Nursing Customers, Don’t Let the Technocrats Kill Your Outcomes

Nursing Customers, Don't let the technocrats kill your outcomes

As a hospital integrator of patient care communications technologies we’re often sitting between systems that are sold, installed, configured, and maintained by others. Complicating things, the framework and workflow design may be the province of a consulting entity, who is often a hired gun, and gone once the project goes live.  It’s a hard place to be, because it’s often a turf war.

Nursing Customers, Don't Let the Technocrats Kill Your Outcomes

The manufacturers of platforms and/or their resellers want the world to be mostly about their product, their solution, or their company. The consultants have their own view of things. And

As an integrator of patient care communications technologies we’re often sitting between systems that are sold, installed, configured, and maintained by others. Complicating things, the framework and workflow design may be the responsibility of a consulting entity, who is often a hired gun, and gone once the project goes live.

It’s a hard place to be, because it can become a turf war.

Nursing Customers, Don't let the technocrats kill your outcomes

After 15 years of doing this work, I’ve seen lots of misunderstanding and dissatisfaction.

5 questions you should ask your IT solutions provider and the larger project team:

  1. What measurable goals and outcomes are tied to this initiative? Does the solution we have planned or deployed have all the necessary data points to provide us with the inputs and contexts for our outcomes?
  2. Once it goes live will we be able to report on our specific measures with what we have purchased? If not, what’s required? Can the solution providers show us concrete examples of what we will actually see and interact with that are specific to the way we operate?
  3. If this is an integrated solution that ties together multiple manufacturer’s technologies have we examined the capabilities of all the players? Is a particular technology, manufacturer, integrator, or solution provider muscling out another one to their own benefit?
  4. If we need to make modifications to workflow, how are those handled? Who does them? If there are additional costs, how does this get scoped and charged for? Does our budget anticipate this?
  5. What kinds of post deployment evaluation processes are in place? Have we planned to modify, iterate, expand and enhance? How will we be supported by the various solutions partners through that assessment process? And to make inevitable changes that we allow us to achieve our outcomes.

A lot of this is common sense, but in the heat of rolling out a new technology, it’s easy to get distracted by the shiny new objects and be hopeful about the outcomes. Don’t be afraid to challenge what you don’t know or understand. And of course, insist on clear and specific details regarding how your specific requirements will be met.

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Kenny Schiff, is Managing Partner and Founder of CareSight.  A 20-year veteran of the healthcare technology business, Kenny is considered by his customers and peers to be a no-nonsense trusted resource who can be counted on to deliver complex solutions with high impact. His team pioneered managed services to clinical communications customers starting in 2003. Visionary always, but never afraid to be hands on, CareSight is a great creative platform for Kenny’s entrepreneurial and technical passions.

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