Table 2 Domains, Indicators, and Examples of Codes

Hospital resources readiness in facing digital transformation (I.3, I.7, I.5, I.11, I.13)

Capacity building of human resources for health digitalization

The problem faced by our hospitals is human resources. It has to increase its capacity, its ability to be able to use digital electronics (I.13)

Increasing the capacity of information technology that facilitates decision-making

Information technology must be updated, starting from all kinds of medical records, facilitating data collection, facilitating analysis, facilitating decision making (I.7)

Hospitals upgrade information systems infrastructure that can accommodate digital transformation changes.

What we need to optimize is to upgrade the hospital SIM from the previous version to a more sophisticated version, a complete version to accommodate the needs of electronic medical records, both outpatient and inpatient care, and also accommodate telemedicine, then create a patient portal (I.4)

Effective leadership (I.1, I.10, I.11, I.12, I.14, I.16, I.17, I.18)

Leaders have the ability to read situations

Of course, from the leadership, the speed of getting information and reading the existing situation, and then identifying existing problems, it seems that we can do anything to implement it in our organization (I.10)

Leadership has a mindset that every change is an opportunity

(Hospitals must have excellent leadership with good mindset that they could take advantage of this situation and not just survive.) (I.16)

Leaders who are visionary and able to direct members of the organization to be able to do something

It takes a leader who will be able to drive people in the organization so that they can do it and have an excellent vision to control all of this. (I.11)

Leaders have communication skills both inside and outside the organization

The director of the hospital must have good communication with the governor, the regional parliament, the budget agency, the Ministry of health, and also below (member of the organization) (I.14)

Flexibility in managing existing resources(I.1, I.6, I.4, I.31.10, I.13,1.15)

Hospitals can reconfigure medical devices to use them for different purposes.

How is the existing equipment, even though it is the same but it can be utilized for different purposes (I.1)

Hospitals have the ability to redesign rooms to deal with disasters

We have to start redesigning the room if a disaster occurs. So this is the lesson learned from this pandemic: people are increasingly aware of how to adjust the situation in facing a natural or non-natural disaster (I.6)

Flexibility in managing budgets and implementing business financial management

When we are a COVID-19 referrals hospital, that means if I were in the planning department, this has many consequences. The budget must be allocated for COVID-19, where to put this money because we don’t have the budget to buy so much PPE, no flexibility, we need to be flexible in purchasing and allocating budget, we find this financial management practice if we see hospital as a business(I.11)

Flexibility in procuring resources (I.15)

Compared to the private sector, they buy twice as much as government hospitals. USG, CT SCAN, if we purchase cash, it might be 6 billion. But because of tenders, it ends up multiplying, and if it’s just that it’s so big, while the finances are limited, how he can find this between operational and other cost.? (I.15)

The organizational structure accommodates flexibility in coordination

Well, the structure is dynamic, not bureaucratic, I can jump directly to the CEO, I can also go directly to the commissioner, if it’s something urgent. Then if we have to discuss some position in the corporate, although there is no direct line to the director, there is a coordination line (I.10)

Situation awareness and resilience ethos (I.1, I.8, I.9, I.11, I.12, I.16, I.20)

Ability to shift threats into opportunities (1.1,1.11)

The ability to manage threats becomes opportunities, primarily related to patient wishes (I.1)

There is a teamwork capable of translating government policies into policies that can be operationalized at the hospital level.

There is a need for a team in the hospital that really can read the situation of sudden changes, including in the policies of the Ministry of Health or changes in government policies in general (I.8)

Learning organizational culture thereby facilitates change management

Yes, a learning organization is an organization that continues to learn, which means it supports change management open-mindedness, and there is always space to find out more information (I.12).

Have alternative tactical funds to be used in times of crisis

Including finances, do you have a tactical alternative or not? That’s an illustration of resilience; these funds can’t be used except for certain conditions (I.20)

Having regular briefings to find out the current situation of the organization

Understanding environmental conditions is essential. So what should be today means there is a briefing today (I.20)

Mechanism in preparing contingency planning

For example, do you have an alternative program or not, so there is a contingency plan (I.20)

Implementation of marketing management (I.2, I.8, I.9, I.6, I.10)

ability to assess market needs and create services according to community needs.

The hospital’s ability to assess market needs and create services according to community needs (I.19)

Ability to create product diversification to improve patient experience

What’s the difference, but how it is served is valued and treated; that’s what makes the experience comfortable. It will be back again and bring others (I.9)

Hospitals need to have rebranding capabilities that focus on their center of excellence

Now, the hospital has to rebrand its center of excellence, such as a cardiac, stroke, orthopedic, and urology center. (I.6)

The hospital has a marketing and branding team.

In the private sector, we do have a division called marketing, which is not limited to public relations to sales. The corporation also has marketing and branding divisions. (I.10)

Networking (I.3, I.8, I.9, I.2, I.1, I.19,1.17))

Collaboration with other hospitals in the use of medical equipment (I.3, I.9)

Now, we have to collaborate because today is the year of collaboration. We have to collaborate in the South Sulawesi region. It is not about who is the strongest but about collaborating with anyone who has the MRI and chemotherapy machines so that everything can work effectively (I.3).

The hospital has a coordination and collaboration mechanism with other hospitals, especially in determining their excellent service.

The importance of coordination and collaboration between hospitals so that each of them develops centers of excellence that don’t overlap (I.8)

The hospital cooperates with other hospitals in strengthening services.

We have to be partners with other hospitals, not competitors. It will benefit us if we have much networking, facilitate referral services, and so on, right? We back up each other (I.9)

The hospital has a patient group that can communicate the hospital’s business environment.

So, it is essential to have a patient organization there. So I frankly aspire to go there for balancing earlier

The hospital collaborates with Pentahelix (government elements, academics, business actors, the public, and the media) in strengthening disaster literacy.

Our system is also unclear even though Indonesia imagines 3900 more in 1 day, there have been eight disasters. So that’s what we have to strengthen, so how do we enhance it? Yes, of course, apart from the duties of the educational institution, contributions from Pentahelix from the university, industry, government, and then from the community are also needed. (I.19)

Hospitals work with vendors to accelerate digital transformation changes

Hospitals work with vendors. If they can’t make their facility, try the vendor but based on health facility-based facilities, to think about telemedicine (I.2)

The hospital cooperates with other hospitals in procuring equipment (consolidated goods purchasing)

Of course, there may be a President’s Law regarding consolidated goodpurchasing. So it’s not forbidden. For example, the Soppeng Hospital and nearby Bone Hospital can join because of consolidation. (I.17)

Disaster anticipation (I.11,I.19)

The hospital understands the potential for disaster in its working area

So he has to know when the first one happens, he has to know what types of disasters, then later, what disasters will potentially occur in the area where the hospital is located (I.19)

Disaster literacy in all human resources

Many nurses and doctors don’t know how to manage the disaster victims. So he doesn’t know, for example, if this is a disaster like this, what should we do, what facilities should we provide. So why is it like that? Because the disaster literacy is lacking (1.19)

The infrastructure built takes into account resilience in the event of a disaster.

So, all the building structures are not designed like in Japan, they are not designed. For example, if an earthquake occurs, it can be resilient or sturdy; it means literacy again. So when the hospital was built, there was no check that it was OK because we were in an earthquake area. The hospital must be made to a standard that in the event of a six on the Richter scale shock, the hospital remains intact (I.19).

Standard Operating Procedure (SOP) when a disaster occurs

At that hospital, the SOP was already implemented very extraordinarily. So when there’s an incident, they have an emergency mechanism like that (1.19)