Management matters: technology succeeds when management innovates.
It is widely believed that better technology means better business: now that consumers and patients have direct access to computers and information services, the cost of care should decrease and services improve. Yet even with the advent of computer technology and the phenomenal growth of the Internet, costs have increased and quality problems have persisted. Far more important than the technology, then, is how business is conducted and systems are organized. Despite overwhelming evidence that computer services can significantly reduce the costs of care, healthcare organizations have not adopted the changes, or have tried and failed. This article explores what it will take to succeed. We propose a list of necessary nontechnical changes. Patient expectations will change the nature of care; clinicians' roles and training, the gatekeeper profession, healthcare financing and bundling of services, and capital costs will all change. In the end, management innovations make the difference between the success and failure of new technology. Technology is important, but it is not enough. Without new practices, we can buy the technology but will fail to effectively use it. Unless management modifies the very nature of its business, technology's promise to the healthcare industry will go unfulfilled.
Alemi
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D002201:Capital Expenditures; D003266:Continuity of Patient Care; D004059:Diffusion of Innovation; D005069:Evaluation Studies as Topic; D020793:Gatekeeping; D015438:Health Behavior; D017048:Health Care Costs; D006298:Health Services Administration; D006801:Humans; D020407:Internet; D008329:Managed Care Programs / Q000458:organization & administration; D009936:Organizational Innovation; D016134:Organizational Policy; D010342:Patient Acceptance of Health Care; D010346:Patient Care Management; D011357:Product Line Management; D014481:United States