Intention

Many patients have incomplete knowledge and insight into their own medication use. Patients and healthcare professionals experience a lack of information about medication when visiting the hospital. The tablet app was intended to ensure that patients and healthcare professionals are better informed about medication. The solution was seen in a far-reaching integration of communication in the healthcare chain about drug use. The tablet app had to meet the following needs: registration of medicines, scanning medicines, medicine diary, total overview and display of package leaflets. The tablet app should time- and become location-independent, so that it is always clear what, when is prescribed.

Approach

Join the Health Battle together 2015 by the client council and the start-up innovation management of Rijnstate, for a chance to win first place. If there was a win, the idea would be further developed with a team of students for six months. Due to the wide design, patients and industry were also involved, expectations were high.

After indeed dragging in that first place of the Health Battle 2015 it went wrong. A cascade of problems appeared to stand in the way of further development, so it lacked enough focus, there were many explorations with parties from the business community and it turned out to be difficult to 1 to get in line with regard to a concrete plan of action. The complexity in the ICT field and divergent ideas about the revenue model under the business case of the intended solution, got in the way of progress. We held many brainstorming sessions to arrive at the design of the tablet app proposition. After the design on which more or less consensus was reached, we hands on to develop, but again it was difficult to come up with a concrete plan and associated planning. In both the brainstorming sessions and the construction phase, there were many changes in the delegation of the organizations involved, which also made the joint implementation more difficult..

The result was a brilliant failure, there is no result, not even an experimental setup. in the bad 2 years of talking and business canvas sessions, the project team has fallen apart and there is only a brilliant idea left.

<h2>Result</h2>

The result was a brilliant failure, we didn't even manage to come up with an experimental setup. in the bad 2 years of talk and business canvas sessions, the project team has fallen apart and there is just one brilliant idea and a whole bunch lessons learned over.

There are four reasons why no result was achieved in the end:
Everyone's expectations and scope were very different. This is due to the wide range of parties involved.
There could be for various reasons (vision differences, doubts regarding the reliability of potential partners, lack of decisiveness, members representing the interests of global corporates had to promote and differences of opinion between departments in an organization) no clear decisions were made and there was a lot of work past each other.
ICT resources from different stakeholders had to be integrated. This was not explicitly stated, so efficient integration of the technology was not possible.
There has been a lot of rotation among stakeholders throughout the project.

Lessons

It is recommended to draw up a letter of intent with the various parties at the start of a project. By drawing up such a contract, expectations become clear and a common goal can be agreed.
It is thereby a must to properly guide such a development. This guidance must then focus on the competences of the project team and this must then be responded to. It's about showing and taking leadership, absorbing disruption in the team due to team member changes, provide sufficient expertise, presence of people with mandate, managing the expectations of team members and last but not least managing the interests of individual stakeholders (constituency).
Applying enough focus has been a very important lesson. Certainly in the field of ICT and initiatives that transcend various organizations (data exchanges) does this matter. The setup of small explorations in a scrum-like way could have brought a lot of results.
Managing the willingness to work towards a shared vision, of departments in an organization in particular, had accelerated progress very much in this case.
This project has provided important insights into the role that patient representation can and wants to play in a project team. In this case, the focus should have been mainly on the input as end-user instead of the expectation that this will also be in the lead would go off the project.
Finally, a roadmap pleasant for all participating parties. This provides insight into who is involved when and why.