The Methodist Hospital Of Indiana

1649 Words7 Pages
Problem summary The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS…show more content…
They also allowed the outdated technology to be maintained instead of replacing it with new technology. The organizational structure created problems for the systems used at Methodist as well. All the departments using the old system had no problem internally, but they were not connected with any other departments. There was no common database and processes. For example, different departments used different patient identifiers and when physicians needed information on a patient’s history, they could not get it from the various computers because the patient was identified differently in each of them. This created a lot of dissatisfaction for both the doctors and the patients. Technologically they were dependent on an outdated system which created a backlog of five to seven months. Further, the mainframe system could only be accessed from terminals inside the hospital which made it inaccessible to doctors, patients and other interested parties. The system could only keep current information on patients formally admitted for a week and if older records were required one had to go look at the paper records. All of these created a disorganized and fragmented working environment. Process Evaluation Zerrenner suggested they create a short term task force of 25 members to determine an appropriate solution instead of using the IS
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