Report on Critical Issues in Business Management for Healthcare Sector

This report delves into critical issues in business management, specifically within the healthcare sector of commonwealth countries, with a focus on the UK. It explores the opportunities and challenges presented by digital transformation, including telemedicine, wearable devices, and data analytics, alongside cultural and organizational hurdles. The report evaluates the impact of COVID-19 on trade and investment, highlighting the increased importance of the healthcare sector and the challenges posed by the pandemic, such as supply chain disruptions. Furthermore, it examines the challenges and opportunities in the global trade landscape, emphasizing the need for investment and preparedness in the health sector. The report concludes by summarizing the key findings and implications for the future of healthcare management.

Critical issues in Business
Management

Contents
Introduction................................................................................................................................3
Main Body..................................................................................................................................3
Task 1.........................................................................................................................................3
Opportunities and challenges in Digital Transformation in the commonwealth...................3
Task 2.........................................................................................................................................7
Evaluation of impact that COVID 19 have on trade and investment within the healthcare
sector......................................................................................................................................7
Task 3.........................................................................................................................................8
Possible challenge and opportunities the health sector in a commonwealth country within
the context of a changing global trade landscape...................................................................8
Conclusion................................................................................................................................10
References................................................................................................................................11

Introduction
The share of issues is seen by every company. It could feel that you see more than
your fair share sometimes. Although certain difficulties may be exclusive to your company,
many are essential ones facing most entrepreneurs. Since these concerns are so widespread, it
might assist to examine some key topics and see how some of these challenges were dealt
with by successful business owners. These important business difficulties are prevalent and
can be timely solved. The present report is based on highlighting several issues and
challenges faced by healthcare industries of commonwealth countries in the world. Further, it
is determined that there are 54 commonwealth countries in the world out of which in this
meta-analysis UK region is being focused upon (BHARARA, 2020).
Main Body
Task 1
Opportunities and challenges in Digital Transformation in the commonwealth.
As per article published in Commonwealth Telecommunication Organisation, 2019,
throughout three days, from 1 to 3 October 2018, at the Hyatt Regency Trinidad was held the
Commonwealth ICT Forum 2018 organised by the Commonwealth Telecommunications
Organization in partnership with the Trinidad and Tobago Telecommunications Authority.
Commonwealth members and other ICT partners have met to explore the subject of digital
development transformation: people, technologies and processes. This forum offered the
setting for exchanging information and exchange of expertise on existing and developing
technologies, regulatory and policy challenges and on methods to transform and support
domestic growth via the use of IT (Digital transformation is within reach, but urgent
investment is needed for further development, 2019.).
While covering the different topics the Forums have taken a systematic approach. The
first session addressed the significance to the socio-economic landscape and quality of life of
broadband planning. This session also presented the importance of cooperation in developing
strategies, and led effortlessly to a second session, which fostered friendly and open discourse
for the promotion of a favourable investment and growth culture. Three-to-five contemporary
debates on the over-the-top and public service funds' planetary effects on net neutrality.
Round 2, the data protection and privacy problem was highly focussed, and cyber security
began with the cyber security strategy and implementation session. Rest sessions focused on

consumer rights to personal data protection, while discussing advances made across each
industry; consumer and industry advantages; and leverage strengths to avoid risk. Blocchain
and Digital currency Opportunities; General Data protection regulations, and Artificial
Intelligence Definition, Opportunities and Challenging issues (Gonnova and et. al., 2020).
The latest research, the Infosys Digital Radar 2019, was issued by the IT consultant
Infosys and exposes 2018 the digital change maturity of companies all over the world. It also
highlights the next step of their path. Their key contention is that organisations must take
several digital efforts at the same time in order to become digitally advanced. It implies that
UK firms, including nations like the United States and Germany, currently considerably
outperform the worldwide average in their digital transformation. The writers say that the
dominance of Great Britain is mostly led by telecom and technology organisations as 5G is
introduced. They contend as well that digital viewers are more digital initiatives compared
with digital explorers or watchers, the most progressed set of organisations. The visionaries
average around 12 digital projects, with seven more test projects. On average six explorers,
seven more in pilot. One or two digital efforts are being implemented by the watchers, with a
new pair during the trial testing. Several opportunity to the given country i.e. UK in regards
to development of various industries with digital transformation are as follows;
Health: Researchers and professionals have significantly raised the discussion
concerning technology improvements in health. When individuals talk about technological
innovation in health, they discuss cutting operating expenses and increasing efficiency, such
that the patient's experience is favourable. The future of health passes via treatment
uniqueness. Over the last several years, hospitals have spent ever more in technology to make
the diagnosis personalised and efficient, such as telemedicine, neuromedicine, wearable,
electronic diagrams and large data, more and more. Health units rely primarily on virtual
consultations when an expert is not accessible. Telemedicine, for example, allows medical
treatment for inhabitants in remote places. Using wearable gadgets, it is among other
advantages possible to monitor one's own health. The healthcare sector is changing rapidly
and the continuous development of solutions drives the industry. In the end, the digital
change in the health industry makes it possible for individuals to live longer and better lives
(Griffith and Moore, 2020).
Insurance: The insurance sector is better connected, better informed and more active
than ever before. Companies use Digital Transformation to redefine their strategy to keep

