{"id":11526,"date":"2025-05-14T15:21:42","date_gmt":"2025-05-14T13:21:42","guid":{"rendered":"https:\/\/29forward.com\/?p=11526"},"modified":"2025-06-11T11:26:07","modified_gmt":"2025-06-11T09:26:07","slug":"beyond-the-dashboard","status":"publish","type":"post","link":"https:\/\/29forward.com\/en\/specialist-articles\/beyond-the-dashboard","title":{"rendered":"Beyond the Dashboard: How People-Centric Data Strategy is Transforming NHS Performance"},"content":{"rendered":"\t\t
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The initial situation: data flooding<\/strong><\/h5>\n

Well, let’s get straight to the point: <\/strong>the National Health Service (NHS) is inundated with data. Huge amounts are generated every day – but it’s not just about numbers. This data is the key to better patient care, smarter use of resources and a healthier population. Beyond the dashboard: How a human-centered data strategy is transforming NHS performance<\/strong> – this is what it’s all about. Because data can only reach its full potential if it is used in a meaningful and user-centric way.
Translated with DeepL.com (free version) <\/p>\n

But here is the point that is all too often overlooked: All this data often just sits there.<\/p>\n

Teams create reports, but are they really useful? Is the information clear, or is it a confusing mess? And that’s not the fault of the teams on the ground. Are decisions delayed because employees can’t get the information they need, or because it’s presented in a way that makes the brain hurt? Does this lead to wasted time, inefficient decisions or even harm because the right decision can’t be made? <\/p>\n

Does that sound familiar? I thought so. <\/p>\n

At 29FORWARD<\/a>, we don’t just see data, we see people. We understand that a great data strategy is not just about the latest technology. It’s not just about dashboards, data warehouses<\/a> or AI-powered this and that. It’s about understanding the people who need to use that data. Their daily work, their challenges, what makes their work easier or more difficult. It’s about providing them with the right information at the right time in a meaningful way so that they can actually do something with it. <\/p>\n

Our work with Bristol, North Somerset and South Gloucestershire’s (BNSSG) Integrated Care System (ICS) demonstrates this in practice. We rolled up our sleeves, worked with the teams there (and not just for them) and helped them sort out their performance reports. The result? More efficient processes, better data and a real shift towards making decisions based on real evidence that deliver better quality of care to patients in their community. <\/p>\n

The challenge: data, decisions and decoupling<\/strong><\/h5>\n

When it comes to data, the NHS is a beast. It’s not just the sheer volume (although that’s a big problem). It’s the fact that it’s so complex. Data comes from everywhere – hospitals, GPs, community services, mental health teams and so on. It’s in different formats that are often incompatible with each other, and it’s stuck in systems that don’t communicate with each other. <\/p>\n

The result? Interruption of the connection. <\/strong><\/h5>\n

Try making strategic decisions when your data is scattered all over the place. Imagine trying to plan services without having an overview of what is actually needed. Or recognizing important trends when your data is locked in silos. That’s a nightmare. <\/p>\n

This is a major headache for the Integrated Care Boards (ICBs). They are responsible for planning and financing healthcare services. To do this well, they need to see how different things are connected. But they are often faced with thousands <\/em>of metrics. How are they supposed to know what to focus on? How can they ensure and quantify that the decisions they make will have a positive impact on the care you receive when you enter their facilities? <\/p>\n

And this is precisely where high costs arise. Studies such as the one by McKinsey show: Knowledge workers spend up to 20% of their time searching for internal data. This is often due to poorly designed systems and a lack of access to clearly prepared information. If reports and dashboards are not set up well, employees waste hours finding, cleaning and interpreting data. Instead of well-founded decisions, hypotheses are formed – or even wrong decisions are made because the problem has not been properly understood. <\/p>\n

In many cases, like the one we found at BNSSG, the internal teams were working incredibly hard, but they were hampered by a number of factors. They often lacked clear, consistent requirements, were dealing with a constant stream of ad hoc requests and simply couldn’t find the time to make proactive improvements to the systems and processes they were using. <\/p>\n

The impact on decision-making is enormous. There are delays, inconsistencies and decisions that are not as good as they could be, simply because they are not based on the whole picture. <\/p>\n

But the problem is not just a technical problem. It is a human problem. It’s about the people who need this data to do their jobs. The people who are trying to improve things. It’s about giving them the tools to focus on what’s important, not drowning them in a sea of information. <\/p>\n

To solve this problem, you have to put people at the center. You can’t just fight the problem with technology and hope it goes away. You have to develop systems and processes that actually work for the people who use them. <\/p>\n

Our approach: A human-centered data strategy in the healthcare sector<\/h5>\n

At 29FORWARD<\/a>, we have a simple philosophy: data transformation is about people, not just technology. We adhere to three core principles: <\/p>\n