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So many of today’s healthcare organizations are in the throes of mergers, network expansions or new partnerships that require HIT systems to quickly begin behaving as a single entity.
One of the first hurdles to clear is ensuring that executive leadership has a clear picture of what is involved in combining the organizations’ IT infrastructures and solutions. A common mistake is under-preparing—either from a time or budgetary standpoint.
For IT leaders appropriate staffing levels to execute on a merger/migration is a top priority—from senior managers to frontline personnel, it’s critical to have experienced players at the wheel providing on-site or remote support in a timely and effective manner.
Scaling your solutions and resources can prove another challenge and requires an experienced hand to determine when legacy systems may be reaching capacity for a growing organization. Eliminating duplicative systems—while preserving essential services and building on successful systems is key.
Determining how a merger will affect your long-term roadmap—not only from an IT perspective—but as it will affect your ability to deliver clinical quality, patient satisfaction, and bottom-line results in the future is the final piece of the puzzle.
The S&P team can help you evaluate the implications of your options—providing a highly granular understanding of the process, guided by our InTegrity™ framework.
The S&P team will help your entire organization “level set” so that you are set up for success, armed with a sound plan that takes each granular detail into account.