From February 27 to 29, we were at the ICT&health trade fair at the MECC in Maastricht. Data is playing an increasingly important role in healthcare. From secure data exchange to reliable registrations and better decision-making: without control over data, it is becoming increasingly difficult to work efficiently, securely, and in a future-proof manner. During the session 'From data strategy to tangible results: how do you go about it?' by Tara Kikken (change expert) and Joost Wijdeven (business intelligence consultant), we took the audience through concrete examples and practical experiences.

During our session, we demonstrated how to make data-driven working a sustainable part of the organization: by embedding it in roles, processes, and daily routines. Not as a temporary project, but as a permanent way of working. With a clear goal in mind: better care.

1. Start with a clear foundation

A data strategy does not have to be heavy or complex. It starts with understanding three things:

• Where are we now?
  A maturity assessment provides an objective picture of the organization's strengths and areas for improvement in the field of data. These insights help to determine ambitions and priorities for the future.
• Where do we want to go?
  Think of better data quality, less correction work, more insight for practitioners, or a better basis for data exchange.
• Which frameworks always apply?
  Think about privacy, security, and choices that are important to you as an organization (e.g., standardization or limiting dependencies).

The data strategy provides direction and ensures focus on the end goal rather than on individual initiatives.

2. Set up data governance in a smart and scalable way

Good data governance is the foundation for every subsequent step in your data transformation. Data governance is not about building a large organizational chart, but about making clear agreements: who is responsible for what and how do we maintain data quality? Important principles:

• The Chief Data Officer (CDO) is the owner of the data organization. 
  The CDO is the owner and sponsor of the data organization. This role must be fulfilled by someone at MT or executive level. The CDO is responsible for all data-related activities.
• 
  Rolesin a data organization are not separate positions, but responsibilities that employees fulfill within their own position. Depending on the scale of the organization, these roles can be assigned to specialists or combined by one person. The prerequisite is that employees are given the space, training, and recognition to do so.
• Ownership per domain.
  For example: patient registration, finances, or quality. Each domain has its own data owner with clear responsibilities.
• Stewards close to practice.
  They help colleagues with the daily use of data and are the first to notice when something goes wrong.

By starting small in one area, you avoid complexity and quickly create visible results.

3. Adoption determines real success

The biggest challenge is not in the content or tooling, but in the people. Only when people start using data will your data strategy become a reality. That change process takes time, which is very costly in healthcare and is spent as much as possible on patients or clients. That is why adoption is all about unburdening:

• Make it clear why the change is taking place and why it is necessary.
• Explain to each target group what this specifically requires of them and what it will deliver for them. Use examples that are recognizable to teams.
• Take practical considerations into account, such as training courses tailored to schedules.
• Offer help nearby: buddies, stewards, shadowing opportunities.

An approach that takes into account the workload and reality of healthcare increases the likelihood that data-driven working will not be something that is "added on," but something that actually helps.