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In today’s complex healthcare environment, providing a platform for users to present ideas is essential. However, “if it’s open-ended and unbounded, we’re going to be building a whole bunch of very pretty bridges to nowhere,” said David Sylvan, Chief Strategy & Innovation Officer at University Hospitals. Instead, “we have to be prescriptive about what we’re going to solve for,” he said.
Decreasing costs is always a key goal in healthcare, but what’s just as important is identifying initiatives that can improve care quality, patient experience, and staff satisfaction, says Peter Pronovost, MD. “We have to measure all components of value.”
The key to improving patient care is in changing the narrative, according to Peter Pronovost, Chief Clincal Transformation Officer at University Hosptials. “We need to stop believing that defects are inevitable, and start believing they’re preventable.”
One of the most important takeaways from Covid-19 is the consumers are willing to embrace change and absorb technology when it meets an actual need, and is both simple and intuitive, says CIO Robert Eardley.
Once an end goal has been established – which, in University Hospitals’ case, is improving patient access – sometimes the best strategy is to work backwards, said CIO Robert Eardley in this podcast interview.
Sometimes the most powerful force in propelling an organization forward is need, said CIO Robert Eardley in a podcast interview. For University Hospitals, Covid-19 highlighted the need for a centralized data source.
