Community hospitals traditionally operate in many under-served areas. They are often the oasis for patients that otherwise would have to travel long distances to receive quality care.
“Culture eats strategy for breakfast” ---Peter Drucker.
Success only comes with the “Constancy of Purpose” tied to the organizational Mission. If it doesn’t help the Mission, then why are you doing it?
When you look across the various practice management vendors, they tend to be ambiguous as to what size physician groups they cater to. The reason is they don’t want to turn down large sales, on the other hand no software vendor wants to talk about response issues with larger clients.
From a budgeting perspective there are various factors that have to be considered in order to properly plan all your expenses. The actual cost of the software being just a small component.
We really need to recognize the addictive nature of technology and our feeling of security and satisfaction of playing with our adult equivalent of the baby rattle.
The CIO then steps back, arms spread and announces that they have built a data warehouse. The problem is that no one really knows how to use it. At least in the movie “Field of Dreams,” they build a baseball field for people that already knew how to play. By building it the players came and you can just sit back and enjoy the show. This does not happen with a data warehouse.
Planning ahead takes time. Just like my flight experience in small planes, I still had to factor all the same things large airlines have to consider. Physician groups are no different than hospital groups when it comes to strategic planning.
Using eHarmony’s degrees of “compatibility and dimensions" is an easy way to summarize the same traits you should look for in a contractual relationship.
A software go-live should be a consistent and expected outcome. If you like vanilla, that’s fine. But make sure that it is not at the expense of your workflow.