6 key priority measures to help medical CIOs achieve a better future
On a global scale, medical services face an unprecedented demographic challenge, which has created more demand during the period of widespread fiscal austerity. According to Gartner, technology is considered a panacea, but without proper planning and implementation, the return on investment (ROI) may be low.
"The digital transformation into a medical provider's CIOs provides a good opportunity to reshape the future," said Gartner research director Mike Jones. "They have to provide more and better medical services, but the budget does not guarantee an increase. However, In a highly politicized environment, it's hard to know where to start, and bad decisions can be a lot of life."
Gartner identified six key priorities that CIOs should focus on:
1. Improve financial insight and better coordinate IT capabilities
“Many medical institutions lack an understanding of the true cost of providing health care,†Jones said. “They are at risk of not being able to fully understand their financial impact and making strategic changes. Moreover, they often lack the identification and design solutions needed. Mature enterprise architecture capabilities to improve clinical and financial outcomes."
Gartner recommends that the CIO work immediately with the Chief Financial Officer (CFO) and the Chief Medical Officer (CMO). The three can continually improve cost accounting methods and system adoption from identifying and initiating pilots around specific use cases. If successful, CIOs should seek to expand the scope of the pilot across the organization.
2. Planning for the era of digital real-time health systems using enterprise architecture
As technology becomes more important to the success of medical delivery, the technical environment becomes more difficult to manage.
"Gartner surveys show that healthcare providers that lack the capabilities of a mature enterprise architecture are experiencing greater difficulties in managing the transition to digital business architectures, including real-time health systems," Jones said. He also recommended that CIOs work with managers and clinical leaders to develop high-level strategies to achieve an ideal future for a real-time health system organization.
3. Set key performance indicators to measure digital progress
The digital age requires new metrics to assess performance, but many medical organizations do not set appropriate key performance indicators (KPIs).
Jones begins with “starting with the new digital KPI measurement, which reflects the optimization and transformation. It also adds explicit extroverted performance indicators to ensure that optimization is focused on patients and can be linked to health care outcomes. Interrelated."
4. Rationalization of application portfolios to create new digital values
Gartner research shows that many healthcare providers are not aware of the full value of existing technology investments, such as electronic health records (EHR) and telemedicine . Therefore, the first step is to identify and evaluate the value each application provides within the organization.
“Once the evaluation phase is completed, CIOs can optimize their application portfolio through four core strategies: reducing application procurement costs, reducing IT application costs, increasing joint IT and business costs, and enabling business innovation. If in broader organizational strategies and healthcare When there is any change in the delivery of expected results, you need to ensure that you communicate with relevant people within your organization to help your stakeholders respond positively to your decisions."
5. Create a new way to assess the value of electronic health records
In Gartner's 2018 CIO agenda survey, 80% of medical CIOs believe their EHR has not yet reached the expected return on investment, with 50% of the return on investment being medium or small.
“Part of the problem is that the current value model based on the traditional ROI concept does not fully reflect the full benefits of EHR,†Jones said. He suggested that organizations adopt the EHR's continuous improvement thinking. They should provide formal processes and governance to all stakeholders to help them assess value throughout the EHR lifecycle, including the impact of remediation.
6. Master soft skills and drive change more effectively
Implementing digital projects in a politically and resource-intensive environment depends not only on the right IT planning, but also on the motivation and persuasion capabilities of IT leaders. CIOs should improve their capabilities in four ways:
- Politics: The general importance of managing organizational strategies through strategic partnerships with other leaders.
- Cohesiveness building: Targeting cohesiveness and belonging as a goal of rationalization of applications, especially when dealing with mergers, acquisitions or public health system integration (shared services).
- Upward guidance: Leaders who don't understand IT's proven practices will not promise to do what they say.
- Visual Narrative: Create appealing, long-lasting pain points and benefits, and enhance the intuitive experience of the story.
Jones concludes: "Medical transformation relies on the convergence of technology and people to provide patients with the best care and value. In the process, CIOs can and should play a leading role."
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