Written by Jason Kressel, SVP Product and Account Management, MyHealthDirect | August 17, 2016
The same cycle is playing out over and over again at hospitals and healthcare organizations across the country. An email from a senior executive is sent to employees describing a new technology solution that will soon be implemented across the business, bringing numerous benefits to the entire organization.
Employees are to be “excited” about all the improvements coming their way, and told that many of their current frustrations will be alleviated. The email assures employees that a team of experts will be on hand to roll-out the new solution, and six months from now the entire workforce will be happily utilizing it.
Six months later…
Successful adoption has been limited and the solution is now associated with other failed initiatives. A new timeline has been established, or the program has been terminated entirely. Business continues as it had before, but employees and other stakeholders are perhaps a bit more distrustful and jaded. What went wrong?
The implementation of any new technology solution requires much more than the technology itself. In healthcare, this is even more true. The complex structure of stakeholders in healthcare organizations – including hospitals, health systems, clinics, insurance companies and more – necessitates careful attention to the process of implementation and adoption. Additionally, healthcare organizations face a complicated web of existing platforms that often integrate with external systems, in addition to the intense focus on regulatory and compliance measures that must be followed. Perhaps most importantly, the healthcare consumer (the patient) plays a sensitive and vital role in the process.
To meet these challenges, healthcare organizations seeking technological innovation must have a comprehensive and thoughtful approach to implementation of any new solution. Strong project management and planning is important, but there’s more to it than that. In my experience managing this process, there are seven proven strategies that should be considered when embarking upon any new technology initiative:
Read the rest of the article on Becker’s Health IT & CIO Review.