Vision: Talks, Presentations, and White Papers
Talks, teaching, research reports, publications, and a book now in process on COMPETENT HEALTH REFORM provide guidance on the recent powerful forces that have the potential to enable a significant improvement in cost-effectiveness and quality of care in the health system and competitive advantage for health system stakeholders. My decades of teaching, consulting and research during the early stage of the information technology revolution in industrial sectors provides my clients with hands-on case experience to guide a remarkable transformation of the United States health system in the 21st century.
My most productive planning/change/organizational transformation client relationships were initiated with a Scoping Study that in itself produces high value, as well as a realistic informed goal of the issues and processes in the next stage in the timeline of continuous massive progress in solutions for clients.
Continuous Strategy Planning /Implement Process (SP/IP)
My observation is that standard practice is frequently a static plan that has a low value compared with continuous planning linked to implementation. Continuous planning enables organizational resources to be responsive to new a tidal wave of new information. The goal is a process to continuously monitor the external and internal situational conditions and adapt the plan to new information. Organizational commitment to a continuous vision process and monitoring of performance against the plan produces focus and energy with this new information feedback process.
Performance on an organizational goal is frequently determined by: (1) leader competence; (2) organizational culture; (3) stakeholder knowledge and understanding; (4) opinion on the value of the goal; and (5) probability of success on this goal. Surveys link to (1) vision, (2) scoping studies, and (3) continuous Strategy Plan/Implement Process (SP/IP), enable an adaptive organizational response to new 21st century situational conditions.
A tidal wave of new innovations are now overwhelming healthcare stakeholders. Competitive intelligence evaluates your most immediate geographical competitors within a context of a database I maintain of leaders in competitive advantage within a national perspective. This is relevant because health care is becoming national rather than the historical model of a silo-based local organization.
Huge disruptive innovation requires an on-going multi-year commitment. Management workshops provide two-way communication for a shared understanding of: (1) organizational goals that are driven by rapid change in situational conditions; (2) positive and negative international and external situational conditions that affect the realization of organizational goals; and (3) people key in decisions and adoption attend management workshop.
IS-User-Executive Leadership Communication
Facilitate communication between IS, senior executive leadership, administration, and medical chiefs and staff for shared organizational vision and goals. Surveys of management and staff on understanding amid acceptance, value, and skill guide programs to foster staff adaptation to new skills.
Technology Infrastructure Evaluation
Evaluate the current information technology infrastructure of technology vendors with large market share and guide health provider decision process of whether to migrate to new technology architecture or adapt legacy systems. Technology infrastructure evaluation have included surveys and management workshops for health providers and health information technology vendors - factors recognized in prior services.