Adopting an EMR (Electronic Medical Record) shouldn’t be a battle between technology and people.
Yet, in many clinics, that’s exactly what it turns into, a source of frustration, delays, and resistance.
After being involved in several implementations, I’ve noticed patterns that repeat themselves over and over, and fortunately, they can be avoided.
1. Thinking the software will solve everything
An EMR doesn’t fix poor organization, lack of internal communication, or unclear processes.
If the clinic doesn’t have a solid foundation, digitalization won’t fix it either.
Before implementing the system, it’s essential to review workflows, define responsibilities, and eliminate redundancies.
Technology amplifies what already exists, if there’s chaos, it might make it even more visible.
2. Not involving the team from the start
One of the biggest mistakes is making decisions for users instead of with them.
Doctors, embryologists, nurses, and administrative staff each have different day-to-day perspectives, and all of them are necessary.
When the team feels heard, they engage with the change.
When it feels imposed, they resist it, even if the system itself is excellent.
3. Providing little (or late) training
Many clinics underestimate the time required for training.
Learning an EMR isn’t about watching a couple of videos or attending one session.
It requires hands-on training, tailored to each user’s role, and reinforced with continuous support during the first few weeks.
Poorly trained users lead to errors, loss of confidence, and the feeling that “this doesn’t work.”
4. Failing to define an internal leader
The role of an internal leader is essential — someone who understands both the clinical workflows and the system, and who serves as a bridge between the software provider and the rest of the team.
Without that figure, everything depends on external support, and small daily issues pile up until they generate widespread frustration.
5. Not measuring or adjusting after go-live
Implementation doesn’t end the day the system goes live.
It’s necessary to measure key aspects: registration times, errors, staff satisfaction, and protocol compliance.
Only with that data can meaningful improvements be made.
An EMR isn’t a closed project — it’s a continuous process of improvement.
Conclusion
The success of an EMR doesn’t depend only on the software, but on how change is managed.
When a clinic understands that implementing an EMR is an organizational transformation, not just a technological one, adoption stops being an obstacle and becomes an opportunity to grow.
