In 2005, Stanford Hospital and Clinics (SHC) was internationally recognized as a top medical institution with regard to its clinical capabilities and specialty expertise. But, the organization was lagging a lot of its own competitors in relation to its operations and information technology (IT).
Yet the execution of this kind of system would need a considerable investment over multiple years and would necessitate a leading organizational dislocation. In parallel with building a business case to warrant the cost of the brand new system (see OIT-101A), Tabb and his colleagues needed to think carefully about the execution strategy that will result in the successful adoption of the EMR system.
This case clarifies EMR systems, describes SHC's vendor selection process, introduces Epic System Corporation's EMR offering, and explores the key issues that SHC considered in developing its execution strategy, including the right rollout approach and time, how to manage system configuration and customization, and the way to most effectively staff the project.
PUBLICATION DATE: December 14, 2010 PRODUCT #: OIT103-HCB-ENG
This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS
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