updated in the competitive market. The modern customer expects highly from insurance
firms for solutions that demand a combination of speed, openness, convenience and safety.
These qualities are significant in developing fresh offers using technology like artificial
intelligence and the Internet of Things. In domestic insurance systems the user may manage
alerts and observe the location using smartphones connected to sensors installed in houses.
Data like heart rate, blood pressure, among other vital indications of the user may be
monitored in life insurance smart watchers and biometric sensors, offering continual data to
stimulate improvements in good behaviours.
Quality of life: Technological applications enable unrestricted access to an
information universe for anyone wherever. The new situation is closely linked to the Digital
Transformation, which enabled services in devices formerly linked to physical sites
demanding travel to be placed. For example, regular trips to the doctor's offices were
replaced partly by applications. Diabetics able to test their medication, athletes who watch
their training and dieting, test results delivered by e-mail and arranging exams are some of
the tasks that are available on a mobile device before demanding time and effort.
Transportation: Digitalization on the side of personal mobility and products is
severely affecting the transport sector. The transport of products is continually adjusted to get
even better outcomes by designing better routes, properly predicting the amount of trucks to
load and the tracking fleets via GPS. Furthermore, cars now have a number of reports, which
allow you to foresee issues and flaws, determine if the driver has moved appropriately and to
move distances in the time required (Hall, 2020).
Challenges to digital transformation
In order to boost efficiency and offer new customer-centric software, companies
across sectors are investing in digital transformations. Digital indigenous enterprises continue
to restructure their markets, making them vulnerable to interference by conventional
incumbents. When companies start exploring their digital transformation route, they confront
four basic hurdles.
Culture: Significant structural and operational changes are essential to digital
transformation. Traditional incumbents, however, are strongly organised and might oppose
the implementation of new procedures. A number of cultural elements might hamper a digital
project from long-term workers to risk-taking bosses to company politics. Organisation, as
part of their digital transformation project, can tackle such cultural hurdles by designing an

employment transition strategy. In this plan, the digital transformation strategy, the goals and
timeframes should be communicated. It should also include recognised gaps in skills. Once
firms have been identified, they may develop possibilities for existing personnel to fulfil
future demands. Transition plans recognise that digital transitions are a marathon rather than
a race and manage the entire process of cultural change. Organisation, as part of their digital
transformation project, can tackle such cultural hurdles by designing an employment
transition strategy. In this plan, the digital transformation strategy, the goals and timeframes
should be communicated. It should also include recognised gaps in skills. Once firms have
been identified, they may develop possibilities for existing personnel to fulfil future demands.
Transition plans recognise that digital transitions are a marathon rather than a race and
manage the entire process of cultural change (Lu and Zhou, 2021).
Organisational structure: There is a need to continuously enhance procedures is one of
the most demanding components of turning into a client centric software firm. Regardless of
the technological stack, procedures and expertise, the digital transformation is fast obsolete.
Developing the ability to adapt quickly to change in the market needs an essential adjustment
in the structure of an organisation. The company needs to build workflows that connect itself
with the customer journey starting with leadership. These procedures translate the emphasis
of a team from project to product, providing completely new KPIs. Furthermore, brief
feedback loops included in workflows immediately uncover problems and make the team
more comfortable. The resultant self-sufficient, adaptable team may continually improve its
process and react to client input to increase application value.
Vision: Businesses face a lot of market pressure to offer their consumers software
products more quickly. As a result, they tend to be focused more on the tools, and operational
end states that provide their clients and businesses performance benefits instead of their
value. This trend might generate new digital transformation issues through rapid changes in
corporate structures and operations without corporate alignment and operational preparation.
It is important to start by establishing what success means when launching a digital
transformation effort. A well-defined strategy need a vision of what the digitally changed
organisation will be and new measures for achieving success. The digital vision of
transformation should integrate and how the conversion increases the current core
competences and forces of the organisation (Mann, 2020).

