The biggest challenge in digital transformation isn’t technical.
It’s operational.

Public teams — in rural clinics, local agencies, mutuals — are already stretched thin. They’re managing crises, short-staffed, underfunded, or simply used to working in ways that don’t leave room for experimentation.

So when a new platform requires them to pause, retrain, or “switch over” entirely, it usually fails before it begins.

That’s why we designed OSP90 around continuity.

No “go-live” drama.
No switching systems overnight.
No top-down instructions.

Instead, we deploy alongside the current reality.

That might mean:

• Running new workflows in parallel to old ones for a few weeks.

• Allowing both paper and digital processes to coexist during handover.

• Building lightweight tools that mimic familiar structures (a checklist, a folder, a form) but run on code instead of guesswork.

We’ve learned this in the field:
Success depends less on how powerful the software is — and more on how non-disruptive it feels to adopt.

When teams feel supported, not replaced, they engage. They improve the tool. They start asking for more.

That’s how transformation actually spreads.
Not through force — but through fluency.