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Budgeting for Tech Investments-A Conversation with Susan Beaton

机译：通过预算对科技的谈话苏珊Beaton

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What does the overall landscape look like right now around health IT spending and budgeting, given the impact of the COVID-19 pandemic and the current reimbursement landscape in U.S. healthcare? Prior to the pandemic, most health systems had initiatives to pursue digital tools, implement applications that support member engagement across teams, improve the member experience through the implementation of a "digital front door," and reduce the cost of delivering care. The timeframe for accomplishing these initiatives will now be significantly compressed; what might have taken 10 years to accomplish will now take three years. To reduce expenses, healthcare organizations must thoroughly review opportunities to apply digital health tools to streamline clinical and administrative operations. To meet the needs of this new era, tomorrow's digital health agenda must focus on three overarching areas: developing virtual care, coping with the financial impact of the pandemic, and embracing the lessons learned from managing the crisis. What are the most important elements that CIOs, CTOs, and other senior healthcare IT leaders will need to consider, as they strategize moving forward? Before accelerating their digital initiatives, CIOs and CTOs must understand the strategic business outcomes their organizations hope to realize through digital technologies and guide digital spend to best achieve those results. Organizations must distinguish between digital business optimization, which seeks to improve the enterprise's current business model, and digital business transformation, which seeks to push the enterprise beyond its current business model. A digital strategy must account for both digital business optimization and digital business transformation objectives.
机译：整体景观是什么样子现在周围的卫生支出和预算,鉴于COVID-19大流行的影响目前报销景观在美国医疗保健?系统主动追求数字工具,实现应用程序支持成员参与跨团队,提高成员通过实施经验“数字前门”,并降低成本提供护理。这些行动将是显著的压缩;完成现在将需要3年时间。费用,医疗机构必须彻底审查的机会应用数字工具来简化临床和健康管理操作。这个新时代,明天的数字卫生议程必须关注三个包罗万象的领域:发展吗虚拟保健,应对金融的影响大流行,接受教训从管理危机。重要的元素,首席信息官、首席技术官和其他高级医疗IT领导人需要考虑,因为他们策划前进?加速他们的数字行动之前,首席信息官和首席技术官必须理解战略他们的组织希望的业务结果实现通过数字技术和指导数字花最好实现这些结果。组织必须区分数字业务优化,寻求改善企业现有的商业模式,和数字旨在推动业务转型企业超越当前的商业模式。数字的数字战略必须考虑业务优化和数字业务转换的目标。

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