“Fail Fast, Learn Faster: Lessons in Data-Driven Leadership in an Age of Disruption, Big Data, and AI”

— Randy Bean, Author of the above title and contributor to Harvard Business Review

data-driven Social Care

A recent article in the Harvard Business Review, “Why Becoming a Data-Driven Organisation is So Hard” got me thinking again about change management in the social care sector.

A data-driven social care sector is an NHS priority, and something KareInn has been advocating for years, but what can care homes learn from the companies that have been making it a priority for decades? Has it all been smooth sailing for them, with much larger budgets and highly technically skilled staff?

Many of them are still struggling with company culture and are finding culture a ‘harder hurdle to clear than any technical problem.’

When I first started out with KareInn five and a half years ago, I was enthusiastic, to say the least, about the potential of an excellent change management programme to support ‘going digital’ in care homes. I had recently left a senior role at Lloyds Bank and knew what good looked like.
Now, some five years later, and after reading this article in the Harvard Business Review on “Why Becoming a Data-Driven Organisation is so Hard,” I realise how truly important the right approach is and how critical our advanced data privacy and security policy is to ease people’s minds and make them open to transformation and change.
It’s not just the care sector that struggles with digital transformation and change but we can learn and perhaps even leap ahead of other sectors if we don’t just follow along with what’s been done before and….think differently.
A really good read, hope you enjoy it. Will definitely be incorporating these three points.
  1. Thinking differently
  2. Failing faster, learning faster
  3. Focus on the long term

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