Digital transformation management in healthcare: international and domestic experience in developing staff competencies

Abstract

Abstract. The relevance of the topic is determined by the need for strategic transformation of medical management in the context of the global “Digital-in-Health” paradigm, where digital competence of personnel becomes a key KPI for ensuring the sustainability and quality of medical services. The article proposes management mechanisms for adapting international experience in Health IT Governance to the Ukrainian realities of developing the ESOS, which is critically important for increasing the competitiveness of healthcare institutions and effective human capital management in times of military challenges. Purpose. The main purpose of the study is to scientifically substantiate and develop comprehensive management approaches to the formation and improvement of digital competence of doctors as a strategic resource of a medical institution. The article sets out to analyze current international standards for managing IT infrastructure in medicine (Health IT Governance) and adapt this experience to Ukrainian realities in the context of developing the Electronic Health Care System (EHCS). Particular attention is paid to the transformation of the role of the head of a healthcare institution from an administrator to a leader of digital change, capable of effectively managing human capital in a high-tech environment. Methods. In the process of preparing this article, a set of general scientific and special research methods was used. The method of systematic analysis allowed us to consider the digital transformation of medicine as a holistic ecosystem, where technological, legal, and economic aspects are in constant interdependence. The comparative legal method was used to study the GDPR regulations and their impact on domestic personal data processing protocols. Using the method of synthesis and generalization, the experience of EU countries (Estonia, Germany, Great Britain) was analyzed and the most effective models of staff training were identified. Bibliographic and content analysis of scientific publications (in particular from ScienceDirect, JMIR, IJMRHS databases) and downloaded regulations allowed us to form a theoretical basis for the development of a management competency matrix. Results. It has been established that a physician's digital competence in the context of modern management is a key performance indicator (KPI) for a medical institution, as it directly affects the quality of clinical decisions and the economic stability of the organization. It has been proven that the successful implementation of the “Digital-in-Health” paradigm requires a transition to a data-driven governance model. The study identified three levels of managerial influence: operational (ensuring the accuracy of EMZ entry), tactical (development of telemedicine services), and strategic (Big Data management and artificial intelligence implementation). A comparative analysis of the leading medical information systems (MIS) in Ukraine (Helsi, Health24, Doctor Eleks, Medics) was carried out, which made it possible to form criteria for the selection of a system by the manager depending on the strategic goals of the institution — from mass service to in-depth scientific analytics. It has been substantiated that the implementation of telemedicine platforms allows management to reduce operating costs and optimize patient routes, which is critically important in conditions of limited resources and martial law. The role of educational management (based on the experience of the CMU and TNMU) is emphasized separately, which should ensure the formation of a doctor's digital profile at the undergraduate stage. Conclusions. The results of the study confirm that improving the digital competence of staff is a multidisciplinary management task that goes far beyond technical training. Effective management of digital transformation should be based on the integration of international data security standards, the creation of continuous professional development systems, and the implementation of innovative financial monitoring tools through MIS. The conclusion has been reached that, in the Ukrainian context, the priority for healthcare management is to move from fragmented digitalization to building a holistic “digital culture” within the organization. This involves not only technical equipment, but also a transformation of organizational behavior, where each employee is aware of their responsibility for data security and quality in a unified healthcare information space. The practical value of the work lies in the developed competency matrix, which can be used by healthcare facility managers to develop staff development strategies and assess the effectiveness of the facility's digitalization.