Electronic Medical Records System Implementation at Stanford Hospital and Clinics Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In 2005, at Stanford Hospital and Clinics (SHC) is internationally recognized as a leading medical institution in terms of its clinical capabilities and expertise. However, the organization behind many of its competitors in terms of its operations and information technology (IT). While other large health care providers have begun the transition of a similar caliber to the integrated electronic medical record (EMR), the system uses the SHC mosaic of disparate and outdated software to manage inpatient and outpatient care, as well as its back office functions. Dr. Kevin Tabb, who was the chief physician and quality of information at a time, along with other leaders in the organization recognizes the importance of the adoption of EMR. However, the implementation of such a system would require a significant investment in a few years and will require major organizational failures. In parallel with the construction of a business case to justify the cost of the new system (see OIT-101A), Tabb and his colleagues to think carefully about the implementation strategy, which will lead to the successful adoption of an EMR. This case explains the EMR system, describes the vendor selection process, CDF, introduces proposal Epic EMR system corporation, and analysis of the key issues to consider when developing SHC its implementation strategy, including the deployment of an appropriate approach and timing, how to manage system configuration and settings how best to staff the project. "Hide
by Haim Mendelson, Stefanos Zenios, Lyn Denend Source: Stanford Graduate School of Business 31 pages. Publication Date: December 14, 2010. Prod. #: OIT103-PDF-ENG