Digitally transforming healthcare business operations and clinical reviews

How do you manage to accomplish ever-expanding organizational objectives with the same, or fewer, resources each year?

When my career began to transition from being a healthcare provider to managing operational responsibilities, it became apparent that the archaic, paper-based processes we used back then made it very difficult to be efficient and accountable.

Thankfully, I found guidance in The IT Payoff, Measuring the Business Value of Information Technology Investments by Sarv Devaraj and Rajiv Kohli. The book describes the value of utilizing a balanced scorecard to help determine a range of metrics you should track and monitor when considering technology payoff metrics.

Three main points in the book resonated with me:

  1. Productivity
  2. Profitability
  3. Customer value

From an operational perspective, my former company was not alone in facing challenges to effectively monitor productivity, to quantify how paper-based business processes effected profitability, and to measure customer value. Like many other providers, it was questionable if we had properly identified our customers or thought about how implementing technology could improve their experiences and evaluations of our services.

Digital transformation best practices

Based upon my journey from a provider seeking technology that could impact organizational success to working with other providers to positively impact productivity, profitability and customer value, I would like to share some best practices. Much like Devaraj and Kohli, I hope to share some IT principles that will help you ensure success.

Over the next few months, I will be publishing a three-part series documenting the digital transformation of healthcare organizations in their quests to achieve improved productivity, profitability, and customer value. Each post will offer guidance and actionable data to help measure success.

We’ll cover the following topics:

Each post will identify the challenges associated with paper-based business processes for operations and clinical review, how you can use technology to create new efficiencies to drive accountability, and the measures of success as a result of business process automation. If you have any questions as we go, I would love to hear from you in the comments section.

As we gear up for the AHCA/NCAL Convention in October, we hope this series helps you improve your productivity, profitability, and customer value.

* This blog post was originally published by McKnights.

As the Account Manager of Post-Acute Care for Hyland, Scott Magers PT, MBA brings more than 20 years of experience in outpatient physical therapy, home health care and most recently in skilled nursing facilities. He has served on many collaborative committees between hospitals and post-acute care (PAC) organizations seeking best practice for transfer of care, care coordination and collaboration. His goal is to share these experiences and build on the OnBase platform to showcase the power of enterprise content management (ECM), business process management (BPM) and records management to help PAC providers automate paper-based processes to improve efficiencies, quality of care, and patient outcomes.
Scott Magers

Scott Magers

As the Account Manager of Post-Acute Care for Hyland, Scott Magers PT, MBA brings more than 20 years of experience in outpatient physical therapy, home health care and most recently... read more about: Scott Magers