input on opportunities and challenges, particularly around financial considerations such as cost reductions or potential revenue increases.
3. IT Team
The IT team typically oversees the implementation of new technology. Their responsibilities include: setting deliverables for the project, ensuring the new device integrates seamlessly with existing systems and determining timelines for implementation. The IT team’s expertise is crucial, as they understand the hospital’s technology infrastructure and how various systems interconnect. Their input ensures that any new technology is compatible with the existing digital ecosystem.
4. Biomedical engineering
In larger hospitals, biomedical engineering (BME) teams manage medical devices, from IV pumps to ventilators. Installing and interfacing new technology with existing equipment. These teams are responsible for understanding how equipment works and troubleshooting and repairing devices.
However, in many organizations, especially smaller ones, this role is fulfilled by clinical staff who receive instructions directly from the device supplier. Engaging the BME team (if available) or equivalent staff is critical to ensure smooth implementation and long-term maintenance of the new technology.
Implementing a stakeholder management plan for success
Engaging these stakeholders is crucial to ensuring procurement success in healthcare. Strong relationships with key hospital stakeholders will make or break your procurement initiatives. Here are a few steps to help you successfully engage your stakeholders.
1. Communicate early and frequently
Start by meeting key stakeholders to discuss goals and timelines before the process begins. Keep them informed with regular updates to maintain buy-in and avoid surprises.
2. Gather input and feedback
Engage stakeholders to understand their needs, concerns, and desired outcomes. Listening and incorporating their feedback fosters support for decisions they help shape.
3. Address questions and concerns
Proactively engage skeptical stakeholders, understand their objections, and find common ground. Share data to build trust, and compromise when needed to unite everyone around the best solution.
4. Highlight benefits and value
Show stakeholders how the strategy benefits the organization and their roles. Explain how it reduces costs, improves efficiency, and simplifies workflows. Appeal to both logic and emotions to secure their support.
5. Provide ongoing education
Continue offering training and resources after procurement to ensure proper use of new systems. Keeping stakeholders informed and comfortable with changes is key to long-term success and future support.
6. Measure success
Finally, work with stakeholders to determine key performance indicators (KPIs) to measure the success of procurement initiatives and ensure goals are met. Then monitor and report on these KPIs regularly to demonstrate the value being delivered. Make adjustments as needed to optimize results.
Following these best practices will help you implement an effective stakeholder management plan. Strong relationships, open communication, and a collaborative approach are essential to success in healthcare procurement. Focus on understanding needs, building consensus, and delivering measurable results. Your stakeholders will appreciate your efforts!
