{"id":3252,"date":"2022-11-15T14:08:38","date_gmt":"2022-11-15T14:08:38","guid":{"rendered":"https:\/\/blogs.gov.scot\/health-social-care\/?p=3252"},"modified":"2024-01-26T14:15:19","modified_gmt":"2024-01-26T14:15:19","slug":"culture-eats-strategy-for-breakfast","status":"publish","type":"post","link":"https:\/\/blogs.gov.scot\/health-social-care\/2022\/11\/15\/culture-eats-strategy-for-breakfast\/","title":{"rendered":"Culture eats strategy for breakfast!"},"content":{"rendered":"

Scotland\u2019s first\u00a0health and social care data strategy<\/a>, currently being developed, must align with wider work on unlocking the value of personal public sector data.<\/p>\n

This is recognised in the wider\u00a0Digital Health and Care Strategy<\/a>, and will enable us to drive forward the ambitious agenda it sets out in support of the recovery and transformation of Scotland\u2019s health and social care system.<\/p>\n

\u2018Culture eats strategy for breakfast\u2019<\/strong><\/p>\n

Says who?<\/em><\/p>\n

This quote is attributed to the well-known management consultant Peter Drucker, but there is no traceable citation.<\/p>\n

However, with that aside, we can all think of an example where an organisational strategy has fallen \u2013 \u00a0often at the first hurdle. As the independent chair of the newly established national Health & Care Data Board overseeing the development and launch of a Data Strategy for health and care, I am determined that we don\u2019t fall at our first, second, or even third hurdle.<\/p>\n

\u00a0<\/strong>The \u2018invisibility\u2019 of culture means that is often regarded as a \u2018soft\u2019 management issue but it is the stuff that determines how things get done, and is really important if we are to successfully implement the data strategy.<\/p>\n

A quote from business leader and former CEO of the Ford Motor Company, Mark Fields, neatly sums up the scale of challenge:<\/p>\n

\u2018You can have the best plan in the world, and if the culture isn\u2019t going to let it happen, it\u2019s going to die on the vine.\u2019<\/p>\n

So what does this mean for the Data Strategy and its Board?<\/strong>\u00a0<\/strong><\/p>\n

We need to change ways of thinking and doing and, in essence, change our culture in health and social care to one where data is the new \u2018fuel\u2019 for all of our decision-making, be it planning or service delivery.<\/p>\n

\u00a0<\/strong>Visible and committed leadership is crucial \u2013 but is nothing if it doesn\u2019t create willing and enthusiastic followers.\u00a0 Shared purpose is also key \u2013 if we don\u2019t agree on what we are seeking to achieve, the how can we go on the same journey.<\/p>\n

\u00a0<\/strong>How?<\/strong><\/p>\n

The Data Board has been formed to provide leadership and oversight for the Strategy and its delivery plan.<\/p>\n