I was the principal technology strategist and overall lead in one of my company’s engagements with one of the largest patient services organization in USA. This organization serviced pharmaceutical industry and had their patient services platforms for hire as and when they launched a high price drugs. Our hiring organization was part of a Fortune 40 parent company that had many similar divisions under its umbrella. Although our hiring organization made up only 2% of total revenue for the parent company, it contributed over 10% in profits; thus, it had a huge impact in the overall profitability of the parent organization. Over the years, the operating margin on our client’s side had been in decline. Expenses on information technology (18%) were in general far outpacing growth in revenue (13%). Our hiring organization had acquired several companies over the past few years and had difficulty in consolidating operations from various patient services platforms into a single platform. Thus, their applications portfolio had grown to include four patient services platforms with 80+ distinct implementations that were all unique in some respect. Besides the issue of having a multitude of patient services platforms in operation, large technology debt and the evolving complexity in the healthcare business were identified as the three major reasons for the upward trajectory in the hiring company’s increasing information technology expenses. The main purpose of our engagement was
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This case analysis of Stanford’s Hospital and Clinics (SHC) electronic medical record (EMR) system implementation will focus on how the healthcare organization focused on resolving a problem to meet regulatory pressures and responded to an opportunity to create operational efficiency, by capitalizing on the use of information technology to help reduce costs. We will discuss the organization’s IT problems, opportunities, and the alternatives available to address each. We will summarize an analysis of potential alternatives including the organization’s EMR system of choice and conclude with a recommendation to the Board on how to rollout the new system.
Strategic leadership in healthcare is the act of transforming a health care organization so that its daily functioning matches the organization’s vision, core values, the cultures it serves, as well as organization’s culture, organizational climate and structure. In implementing strategic leadership, managers and healthcare executives can gain a greater sense of clarity in the changes that need to be made so that the organization can reach its full potential. Healthcare leaders can also make stronger connections internally and externally, with incorporating strategic leadership, to help the organization grow and expand the organization’s reputation, while contribute to the organization’s well-being.
Hospitals have organizational structures that allows them to carry out their duties efficiently and successfully. What separates the organizational structure of a healthcare organization from a business, essentially that the hospital 's organization is chiefly founded on the amalgamation of medical and administrative staff (Carayon, et al., 2014). The organizational structure of the twenty-first century solutions in health care hospitals involves, both divisional and hierarchical structure. In the of the chain of command hierarchy, there are various levels of professional’s that fall under other levels within the facility, and each staff member is organized in regards to departments that are related to their (KSA’s) skills, attributes and job duties (Carayon, et al., 2014). Hospital organization philosophies is based on development of values and ethics, with the understanding on moral principles relating to human conduct. These systems are comprised with the processes in decision making and determining the best actions to consider between the difficult alternatives when pertaining to patient care.
“All health care disciplines share a common and primary commitment to serving the patient and working toward the ideal of health for all.” (American Association of Colleges of Nursing, 2014, p. 1) There are many different professional members in the healthcare system. Each of them, have a specific specialty and responsibility to the patient and play an important role in the patient’s overall plan of care. “The scope of health care mandates that health professionals work collaboratively and with other related disciplines. Collaboration emanates from an understanding and appreciation of the roles and contributions that each discipline brings to the care delivery experience.” (American Association of Colleges of
Banner Health is a nonprofit health care system that was started on September 1, 1991 after the merger of Samaritan Health System and Lutheran Health Systems. Before the merger Lutheran Health System had a long standing history as a respected health care provider in rural communities located across Western and Midwestern states dating as far back as 1938 while Samaritan Health System was formed in 1911 and had a reputation for clinical excellence in California and Arizona primarily in the metro Phoenix area. The headquarters of Banner Health are located in Phoenix
Information systems assist Patton-Fuller Community Hospital in setting and accomplishing it goals of improving and collaborating interdepartmentally with management, employees, staff, and customers (Apollo Group, Inc, 2013). Proficient information systems objectives are to provide effective and efficient services; add profit and cost-avoidance; and social responsibility (Blue Avenue Associates, 2010). Patton-Fuller objectives are to improve the efficiency of the hospital operations, relationship with current and future patients, and support finance management (Apollo Group, Inc, 2013).
With the rapid growth in technology, many healthcare organizations have embraced the use of healthcare information technologies. As such, the information technology department has various staffs that perform fundamental roles in the information technology-related activities. It ranges from activities of customizing a software to implementing and maintaining a network to ensure effective system backups. In addition, these healthcare information technologies bring about other
The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).
This paper will focus on the health-tech business and takes a look at Philips’ strategic plan, capacity plan, and how it implements these into its portfolio management process. I will be going over the program management plan and how projects are managed as well as identifying any conflicts in cost, schedule, or quality and how to resolve them. Additionally, there will be a change management plan that focuses on managing organizational and cultural changes. I will also create a resource utilization plan to analyze and plan resources.
Healthcare management is a great, complex, and dynamic field. Like any business, healthcare requires exceptional administration to keeps its operations effective and smooth. Notably, the healthcare field is constantly growing, calling for the expertise of skilled administrators with the capacity to manage hospitals. Since my childhood, I have enjoyed solving problems, helping people, caring about the community and individuals, and having an excellent compensation and growth opportunities.
In business there are strategies that need to be fulfilled. Starting a business or health care organization we need to use strategy planning. In the strategy planning of our business or health care organization we need to map out the mission, vision and goals that we want our business or health care organization to meet. My paper is going to be on the Veterans Health Administration strategy planning. This paper will review their internal and external assessments, competitive marketing analysis, identification of stakeholders, an overview and assessments of services provided, competencies and
The variation in information needs across any healthcare provider organization forces healthcare information technologies (HIT) platforms, systems, processes and procedures to align its design to support the unique information needs of each department and role. The greater this alignment of HIT systems and technologies to specific administrator, doctor, nurse and lab technician roles, the higher the level of overall systems performance and results attained (Agrawal, Grandison, Johnson, Kiernan, 2007). Just as an enterprise has strategic information needs that help to define the future direction of the business, healthcare provider organizations also have a comparable set of strategic information needs. The administrative roles in healthcare providers need to have a consolidated view of the organization from a cost, quality management, service level, patient recovery rate, patient satisfaction and profitability standpoint as well (Middleton, 2005). All of these factors are often gathered together in a dashboard that administrators often rely on to manage the core areas of their healthcare business (Leung, 2012). Administrator's information needs are also longer term in nature and more oriented towards the development of strategic initiatives that will last several years, requiring
2. How has specialization resulted in challenges in developing Healthcare IT (HIT)? How has HIT evolved with different specialties and organizations? Challenges in developing Healthcare IT are time consumption related to documentation, cost, and physician resistance. Providers who specialize tend to have more comprehensive and meticulous notes, because of this it may take more time to complete a note in the electronic medical record (Lo, 2007). Because each specialty is different, the documentation related to the specialty is different. This makes it difficult to fulfill the needs of each specialty. The execution of the health information technology is costly. According to Shi and Singh (2013), there are increased cost associated with Healthcare IT in the areas of capital, training, labor, and inflated