Task 2
Evaluation of impact that COVID 19 have on trade and investment within the healthcare
sector.
Covid-19 a spreadable diseases has hit the every industry and sector of world really
hard in terms of finance, investment, trading and many other aspects. The impact of Covid-19
in the various sectors of the business environment has been really adverse and caused major
loss in terms of finance as well as to the lives of the people. The health sector has played
major role during the pandemic as it includes the hospitals care homes Medical and dental
practices ambulance transportations Medical Services like medicines and other medical
laboratories and scientific research and services related to the health sector. In this
unpredicted and immeasurable global health crisis it was very essential to save the lives in the
livelihood of the old people for which the trading and investment in the health sector was
really important in order to boost the morale of the doctors nurses and other medical service
providers. Critically evaluate that the covid-19 has disrupted the International Corporation
that was needed for keeping the trade floor due to the complete shutdown of travelling
modes. There was unprecedented collapse in the economy of the countries due to investment
in research of vaccine and other medicines to cure the covid-19 patients and to stop the
spreading of disease. The trading and investment within the healthcare sector which involves
the supply of essential health supplies and food, investment for costly vaccines was high. It
was evaluated that it is very challenging for the healthcare system to fight the battle of saving
the lives of people of the country with the spread of virus with weak health care systems. The
covid-19 will increase the trading and investment in the health sector as during the period of
lockdown due to covid-19 people were facing the major issues with their health and realise
that it is very important to invest in the health sector in order to safeguard their and their lives
ones lives for future. There will be major trading between the countries in the global market
to improve the health cash systems and to provide each other with vaccines to fight with this
biological war. It is evaluated that government will support the health sector more and more
and also serve the public interest in order to avoid the future market distortions as well as to
fight with this uncertainty the government will boost the confidence in trading sector within
health care and has the transparency of trade related policies and actions. Allowed the trade
of supply chains flowing related to the health supplies and food and also invest in health
sector to improve their efficiency (McShane, 2021). Major role players in the health sector
during the covid-19 what the doctors nurses, cleaning staff, medicine researches, supporting

health workers and social service providers really heart in fighting against the covid-19 with
global health and development community come the centre of the world's attention. Between
all this there was very challenging thing accepted the safety and supply chain logistics and
the financial stress. Therefore in upcoming years due to the impact of covid-19 there will be
large amount of investment as well as trading in the health sectors. During the pandemic it
became very difficult for the health sector to maintain the flow of essential health
requirements such as bulk of PP kits, masks, sanitizers beds for the patients supply of oxygen
cylinders as there was larger demand and less supply due to destruction and trading within
the health sector which were risking the lives of the people as well as decreasing the rate of
curing in the various hospitals also in order to cure the people from covid-19 the Government
of the various countries are required to invest more financially within health sector to save
the lives of the people of the country. Hence the trading and investment are badly impacted in
the health sector (Morris, 2020).
Task 3
Possible challenge and opportunities the health sector in a commonwealth country within the
context of a changing global trade landscape.
Technology, media and entertainment (TMT) industries are likely to experience
aftershocks in 2020 in both predictable and unanticipated fashion, due to severe disturbances
in years to come. Some sectors have flourished by providing the systems and facilities that
connect our houses to the world that are increasingly vital. Other sectors were affected by the
shifting of consumer behaviour and with a removal of income sources. In the recent 12
months many TMT leaders, by choice and other way, have also had the opportunity to re-
evaluate and reflect on their position in society. With the COVID-19 pandemic, global health
experts became even more prominent to serve the neediest selflessly while all others were
told to remain at home to keep safe. In most regions, health professionals are mandated to
wear PPEs, which are now being vaccinated against the virus. The healthcare sector in the
UK has become a subject of change and England, Northern Ireland, Scotland and Wales each
have their own publicly financed and responsible healthcare systems with a reduction in
private sector and voluntary provision, financed by and accountable to individual
governments and Parliaments. With diverse policies and goals in each nation, there are a
number of variances between these systems (Nhamo and Mjimba, 2020).

