Are we leveraging technology to its fullest potential within hospitals and health systems? With the rapid advancements in AI and digital tools, one might assume that our systems are seamlessly integrated and our workflows optimized. However, as the results of the symplr 2024 Compass Survey reveal, there’s a pressing gap between clinicians, IT, and operational leadership.
Having spent nearly six years as symplr’s Chief Medical Officer and 10 years as a practicing primary care physician and hospitalist in Cincinnati, I’ve witnessed firsthand the tangible impacts of this divide. While IT departments focus on implementing cutting-edge technology, clinicians are often left out of the conversation, despite being the end users of these innovations. This disconnect can lead to inefficiencies and missed opportunities for improving workflows and patient care.
Understanding the divide
Let’s start by acknowledging the reality of our situation. The divide between IT and other healthcare leadership roles remains significant. Having worked on both sides of the industry, I understand the importance of IT security but also understand patient care needs. However, for many clinicians, cybersecurity is a distant concern, and the intricate world of IT often feels worlds away from the clinical bedside.
It’s crucial to realize that this divide isn’t due to a lack of willingness or capacity on either side. Clinicians are busy sifting through medical evidence and providing patient care, while IT teams are focused on keeping systems running smoothly and securely. Yet, this separation can lead to a lack of understanding and priority alignment.
The power of collaboration
The key to closing this gap lies in fostering collaboration. According to the Compass Survey, 72% of clinicians want more influence in software purchasing decisions. For this to happen, clinicians need to raise their hands, step forward, and actively engage in dialogues with IT leaders. We must express our willingness to participate in decision-making processes regarding clinical IT implementation and adoption. I’ve encountered numerous IT teams eager to work with subject matter experts, seeking guidance to make informed decisions that will facilitate technology integration and drive user adoption.
However, this is not a one-way street. IT leaders must also proactively engage with clinicians, inviting them into conversations about new technology solutions. By involving clinicians early in the decision-making process, we can ensure that their voices are heard and the chosen technologies align with clinical needs and workflows, ultimately leading to more successful implementations.
The role of operational leaders
Operational leaders hold a unique position in the healthcare ecosystem, possessing insights into both clinical and IT domains. Their involvement in decision-making is crucial. These leaders can act as bridges, ensuring that the perspectives of both clinicians and IT professionals are considered, and all three key stakeholders work together to drive Improvements and innovation.
In many cases, new technologies are being introduced into our healthcare systems. However, without the right relationships and a thorough understanding of their intended functions, these technologies may fall short of their potential. Departments are often tempted to purchase point solutions featuring the latest user interfaces, resulting in several fragmented solutions when a single comprehensive “workhorse” could fulfill all their needs. Our Compass Survey found that leaders are at odds on software effectiveness. Alarmingly, only 37% of operational leaders believe that current healthcare operations software enables employees to be productive compared to half of IT leaders answering this same question. With their holistic view of the system, operational leaders can help ensure these innovations are optimized for maximum impact.
For instance, by championing the implementation of a comprehensive quality management system, operational leaders can integrate and leverage various features, data points, and standards of their healthcare facility into a single platform, retiring four to eight disparate systems. This consolidation can significantly streamline processes, support staff and ultimately enhance quality, safety, and risk management. Such efforts align with the views of 82% of healthcare leaders who acknowledge the pressing need to simplify operations to boost staff productivity and efficiency.
Addressing industry challenges
Many of the challenges we face are complex but are not impossible to overcome. For example, the question of how to finance new technologies often arises. We need to treat investments in clinical technology platforms with the same importance as we do in traditional brick-and-mortar infrastructure. By expanding services and enhancing access through technology just as we do by opening new facilities, we can bridge the gap between current capabilities and future needs. It’s crucial to understand that investing in technology is an investment in wellness and well-being, for both patients and clinicians. The goal should be to give clinicians time back—time that can be spent on patient care, personal well-being, and family life.
Additionally, hospital and health system governance structures need to be more inclusive and representative. Decision-making should involve input from multiple roles, not just a select few. Nurses, for example, outnumber physicians and should be considered essential in the decision-making process, offering the opportunity for valuable insights.
Navigating the path forward
The path forward involves acknowledging that technology is not a one-size-fits-all solution. Customization and optimization are crucial for success. This requires collaboration not only within healthcare systems but also with vendors. Building strong partnerships with vendors ensures that technologies are tailored to meet our unique needs and workflows.
Take, for example, the implementation of clinical communication and physician scheduling systems. When these solutions are not integrated effectively, communication gaps can occur, leading to delays in care. Aligning ourselves on how to implement and adopt technology is essential to avoid such pitfalls.
Closing the gap
In conclusion, the message is clear: we need to work collaboratively to close the gap between IT, operational, and clinical leadership. Clinicians must be proactive in offering their expertise to IT teams, and IT leaders must actively seek clinician input. Operational leaders play a pivotal role in bridging these domains, ensuring that technology solutions align with clinical effectiveness and needs.
Ultimately, this collaboration will lead to more successful technology implementations, better patient care, and improved clinician well-being. So, whether you’re a physician, nurse, or any other clinician or team member in healthcare, I encourage you to engage in conversations and share your insights to help drive meaningful change and shape the future of healthcare.
