Netherlands
Confidential
Smart Hospital Construction - Erasmus MC
PROJECT DETAILS
Case Study.pdf
CLIENT
Erasmus MC
REGION
Netherlands
YEAR
2010 – 2018
SERVICE AREAS
Academic Medicine
Digital & AI Strategy
We were not brought in to consult.
We were brought in to build from the inside.
Dr Anna van Poucke · Founder, GHT
01
Situation
A university medical centre needed a new smart hospital environment that combined care delivery, education, research, governance redesign, and digitalisation.
02
Challenge
The construction programme had to deliver a connected clinical environment while changing how the organisation governed and operated.
03
Action
1
Leadership guided the construction programme, governance redesign, digitalisation work, and operational transition into the new setting.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
2
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
3
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
4
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
04
Result
A state-of-the-art smart connected healthcare provider was delivered and internationally benchmarked.
01
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
02
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
03
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
04
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
THE MODEL
A two-channel care model
Separating acute & complex care from elective care — so scarce workforce and infrastructure are deployed where they create the most capacity.
University Medical Centre
Acute & complex care
High acuity
Emergency
Specialist referral
Elective care
Planned
High volume
Day-case
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