Healthcare organizations often underestimate the financial risk associated with implementing a new revenue cycle system implementation. These best practices will help organizations drive workflow transformation and performance improvement while minimizing common system conversion pitfalls.
Is it time to cut your revenue cycle bolt-ons? Those applications you purchased to support your EHR/revenue cycle core system are not only expensive but may be impacting system efficiency and optimization.
Tying a change management process to your EHR project is integral to the project’s long-term success. It will ease the transition for physicians, staff, and the organization as a whole.
High-performing provider organizations typically have at least one thing in common—clear performance goals tied to specific metrics. How an organization’s many stakeholders define what performance means, however, can vary widely.
These positive results are often achievable through a thoughtful and deliberate physician enterprise transformation effort.
Health systems that are seeking to transform themselves to deliver truly consumer-focused care must create a highly aligned physician enterprise with a culture focused on transparent decision-making, collaboration, and continuous innovation to meet consumer demands.
What if the next time you went to get blood drawn, the nurse slipped on a headset that allowed them to pinpoint the precise location to stick the needle? Or if, instead of having to travel to your therapist’s office, that office—complete with the tools and visuals that are vital to treatment—came to you whenever you needed it? These scenarios not as far-fetched as one might think.
In the following infographic, we outline “what to expect when you’re expecting” a transformation at your organization, our own play on the best-selling book about planning for a big change.
For leaders with operational and administrative responsibilities in a complex, ever-changing healthcare environment, it can be extremely difficult to achieve the appropriate combination of operational management and adequate levels of stakeholder engagement and satisfaction. How does an organization find the right balance?
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