WHY every company must become a digital health company

Most companies didn’t plan for this moment and don’t have the necessary expertise and capabilities at the ready. This complicates and perhaps delays the ability of any company to safely reopen, operate, and grow.

It’s all a work in progress, requiring an entirely new series of scenario planning to prepare—quickly but thoroughly—to get back to work while protecting employees and customers, during an active pandemic.

The questions to consider are practically innumerable, but answers for every scenario are necessary now and as we move forward. These include:

  • How do we get our business set up for this new world?
  • Do we need an expert advisory board and/or a chief health officer?
  • How many people are allowed in a common workspace at any one time?
  • How do we rethink conference rooms for live meetings?
  • How do we fit people into an elevator safely and manage shifts for people to go up and down between floors?
  • How should we establish health-centered protocols for future disruptions as they happen locally and globally?
  • Thermal scanners and temperature tests will not catch infected employees, customers, or guests who are either asymptomatic or presymptomatic. But this is exactly why every organization has to become a digital healthcare company. Every solution will be unique to the workplace, even for state, country-wide, and global organizations.Becoming a digital health company is good for business, and it’s good for people. Not only does it leave an organization prepared for operating in disruptive environments; it sends a message to the market that the organization is resilient and innovative.In the past, companies took their time and shaped their own approach to becoming technology companies. For many, doing so was part of their digital transformation strategy. But digital transformation itself didn’t evoke a sense of urgency for a unified, purposeful response. The pandemic exposed shortfalls in every digital transformation investment. Critical operational functions and business processes were broken, missing, or outdated. You could say that digital transformation itself was digitally disrupted.