Informing Strategy Through User-Centric Insights
Mental Health Digital Strategy Research
Project Overview
The Challenge
A major mental health trust needed strategic direction for digital transformation. With limited resources and complex stakeholder needs, they required evidence-based recommendations to guide technology investments and service improvements.
The Impact
Facilitating collaborative workshops with clinical teams and service managers
Defining the Problem
How might we understand the diverse needs of mental health service providers to create a strategic framework that guides digital transformation whilst improving patient outcomes?
Initial Constraints
- Diverse stakeholders: Clinical staff, managers, patients, and support workers had different priorities
- Resource limitations: Limited budget required strategic prioritisation of digital investments
- Clinical complexity: Mental health services required nuanced understanding of patient needs
- Change resistance: Historical challenges with technology adoption in healthcare settings
Research Process
Stakeholder Mapping
We began by identifying all key stakeholder groups across the mental health ecosystem, from frontline clinical staff to strategic decision-makers, ensuring comprehensive representation.
- Clinical directors and senior managers
- Frontline nursing and support staff
- IT and digital transformation teams
- Patient advocacy representatives
In-Depth Interviews
Conducted 15 strategic interviews with key decision-makers to understand current challenges, digital maturity, and future aspirations for mental health service delivery.
Collaborative Workshops
Facilitated 16 workshops with mixed stakeholder groups to explore specific service areas and co-create solutions:
- Service mapping: Understanding patient journeys and touchpoints
- Technology assessment: Evaluating current digital tools and gaps
- Ideation sessions: Co-creating solutions with frontline staff
- Prioritisation: Ranking opportunities by impact and feasibility
Synthesis & Strategy
Analysed insights from over 200 participants to identify patterns, prioritise opportunities, and develop strategic recommendations aligned with organisational goals.
- Thematic analysis of qualitative data from interviews and workshops
- Service design mapping to identify key intervention points
- Strategic framework development with clear priorities
Key Findings
Digital Divide in Staff Confidence
Significant variation in digital literacy across teams, with younger staff championing technology whilst experienced clinicians needed more support and training.
Patient-Centred Technology Gaps
Existing systems focused on administrative efficiency rather than improving patient experience and clinical outcomes.
Integration Challenges
Siloed systems created inefficiencies and data fragmentation, impacting continuity of care across services.
Change Management Critical
Success of digital initiatives depended heavily on effective change management and staff buy-in from the outset.
Results & Impact
Strategic Framework Adoption
The 77 recommendations were organised into a clear strategic framework with short, medium, and long-term priorities. The trust's board adopted the framework as their official digital transformation roadmap, securing £2.3M in funding for the first phase of implementation.
Stakeholder Alignment
"This research brought our entire organisation together around a shared vision for digital transformation. The workshops helped break down silos and created genuine excitement about our future." — Director of Digital Transformation
The collaborative approach created strong buy-in across all stakeholder groups, with 94% of participants expressing confidence in the strategic direction.
Evidence-Based Decision Making
The research provided a robust evidence base for investment decisions, helping the trust prioritise initiatives with the highest potential impact on patient outcomes and service efficiency.
- Patient portal implementation roadmap
- Staff digital skills development programme
- Data integration and interoperability strategy
- Change management framework for digital initiatives
Key Learnings
The Power of Co-Creation
Involving frontline staff in the research process was crucial for understanding real-world constraints and building support for change. The workshops created ownership of solutions rather than resistance to imposed changes.
Balancing Strategic Vision with Practical Reality
Successful digital transformation requires balancing ambitious strategic goals with practical implementation constraints. Our research helped identify the optimal sequence of changes to build momentum and capability.
Evidence-Based Stakeholder Engagement
Using research insights to facilitate strategic conversations helped move discussions beyond personal preferences to evidence-based decision making, significantly improving the quality of strategic planning.