Superiority is complex.
Does being Most Wired make a difference? It's a big question to answer. The evidence suggests that the Most Wired hospitals outperform their peers. But do the numbers tell the whole story?
Benchmarking↗
Biomedical subjects
Alden Solovy
Publications and source records attributed to Alden Solovy.
The 100 most wired 2004.
Even as they speed ahead in their quest to improve quality and operations, the top IT hospitals are shifting gears away from a fascination with whiz-bang technology to the nitty-gritty work that ensures success. In the foldout, you'll find the 100 Most Wired, Innovator Award winners, Most Wired-Small and Rural, Most Wireless and Most Improved.
Benchmarking↗
Technology. Incentives, not mandates.
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Cooperative Behavior↗
There's no 'I' in 'team'.
McKesson Corp. CEO John Hammergren shies away from the spotlight. He credits a strong staff and customer focus for the company's success.
Administrative Personnel↗
Health care's most wired. A wired exchange.
There was a time when innovation in health care information technology meant being at the cutting edge of managerial systems. Hospitals made significant investments in financially oriented technology. In the past five years, the investment in clinical IT appears to have outstripped the investment in managerial systems, including enterprise resource planning aimed at improving the supply chain.
Benchmarking↗
Dropping dead.
People continue to turn to hospitals for intervention and diagnostic services. But will hospitals always be the center of the health system?
Attitude to Death↗
All the time you need.
A small but growing number of hospitals have begun questioning the use of blanket policies restricting ICU visiting hours.
Critical Illness↗
A real nightmare.
Improving OR efficiency must be managed with quality and safety in mind. Otherwise, you may cause unintended harm and never know it.
Anesthesia, General↗
Neal's zeal.
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Decision Support Systems, Clinical↗
ROI under scrutiny: the radical redefinition of a core concept.
This article offers a three-part analysis for identifying and assessing return on investment in healthcare information technology (IT) projects. Returns to IT can be financial, clinical, or structural. The goal is to identify key areas of measurable returns to both assess the value of a project before it is undertaken and to assess the actual value returned to the organization. Given the choice, many senior executives still prefer to rely on classic financial analyses, but the true value of a project is often found in the clinical and structural returns. Still, project-specific assessments do not answer the core question of whether long-term strategic investment in IT leads to a systemic strategic advantage to healthcare organizations. This article addresses these issues and indicates opportunities for further investigation.
Benchmarking↗
Learning on the job.
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Computer Communication Networks↗
Confidentially speaking.
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Accidental Falls↗
Consumer confusion.
Predictions of the rise of a take-charge health care consumer have proved premature. Opinion polls and data paint a confusing portrait of a consumer who wants quality care at discount prices, but who doesn't know how the system works, what it costs or what his or her role is. When will this super consumer emerge, and will the industry change as a result?
Attitude to Health↗
Humble beginnings.
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Financial Management, Hospital↗
Trust & disagreement.
Everyone on the same page? That's not the best environment for innovation. Better that you trust each other enough to disagree.
Humans↗