Professional Documents
Culture Documents
CEO/CIO Questions
Healthcare CEO/CIOs are looking for fresh perspectives in advancing Healthcare Information Technology (HIT) strategy design, development, and deployment for more effective and efficient healthcare delivery. A number of important questions require immediate answers. Is there room to optimize service delivery capability? Do we effectively organize/manage/govern HIT Services to maximize value and clinical relevancy? Are we sure that service performance will meet or exceed federal and customer expectations? Is the budget allocated correctly? Is there room to optimize our spend?
Engage self-directed leadership, managerial and operational behaviors within dynamic, environmentally determined constraints.
Embrace an effectiveness over efficiency culture, while continuing to focus on efficiency.
Quality of Patient Care Responsiveness Innovation Competitive Positioning Speed to Delivery Reach Reliability Risk Cost Efficiency
We can't solve problems by using the same kind of thinking we used when we created them.-Albert Einstein
Healthcare organizations will need a radically new transformational approach to HIT on the part of the CIOs, business leaders and clinicians.
A transformational strategy will encompass an inclusive governance process with streamlined decision-making authority, a radically simplified IT architecture, mega-project-management capability, resource allocations and strategic sourcing, change and effective communication management.
Tactical
Outlook How organizations make decisions about technology investments Performance How well organizations implement those decisions
Performance
Reactive Managed
Outlook
Employers
Home Laboratories
PBMs, Retail RX
Care Centers
Government
Tactical
Outlook
Performance
Reactive Managed Agile
Scarce resources: How do we hire, retain, retrain, or obtain staff to provide the necessary technology skills? HIT governance challenges: How do we coordinate HIT spending and activities throughout the organization? With our partners? The need for speed: How do we support business requirements to respond to opportunities in days vs. months vs. years?
An Agile HIT Framework Provides a Persistent Context for the Strategy Outputs
Strategic Directions Required for Driving Agile HIT Come in Two Flavors Getting Aligned and Managed . . .
Externalizing & Becoming Agile Agile IT Getting Aligned & Managed
Outlook
Drive efficiency and effectiveness of HIT delivery Environmentally and management processes Integrated Adopt an enterprise architectural view Focus on getting costs structured, understood, under control Health Care Aligned Concentrate cost optimization on efficiency issues Drive opportunity portfolio prioritization through value tradeoff Align business and HIT strategies
Tactical
Transitional State
Because an organizations HIT capabilities are typically distributed across the framework, their HIT Strategy embraces a mix of activity types
An Agile HIT Strategy Addresses the Shortcomings of the Traditional HIT Strategy
HIT defines an ongoing decision tool for leveraging IT to drive a healthcare organizational success in a constantly evolving community environment
The process is practical and scenario driven It recognizes that technology both enables and improves healthcare strategy The process examines opportunities made available by other entities in the environment as well as constraints imposed by it The strategy is not just about the new, but what to do with the existing environment and current systems portfolio
An Agile HIT Strategy Translates Needs and Opportunities from the Environment into Action
Health Care Environment Technology Environment
Visioning
IT Architectures
Health Care Strategy Health Care Architecture What
HIT Strategy
Transformation Services
HIT Current State
Environment
Health Care Strategy IT Strategy
IT Systems & Services
Healthcare Institutions
Rules of engagement for decision making ------------------------Coordinates complex Creative Solutions relationships, brokering
Skills and capability that enable Systems & Service delivery -------------Sourcing strategy is critical
The HIT Strategic Components Provide the Basis for HIT Transformation Tools
HIT Initiative Planning & Prioritization
Development of a set of processes and tools to organize and prioritize HIT initiatives Focus on resolving the issues around resource management and prioritization of scare resources
This Pragmatic Approach to HIT Strategy Focuses on Sustained Value and Significant Benefits
Integrates with and drives healthcare strategy, not an after-thought or extension
Provides a common language for healthcare/HIT discussions
Tasks
Extract key healthcare strategies Document and review with key management Create healthcare strategy summary Confirm with key management Identify technology infrastructure enablers Identify information management enablers Identify application enablers Define required system/service characteristics Identify key product capabilities Identify key service capabilities Identify sourcing opportunities Identify baseline HIT competencies Identify common capabilities Identify specialized capabilities Identify appropriate sourcing Define the HIT governance structure Define the HIT governance processes for HIT Product & Service delivery HIT management Identify product & service, governance, capabilities implications
Resources
Executive management team Division management HIT management Strategy development team
HIT management Strategy development team Key business subject matter experts
Strategy development team HIT management Executive management team Division management
Identify Implications
Information Information Strategy Architecture Technology Strategy Architecture Management Architecture Strategy
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The Information Architecture looks at the structure for managing the key information
for managing the healthcare business, who uses that information, where its created and how it is managed. The Technology Architecture describes the enterprise direction for an enabling infrastructure as driven by the strategic direction for applications and data. The Management Architecture describes the processes, tools and systems to be put in place for the effective management of the HIT resource.
The HIT Transition Plan defines how to get to the future state. The HIT Transition Plan
clusters potential project efforts into a series of prioritized programs or initiatives, reflecting the interdependence all aspects of HIT and HIT management and their priorities with respect to supporting the business strategy.
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Stage 1
Major activity/ milestone
Year 1
Year 2
Major activity/ milestone
Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone
Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone Major activity/ milestone
TODAY