Healthcare Leaders Must Leverage Hospital ERP Systems ASAP
Published: September 10, 2014
Despite the exceptional time to market of today's IT solutions, the healthcare sector still moves at a slower pace than fields such as manufacturing or state government. This is due not only to the strict HIPAA information privacy rules laid out by the Department of Health and Human Service, but also challenges that arise from issues involving inpatient best practices and the crucial importance of network uptime in hospital facilities. In other words, it can take ages to fully adopt new ERP healthcare software. This is why decision-makers must act now to meet the demands of the near future.
Preparing for What's Next
It doesn't take a keen eye for trend analysis to recognize that healthcare is shifting toward a more consumer-centric outlook. According to Forbes, technology promoting wide-scale interconnectedness is forcing decision-makers to keep up with increasing networks within their hospitals and private practices. The source pointed out that to achieve the level of mobile and remote functionality that will be expected years from now, leaders must now initiate forward-thinking tech projects in an effort to get ahead of the curve.
"While the widespread adoption of new technologies into an industry ecosystem may take less than a year or two, it takes between two and five years to design, permit, build, activate, and begin serving patients in a new hospital," Eric Wilson, CEO of CPI Group, told the news source. "That means any hospital being designed right now needs to account for the impact of emerging technology."
The Power of a Partner
Although healthcare CIOs may be tasked with getting the ball rolling on innovative tech objectives, these leaders cannot take on these challenges alone - a dedicated IT consulting and solutions provider is an invaluable asset in any future-proof endeavor. The Carroll County Memorial Hospital is a prime example of an organization that benefited from the guidance and expertise of its chosen tech partner, Tribridge. This relationship allowed CCMH decision-makers to not only gain complete control over their current IT assets, but better prepare for the demands of years to come.
"Having access to data quicker in a more usable format allows us to make better decisions and identify trends more quickly," said CCMH Chief Revenue Officer Amy Ireland.
Achieving the level of service and care quality expected by today's healthcare stakeholders requires that decision-makers not only maximize their current operational efficiency, but also have a detailed, innovative plan for the long-term.