Jon Cohn Exton PA - Healthcare - Enterprise Architecture
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The document discusses the importance of enterprise architecture (EA) in healthcare transformation efforts. It notes that while EA has helped other industries build new operating models, it is still not widely used or understood in healthcare. The author argues that EA is necessary to orchestrate processes, improve data quality and analytics, control costs and risks, and better plan healthcare delivery transformation initiatives. Without a stronger emphasis on EA, healthcare may not be able to effectively transform to more cost-effective, data-driven models like Accountable Care Organizations.
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Jon Cohn Exton PA - Healthcare - Enterprise Architecture
- 1. JonCohn ExtonPA - Healthcare - Enterprise Architecture Implementinghealthcare technologiesisjustthe beginning.We needtoplanhow theywill fit together. Integration,interoperability,dataquality,processautomationanalytics -- these ideasare simpleto describe butcan be quite hardto execute intoday'sbusinessenvironments.The roadtobuilding information-drivenbusinessesfarfromwell-paved. Yet overthe past twodecades,enterprise architecture(EA) hasgraduallyemergedtohelp institutionsinmanymarketsbuildnewoperatingmodelsandconnecttheiras-isandto-be business strategiesandIT capabilities.Thoughthe disciplinestilllacksindustrywide consistency,EA advocates inboth academiaandindustryreadilypointtosuccessful EA frameworksofferingbusiness-IT governance,standardization,andmore sophisticatedsoftwareandinformationinfrastructures. So where isitinhealthcare? A CertificationCommissionforHealthInformationTechnologyreportonaccountable care never mentionsthe conceptof enterprisearchitecture.Itgenerallyavoidsdescribinganyactual IT framework.AndaPatient-CenteredPrimaryCare Collaborative report(registrationrequired)offersa healthIT shoppinglistwithmore than10 itemsbutoverlooksthe obviousstatusquochallenges:lots of software withverylittle processanddataorchestration. In fact,virtuallyall of today'shealthcare buzzwordinitiatives -- populationhealth,healthinformation exchanges,healthanalytics,medical neighborhoodmodels,performance andqualitymanagement -- share commoncapabilitiesmanageablethroughEA. The industry'scurrentpreoccupationwithelectronicmedical records(EMRs) isa necessary precursorto more cost-effective,data-drivenhealthcare.Buttechnology veteransknow thatbuying more software anddumpingdataintowarehousesdoesnothingtoorchestrate sustainable business performance.Informationavailabilitydoesnotequate tousability,anddatabasesfilledwith electronicversionsof paperdocumentstructuresdonotnaturallyimprove healthoutcomesor financial performance. DeliveryinnovationinitiativessuchasAccountable Care Organizations(ACOs) -- whichnumbered more than 400 at lastcount -- have challengedclinical leaderstomake headwayagainstbothreal and perceiveddeficitsininternalinfrastructure.Those leadersare turningtoa growingmarketof external serviceandtechnologypartnerstosupporttheiraccountable care andpatient-centered medical home (PCMH) programs.These partners offerthree thingshealthleadersdesperatelyneed: additional people togetworkdone,knowledgefromotherhealthinstitutions,andthe promise of usable intelligence thatmayseemunattainable.Butisitreallysounattainable? Many cliniciansrightlypointoutthatthe waywe provide care underACOsshouldnotbe all that differentfromthe waywe provide all care.Similarly,EA opportunitiestranscendthe businessmodel du jour.Regardlessof where aninstitutionmightbe onitstransformationaljourney,there are clear reasonswhyEA shouldbe at the top of everyhealthenterprise projectportfolio.
- 2. Improvingperformance andhealthoutcomes:The qualityof anorganization'sprocessexecutionand analytical insightsisdirectlydependentoninteroperability,automation,dataquality,andtimeliness. If you wantto builda performance-orientedhealthdeliverymachine,EA providesthe engine and fuel. Controllingcosts:EA hasa proventrack recordof helpingorganizationscontrol operational expenditures andincrease returnonassetsthroughreductionsinhardware purchasing,software licensing,staff training,andsupportcosts.EA isgood businessregardlessof transformational goals. Protectingprofitability:Healthorganizationsare increasinglycarryinghigherfinancialrisks.These risksare compoundedwhenspendingdoesnotaddresssustainablecapabilitycreationandinstead erodesmargins. Managing securityandrisk:For all the rightreasons,ACOsand PCMHs oftenincrease the numberof people,processes,andsystemsinvolvedincare delivery.Butcomplexityisthe enemyof security.EA offersa meansof controllingrisks. Encouragingbetterplanning:Qualityandconsistencygohandinhand.In the face of risingcare practice and businessmodeldiversity,frontlinepractitionersneedconsistentprocessesfortreating and managingpatients.EA providesacommonframeworkforbothdefiningandoperationalizingthe to-be state of the business. So whyisn'tEA more prominentinthe eyesof healthleaders?One reasonisthe current preoccupationwithoperational issues;bothpeople andfundingare soheavilytiedtoEMRsand qualitymetricsthatorganizationsare strugglingtofindcapacityformuchelse.Anotherreasonisthe industry'sgeneral preference forbuyingasopposedtobuilding(exceptreal estate).Unlike many othertechnology-relatedareas,EA isnota commodity,andit can onlybe maturedthroughinternal investment.It'salsonotjusta technologyissue.Let'sbe honest -- EA isnot broadly understoodyet. But the questionisthis:Canhealthcare effectivelytransformwithoutastrongeremphasison enterprise architecture?Afterall,everyorganizationhasanenterprise architecture.Itmaynotbe well designed,wellmanaged,comprehensive, capable,orcosteffective,butitexists. But that isthe pointof healthtransformation,isn'tit?If the data journeytopopulationhealth management-- includingcare coordination,healthinformationexchange,healthanalytics,andmore -- seemsarduous,maybe it'stime toconsidera differentpath,evenif it'sunpaved. Source : informationweek.com Recommendedby: JonCohn ,CTO, VP IT Architecture https://www.linkedin.com/in/jonacohn joncohn@comcast.net
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