Digital transformation entails not just adjusting to new available technology, but also
changing consumer expectations, social transformations and upheavals in business.
Companies need to be customer-centered, nimble, adaptable to new possibilities, and efficient
to remain competitive while reacting to these trends. Digital transformation is how these
expectations may be fulfilled at scale. The COVID-19 epidemic is imposing huge demand on
the global health care sector’s labour, infrastructure, and supply chain, and revealing societal
gaps in health and treatment. COVID-19 is also speeding change across the ecosystem and
requiring public and private health institutions to adapt and innovate in a short timeframe.
Several challenges faced by such sectors in UK region are as follows;
Model innovation: Health organisations throughout the world struggle to resolve long-
standing problems such as cost-effectiveness, access, quality and efficiency. Existing care
models might nonetheless hamper their future adjustment and development attempts.
Innovation of the care model can assist provide the patient and clinician with a more effective
and gratifying experience and decrease costs.
Socio-economic shifts: The increased population status of underserved consumers and
communities leads to health inequality systemic discrepancies across groups of opportunities
must lead to an ideal level of health, leading to unjust and preventable health outcome
variations. The socio-economic, emotional and behavioural health issues today have shown
that healthcare stakeholders throughout the globe have to innovate in order to better address
the health requirements of people across the globe (Novak, 2020).
Opportunities
The speed of changes in health care is being driven – and accelerated – by consumers.
Its requirements and objectives are to drive innovative goods, services and technologies
connected to health. Their choices drive the creation of clinician-patient interactions on-
demand, and seamlessly integrated. Their requests are pushing the change from geographic to
socio-economic groupings to patient-centric treatment. Their goals are to drive stakeholders
from industry to transactional patient/customer healthcare services into a holistic experience
in human health.
Collaboration: A legacy of the epidemic is probably an increased focus on health
ecosystem cooperation. Traditional limits have been more permeable or even obliterated,
generating chances for new health care behaviours, new models in business and financing and

more effective cooperation between stakeholders, leading to new combinations of incumbents
and new entrants' goods and services (Okyayuz, 2020).
Future of work and talent: Addressing the short-term issues of the employee
population coming from COVID-19 – particularly to protect the security and well-being of
frontline employees will require data-driven, human-centric solutions which enable
enterprises to adjust swiftly to meet growing employee demands.
Digital transformation: Digital transformation may contribute to improving working
methods and to extending access to services and to providing patients and clinicians with
more effective experience. The globalisation of cloud computing, artificial intelligence (AI)
and virtual care is playing an increasingly important part in three technology (Pavlidis and et.
al., 2020).
Conclusion
In the digital age, from small businesses to companies, digital transformation is a
need for everybody. Key to compete in modern technology and the customer-led landscape is
to understand how and what this implies for your organisation. Leading companies that
undertake change must take into account current models, processes and technology. They
must be prepared both to innovate and to experiment with competitors who also adapt. As
highlighted in the report document, nonetheless digital transformation offers several
opportunities to a business sector however its risk and related challenges can’t be ignored by
an individual manager.

References
Books and Journals
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Caribbean. In Integrating Sustainable Development into the Curriculum. Emerald Publishing
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Hall, D., 2020. Section D Global Britain?. In Brexit and Tourism (pp. 179-210). Channel
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Economic Surveys.
Mann, M., 2020. Technological Politics of Automated Welfare Surveillance: Social (and
Data) Justice through Critical Qualitative Inquiry. Global Perspectives, 1(1).
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Nhamo, G. and Mjimba, V., 2020. Scaling up SDGs implementation: Down the road to fast
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Novak, A., 2020. Applying the Lens of Transnational Advocacy Networks to Human Rights
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Okyayuz, M., 2020. Affirmative and Alternative Discourses and Practices of Knowledge
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Springer VS, Wiesbaden.
Pavlidis, A., Kennelly, M. and Castro, L.R., 2020. White Women Smiling? Media
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Online
Digital transformation is within reach, but urgent investment is needed for further
development, 2019. [Online]. Available through: <https://cto.int/news/digital-transformation-
is-within-reach-but-urgent-investment-is-needed-for-further-development/>