During February, Christoffer Andersson (Mälardalens University), Annette Hallin (Mälardalens University) and Mathias Hansson (Region Västmanland) convened a roundtable, the conversation moved beyond theory and into lived organisational experience.

Timing and fit, why technology alone isn’t enough

Adjusting to technology at every level of the organisation is now commonplace, yet one recurring issue stood out: those developing technology often lack insight into how daily work is actually carried out even within the same organisation.

Timing emerged as a decisive factor in successful change. Organisational adjustments are sometimes made before new systems are functioning as intended. The example of medical secretaries illustrated this clearly: roles were removed before it was fully established that the new technology would perform according to expectations.

The discussion challenged the assumption that implementation automatically leads to adoption. Better dialogue is necessary between those involved in daily work and those involved in developing technology, the idea of “if we build it, they will use it” does not hold in practice.

Staff are generally highly motivated to engage with new technologies, particularly when these improve healthcare delivery. However, that motivation depends on fit, technology must support daily work rather than hinder it. When digital tools are introduced simply to advance “digitalisation”, people will lose their motivation to work with the technology.

Navigating complexity

Technology implementation in large organisations is inherently complicated. Systems may not align with all parts of the organisation, and opportunities for customisation can be limited. In Region Västmanland’s case, governance adds another layer. Being governed by politicians introduces political discourse and decision-making that does not always align with organisational needs or priorities, legal frameworks can also impede technology implementation, further increasing complexity.

Introducing technology into the workforce include collaboration from organisational structures, political realities and regulatory constraints, all of which must be navigated carefully for change to succeed.