Digital transformation projects, particularly within healthcare, can be complex, emotionally charged, and often at risk of veering off course.
In this engaging conversation, I was joined by Emily Gadd - an experienced NHS Project and Programme Manager - to explore how people play a pivotal role in reviving struggling initiatives, watch our full conversation here:
Key Takeaways:
Understanding Before Acting
When stepping into a troubled project, Emily’s first instinct isn’t to find fault - it’s to listen. Understanding the original scope, identifying key benefits, and speaking with all stakeholders are essential first steps. Importantly, she highlights the need to avoid making assumptions. Even with years of experience, no two projects are exactly alike, and people often carry strong emotional connections to the work they've done. Recognising that helps build trust from the outset.
Scope, Benefits and Realistic Timelines
To determine if a project is salvageable or requires a reset, Emily focuses on two core indicators: scope and benefits. If these remain relevant and measurable, there’s usually a path forward. While the depth of review depends on the project’s complexity, she suggests a one-month window is often enough to assess viability and chart the next steps.
Rebuilding Trust with Stakeholders
For stakeholders who feel let down or disengaged, Emily recommends leading with empathy. “You want the doubters on your side,” she says, because once they’re won over, they often become your strongest champions. By revisiting benefits that matter specifically to them and giving them a voice in next steps, they feel included, valued, and more invested in success.
Motivating the Team
Demoralised project teams can be reinvigorated by inclusion, positivity, and shared ownership. Emily believes in highlighting each team member’s importance, avoiding blame, and creating a collaborative culture. Sometimes, small human touches - like a shared coffee, or her famously well-received brownies - can help build rapport and trust.
Shifting Culture Through Kindness and Inclusion
Culture change, particularly after a false start, requires patience and a people-first mindset. Emily points out that resistance is rarely about the technology - it’s often about fear of change or looking foolish. Whether it’s a new EPR system or a new coffee machine, clear communication and small touches of support can go a long way. Her philosophy? Lead with kindness, share the vision, and bring people with you.
If this conversation has struck a chord with you, and you'd like to discuss a current project or any associated resource requirements, don't hesitate to get in touch.
