The digitisation process

Digitalisation in the health sector

Digital transformation and agility are based on the networking of interdisciplinary knowledge and experience. Therefore, we have created a network of consultants, coaches and trainers to support you selectively in the implementation of your goals.

Digital transformation - more than just IT 

Companies in the health sector must manage to meet the increasingly high demands of digitalisation with comprehensive and systematic approaches to solutions.

Mastering the digital transformation means being able to distinguish and actively shape the newly emerging fields of action. The scope of action of the digital transformation therefore goes far beyond that of IT, which is only one of several components of digitalisation. In order to systematically implement the digital transformation, we have developed the digitalisation model. In it, we have identified the five fields of action strategy, processes, empowerment, mindset and business models, which together represent the digital target picture.

Digital transformation - enabling the future

You have realised that your company has to meet certain requirements for a successful future.

In addition to IT and technical requirements, new values, principles and methods are particularly needed to master the challenges. Besides all the beneficial characteristics, companies need one thing above all: agility.

ENGINEERING supports you in the digital transformation through experienced experts in all segments of digitalisation as:

  • Strategy consultant
  • Organisational consultants
  • IT Consultants
  • IT architects and software developers

With the concept of the digitalisation model, ENGINEERING offers its clients from the healthcare sector a systematic path to the digital future.

We also offer a digitalisation network with coaches and experts in agile methods and tools for implementation either holistically or in individual segments. This way, you can ensure that you make the best possible use of the potentials of digitalisation.

Digital transformation - the digitalisation model

Digital target image

A target image that is as concrete as possible is the starting point for a successful future and the digital transformation. The developed vision gives you a corridor in which you can develop yourself and your company. In which direction the first step from the centre of the circle leads you is up to you.

Your organisation will change, and it is important that you maintain an overview. All systems and actors involved will face challenges and have to act together.

For the digital transformation, it is important to establish the following areas of action:

Horizontal integration
Networking of the entire value creation network and integration of all process steps with the aim of offering a target group-specific and individualised service.

Vertical integration
Integration of the different levels of the organisation into a networked IT system. The linking of actors and IT enables flexible and dynamic control of processes.

Continuous Engineering
An end-to-end, digital system from patients and insured persons to processes and services. Together with ENGINEERING, you achieve the fine art of digitalisation.

Talk to us:

  • Development of mission statements vs. development of goals
  • Mobilisation of internal and external know-how (Openspace events, experts, trend scouts)
  • Objective Key Results (OKR)
  • Vision development

Digital strategy

The digital strategy defines how your business goals can be achieved with the help of digital technologies. It combines the essential areas of people, organisation and technology in order to generate the best service for the patient or insured person.

In order to separate the essential from the unessential and the feasible from the (as yet) unfeasible in this complex situation, the first, simple steps can help.

  • Analysis of the opportunities and challenges posed by the digital transformation
  • Patient needs in the new digital world that the hospital or an insurance company can meet
  • Vision development

A clear, digital strategy enables you to move safely into the further areas of digital transformation.

  • Digital processes: Give you a secure foundation so your people are free to tackle the real challenges
  • Digital Enablement: Put your organisation in a position to successfully master the digital transformation organisationally, methodically and technologically
  • Digital Mindset: The philosophy in the company must promote the digital transformation and the openness of the employees
  • Digital care management: Actively shaping the care process of patients or insured persons before, during and after the provision of medical services.

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  • Market and environment analyses
  • Maturity analyses
  • Scenario analyses
  • Strategy development

Digital processes

Before processes are digitised or automated, they should first be analysed and optimised if necessary. An inefficient analogue process does not make a digital process efficient. In most cases, the digital transformation therefore requires existing habits to be changed.

An essential part of the processes is the employee. The horizontal integration of people and systems along the entire service increases flexibility and the quality of service delivery.

The use of information and communication technologies and their networking offers organisations greater efficiency. Challenges in vertical integration are the continuous and secure exchange of data as well as the proper further processing of information between technical-telematic systems (so-called Cyber Physical Systems, CPS) and classic IT systems. 

Digital empowerment

The digital enablement of a company refers to two essential aspects that are to be considered completely differently:

  • The human being
    People, with their unique abilities to be creative and act unconventionally, set the direction in their data-based environment. The employee must have the right “access” to the digital environment through his or her skills. The patient or insured person must also have digital skills and competences so that processes that actively involve them can be lived successfully.

  • The systems
    The system world that captures, processes and makes accessible the data and information. The data can be addressed to other systems in the company or to the employee. Digital process components that are not networked and work without a common language are not capable of raising the necessary potential.

In order for the combination of people and technology to be a success, the topic of security or IT security is of central importance. The staff and patients or insured persons must have confidence in the information systems in order to be able to operate reliably within a regulated framework. On the one hand, this is about the handling of data and on the other hand, it is also about physical security.

Digital Mindset

Digitalisation is about bringing people and technology together. This requires a “digital mindset” among employees. Technological solutions are omnipresent. Only the efficient use in daily use allows the company to realise the benefits and also generate the desired added value.

In order to establish a digital mindset in the company, it is not enough to use the technologies available on the market. In addition, the attitude and behaviour of the people in an organisation are relevant. The goal of a digital mindset is to promote openness towards new ways of working due to digital processes and applications. Big data, cloud, AI analytics and robotics are trends that are transforming everyday work and healthcare.

The employees of your company must: 

  • Understand the impact of new technologies and be able to recognise their potential
  • Use the technological possibilities for decision-making and validate them with the help of data
  • Recognise the possibilities of connectivity and overcome reservations
  • See the added value for the patient

Through these changes, employees are also encouraged to take on more responsibility and control. The transformation to a digitally thinking person is a multi-stage process. After empowering the employees, the existing and entrenched structures have to be broken down. This does not mean that the existing is wrong. The stability from the known helps the organisation when it starts to develop new skills. But the new must not be forced into the old, existing scales and metrics. It must develop freely and in a suitable environment.  

Digital supply management

Like analogue care management, digital care management focuses on actively shaping the care process for patients or insured persons before, during and after the provision of medical services.

Digital care management:

  • describes the added value for the patient or the insured person
  • answers questions on medical service areas and patient/insured person interactions
  • provides information on the service provided and how a corresponding business success is generated from it

The existing analogue services of the previous care management are extended by a virtual, digital service offer to the patient/insured. This requires the integration of digital solutions.

The technological change turns patients and insured persons into well-connected and informed actors who want to participate more and more actively in the care processes. New digital care processes can lead to better quality of care through more agility, flexibility and availability of information and meet this demand of patients.

As long as the digital technologies used in a company are networked without disruption, the processes are digitalised accordingly, and the employees have the right mindset, digital care management can thus sustainably improve the patient’s state of health. 

Innovation & Digitalisation


Digital transformation is not just an app. It affects all areas of the company, the employees and also the customers.


Digital transformation

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Talk to our expert

Hans-Peter Knaust

Our passion is to develop strategies with our clients and to implement them successfully. In doing so, we build not only on methodological knowledge, but especially on trust, many years of experience and industry expertise.

Hans Peter Knaust
Managing Director of ENGINEERING

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