Keeping your head above water in a wave of medical data with technology and managerial expertise

Insight Article - April 1, 2020

Business Intelligence

Electronic Health Records

Business Operations Technology

Andy Stonehouse MA
In the fast-changing world of healthcare, the role played by administrators has evolved practically overnight, as technologies from health informatics to artificial intelligence (A.I.) have expanded the range of needed skill sets. These technologies have in turn created new jobs, not to mention a workforce that's capable of filling them.
Mountasser Kadrie, PhD, MHA, FACHE, FACMPE, CHPIMS, BPE, associate professor and program director with George Washington University, said addressing those evolving needs and building core competencies is one of the biggest challenges facing healthcare management.
“Not even two years ago, there was not even one organization in the entire United States that had a title of chief medical information system officer,” he said. “We’re just starting to see this one integrated. So, with data analytics and big data and going into A.I. right now, if you don’t have a digital strategy in your organizations, you are not going to survive in the next 10 years.”
Kadrie spoke at MGMA20 | The Operations Conference Online, providing context for understanding and quickly addressing the ongoing revolution in EHRs and practice management systems. He said physician group practices will quickly be left behind if they don't figure out ways to leverage data to improve patient outcomes.

“We are being requested by the government to implement clinical decision support (CDS) systems that very few physician practices are using," Kadrie said. "The dynamics have already exceeded the requirement of electronic medical records into other tools, such as A.I., predictive medicine and machine learning. Healthcare now and moving forward is really driven by digital innovation and data and analytics.

"If you don't innovate and leverage digital transformation, you will not be a player in the health industry."

Kadrie used the example of the Mayo Clinic’s digital strategy, implemented across an integrated healthcare system with thousands of practicing physicians, with a chief medical information system officer to oversee the campaign.

“She provided oversight and control, and management was able to integrate all of the clinical activities to promote population health initiatives, which led to reducing length of stay in the healthcare system,” he said. “It also reduced preventable medical errors and improved the financial bottom line by leveraging the data they generate and dissecting and sharing it among key stakeholders within the system.

“The takeaway is, if you have data, if you put the right person to manage it and share it, and if you develop a strategy and you invest in infrastructure, you will achieve three things – improve your bottom line, increase collaboration between clinicians and administrators, and the most important one is improve patient outcomes."



About the Author

Andy Stonehouse MA
Freelance Writer and Educator Colorado

Andy Stonehouse, MA, is a Colorado-based freelance writer and educator. His professional credits include serving as editor of Employee Benefit News and a variety of financial and insurance publications, in addition to work in the recreation and transportation fields.


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