Methods for keeping track of the fast-changing developments in the digitalisation of social welfare

The digitalisation and digital transformation of social welfare is a relevant subject for many welfare organisations. Questions on the subject are related to what is happening in the digitalisation of the field and how to stay updated on the topic. Questions are also arising related to organisational and cultural changes and different organisational processes. The importance of these aspects is emphasised in plenty of literature regarding digitalisation. The Finnish Ministry of Social Affairs and Health has set up a digitalisation strategy until the year 2025 where the same issues are emphasised in order to succeed in digitalisation. The aim of the study is to find answers to (1) how the client organisation keeps track of the fast-changing developments of the digitalisation of social welfare, (2) what are methods for the selection and decision-making process on what is relevant regarding digitalisation, (3) how to secure the right professionals in enhancing digitalisation depending on the steps taken in digitalisation and (4) how to communicate within the organisation regarding digitalisation. The study was conducted as a qualitative research, including an integrative literature review and semi-structured interviews. The interview questions were divided into four themes based on the four thesis objectives, with a total of 19 questions. Relevant literature and interview results are presented in the thesis. Both are integrated into the conclusion. The study revealed a wide range of aspects to consider. It revealed the importance of different information and knowledge management practices. The importance of networks, establishing communities around digitalisation, virtual teams, collaborative structures and co-creation was emphasised, as well as (academical) partnerships. Networks can be on location, virtual, internal, national or international depending on the kind of network. Knowledge audits can be used to capture the tacit knowledge of people. There are many knowledge systems and tools to use. Digitalisation and knowledge must be part of the vision and strategy of the organisation. The digital age asks for a new organisational culture, new management styles and new leadership. Digitalisation is enhanced by implementing different projects. The interviews showed that one person isn’t necessarily appointed in enhancing digitalisation. The selection and decision-making process regarding digitalisation can be improved by different frameworks to reach decision quality and by considering different specific aspects, such as supportive, technologic, patient and knowledge aspects. Different approaches were also mentioned by the interviewed participants. Analytics, knowledge audits, a business plan and a digital competency framework are needed in the HR management. Cooperation is important, as no one knows everything. Employees and customers should both be involved in the digitalisation, as they have practice-based knowledge. Change management is needed in the communication regarding digitalisation. Different communication platforms can be useful in communication. Employees should be asked how the platforms are used, as implementation is conducted from the top to the bottom. Different points of view exist whether the starting point of bringing a digital solution to the client is the client’s needs or the already available solutions brought to the client. Future studies could be conducted on how digital competencies are secured by having the right professionals in furthering digitalisation. The client organisation should continue further research by utilizing existing networks and increasing collaboration