The dialogue partners
Prof. Dr Patrick Da-Cruz is Professor of Business Administration and Healthcare Management at the Faculty of Healthcare Management at Neu-Ulm University of Applied Sciences (HNU) and Academic Director of the MBA programme Leadership and Management in Healthcare.
Before joining HNU, Mr Da-Cruz worked for renowned strategy consultancies in the pharmaceutical/healthcare sector and in management positions in healthcare companies in Germany and abroad.
Miriam Moser has been a management consultant since 2022. She specialises in health and care provision and digital health in the D-A-CH region. Miriam Moser is also a LinkedIn blogger, lecturer at various universities and training institutes for managers in the healthcare sector, keynote speaker and author
What role do digital strategies currently play in care?
Miriam Moser: Unfortunately, digital strategies still play a very subordinate role in care at the moment. Although there is a digital strategy in Germany that is also intended to include healthcare and nursing, it has barely arrived or been addressed in practice. In my experience, the enthusiasm and willingness for digital transformation was more pronounced two years ago than it was last year. However, we must also take into account the challenges facing healthcare and nursing facilities, such as the shortage of skilled labour, cost-cutting measures and waves of bankruptcies.
Unfortunately, the Care Staff Strengthening Act in Germany only offers limited financial resources, which makes the situation even more difficult. There is therefore an urgent need to promote innovation in the care sector and strengthen the skills of carers. Ultimately, people need to be able to understand and use technology in order to provide the best possible support for those in need of care.
The digital care application (Dipa), which is designed to support family carers, is not yet available, even though there are already five million family carers in Germany alone. So there is still a lot to do to strengthen the health and care landscape and drive digitalisation forward.
Why is digital leadership particularly relevant in the healthcare sector?
Miriam Moser: The integration of managers in the healthcare sector is of crucial importance, as they can significantly shape the course of the digital transformation. There are five key aspects to consider here. Namely:
- Long-term corporate management: In the face of strong competitive pressure and the global shortage of skilled labour, it is crucial for managers to lead the company successfully in the long term and remain competitive by investing in innovation.
- Skills development: Managers often lack the necessary skills and knowledge to drive the digital transformation forward. Training and the development of digital competences are therefore of central importance.
- Improving the framework conditions: A flexible infrastructure and customised solutions are essential to improve the conditions for using digital offerings, making work easier for managers and increasing efficiency.
- The need for CEO involvement: CEOs must act as pioneers of digital transformation and have a clear vision for change. Without their support and leadership, it is difficult to successfully implement the necessary changes.
- Fostering a growth mindset: Leaders must be willing to break new ground and learn from mistakes in order to successfully manage the digital transformation. Constantly striving for growth is essential to meet the challenges ahead, such as demographic change, skills shortages and increased healthcare expenditure.
Conclusion: Managers are of central importance as they can enable better working conditions for employees, ensure better care for patients and improve the economic situation. Without a certain level of digital expertise and the will for real transformation on the part of senior management, it will be difficult to successfully master the major challenges.
What demands does Generation Z place on managers in the healthcare sector?
Miriam Moser: As a manager, it is essential to engage intensively with the needs of employees and to learn from them. Generation Z sets specific priorities for managers in the healthcare sector. According to a ver.di study, less than 43% of trainees are satisfied with their nursing training. In 2023, one in two trainees in NRW even dropped out of nursing training. Many complain about high time pressure (62 per cent), a lack of work-life balance (48 per cent) and a lack of breaks (43 per cent). Over 58 per cent always or often have difficulties recovering in their free time - double the figure for 2015 and significantly more than in other professions. In addition, over 43 per cent of trainees report that they are rarely or never introduced to their professional tasks by practical supervisors (ver.di survey 2022).
It is important to recognise that not all trainees have the same experience, but young people are placing more emphasis on a good work-life balance and sustainability, especially when it comes to food and products. Flexibility and clear communication are at the centre of this. It is important to recognise that apprentices and future employees can be choosy when it comes to where they work or train. Using trainees as a substitute for employees is unacceptable and demotivating. Good practical supervision and the strengthening of their own competence are crucial to promote their satisfaction and motivation.
What tools can I use as a manager in the context of digital leadership?
Miriam Moser: There are a variety of tools that can support managers in the healthcare sector. Here are three that I consider to be particularly important:
1. quality and risk tools: Tools such as CIRS (Critical Incident Reporting System) are increasingly being used in digital form. CIRSmedical is one such reporting and learning system that records adverse medical events in the Austrian healthcare system. Management can benefit from such tools by strengthening the error culture in the organisation, highlighting positive examples and promoting motivation for continuous improvement.
2. huddle boards in lean management: Huddle boards provide everyone involved with a better overview of the current status, whether in digital or analogue form. By visualising information, bottlenecks and progress can be identified more easily. This helps to ensure that patients are better informed and processes run more efficiently.
3. training tools and learning platforms: Both analogue and digital training tools are beneficial for managers and employees. The more flexible and customised these are, the better. This knowledge can then be used within the company to improve healthcare and promote cooperation.
What skills will digital leaders in the healthcare sector need in the future?
Miriam Moser: Digital leaders in the healthcare sector must have a wide range of skills in order to successfully steer digital change. Firstly, this includes a deep understanding of digital technologies and processes so that they can strategically implement innovative solutions. They must also have strong management skills in order to plan and coordinate complex projects and lead teams effectively. Clear and transparent communication is also crucial in order to inform and involve employees and other stakeholders in the digital transformation. In addition, a high willingness to learn and openness to new ideas is essential, as technologies and requirements are constantly evolving. Finally, it is important that companies actively support their managers by providing access to training and coaching and involving them more closely in decision-making processes. Overall, close collaboration between managers, employees and other stakeholders is crucial in order to successfully shape the digital transformation in the healthcare sector.
Thank you very much for the interview!
