Abstract
Background:
In our first year project ” The Common Medication Card – A fantastic idea?” we tried to uncover the reasons for the large number of incidental events relating to the use of the Common Medication Card at Aalborg University Hospital.
While working on this project we found some answers that triggered our curiosity that made us wanting to keep working with The Common Medication Record. This time focusing on the implementation process.

Research question:

What could be the reasons for the problematic implementation of the Common Medication Card and how can this knowledge be used in similar implementation projects in the future?

Method:
Based on documentary analysis of the available material regarding the implementation of the Common Medication Card at Aalborg University Hospital we have used the Grounded Theory method to identify and find the answers to the first part of our research question.
In answering the second part of the research question, we have used "theoretical integration", where the findings from the first part of the study are compared to well known literature to provide recommendations for how similar implementation projects can be approached in the future.

Conclusion:
When reviewing our documents we found that there are several reasons underlying the problematic implementation of the Common Medication Card at Aalborg University Hospital.
One reason, among other things, is a large number of responsible people, and lack of an actual coalition that should be leading the process. The lack of user involvement in the implementation process as well as the culture in the organization is also major causes for the problem.
For similar implementation projects in the future, we recommend that you early in the process put together a strong and dynamic coalition including people with the correct skills for the job. There must also be a significantly higher degree of user involvement in the process and it would be beneficial to make a culture analysis to gain insight into any cultural differences there may be in the organization. The above mentioned factors will help reduce the problems of change an implementation process could have in the organization.
We recommend to start with organization theoretician Kotters change theory including an eight step model to ensure a successful implementation process.

Perspectives:
The implementation process of the Common Medication Card at Aalborg University Hospital can for good reasons not be changed but what can be done in ongoing projects to be successful? We suggest two methods that are currently being worked on in practice to improve workflows which are "Model for Improvement" and the LEAN mindset which we think can be useful.