Partners Healthcare System (PHS): Transforming Health Care Services Delivery Through Information Management Harvard Case Solution & Analysis


Question 01

The Partners Healthcare System (PHS) faced a lot of obstacles in implementing the ERP system whose sole responsibility was to make the current processes as efficient as possible. In addition to this, once this information system is along with Computerized Patient Order Entry (CPOE) system then it would help the health care professionals in accessing patient complete profile from the scratch that is the patients’ first visit to the health practitioner.

However, there was a lot of resistance regarding the system from the doctors. It is reported that two-third of the doctors had prior links to the hospitals and were hesitant to adopt the latest technology. In addition to this, the same number of doctors who had affiliations with the PHS hospital also met their patients at some other venues.

The already established workforce lacked in its ability to use the advanced technology and was reluctant to this type of system. As they were trained to write prescriptions manually, hence they were not accepting this new mode of data reposition. In addition to a lack in ability to apt the latest technology, they also lacked the basic infrastructure or resources to finance this implementation. Moreover, if the technology gets implemented then the lack for support and after implementation maintenance was another problem. This further declined their ability to pursue new treatment techniques and methods, or prescribe new drugs that would be of great help to the patient rather than giving the traditional prescriptions. As these practitioners were not at all technology savvy, hence, another reason to be concerned was their ability to type and see and the customer. This reflects the practitioner’s inability to be multi-tasker.

In addition, last but not the least is the cost of implementing the module. As calculated through the case study, the cost to implement such ERP coupled with CPOE was $40,000 per doctor, hence, making it hard for a primary physician to afford its integration. Moreover, the existing practitioners found it a threat to the current practices that hurt their profits later. Traditionally, the authority was assumed to be the central figure but after this, implementation was assumed to be decentralized.

Question 02

From a project management perspective, the system deployment factors that appear to be present in case of Partners Healthcare System (PHS) includes value added service to the patient on one hand and on the other hand it would increase the experience of the doctor or practitioner himself. Equipped with the full details of the history of the patient at disposal, the complete description of the patient’s medication and the performance evaluation of the drug on the patient during the treatment through the notes would add value to the doctor’s experience as well. In addition to this, another important factor that was assessed in the implementation of the system is that doctors get advice on the new drugs and the compatibility with the disease being cured that makes the process more helpful for him. The system is updated on a regular basis to incorporate the addition of the new drugs and the subtraction of the obsolete ones from the market that makes the process more efficient.

This system would help the doctor diagnose the disease and the cure in a more technologically updated fashion rather going through the manual process and enhancing their knowledge base for the cost effectiveness of the new therapies. This would also help them in serving the cost related issue of the patients who are unable to afford the expensive therapies. The system would generate the best optimal solution and the therapy for the patient according the patient budget, which is a true reflection of an intelligent system.

This would help the heath care centers speed up the process of data reposition and making the system develop sets of recognized and recommended therapies. This hassle free process, of automation of the health care system was best to become cost effective as it would help boost the patients’ diagnosis and treatment within a few seconds. It would help extraordinary implications in a shorter time frame and help elevate success path for those, who support the change in the organization.

Along with the fringe benefits of this technology, system deployment factors appear to be absent in the implementation that include lack of financial incentives for those who are a part and parcel of the organization for a relatively longer period of time. The Partners Healthcare System (PHS) was a decentralized one, therefore, the change needed to be done to the organization that was centralized in the past. In addition to this, the power to implement the system lies in the hands of the medical practitioner; therefore, before implementing the system it was a pre-requisite to make the management accept the change, which would be the ultimate success of the implementation...........................

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Partners Healthcare Case Solution

This case deals with the process of organizational transformation undertaken by Partners Healthcare System (PHS) in 1990 at their hospital and affiliated outpatient practice accepted as EMR and CPOE systems. Encompassing strategic investments in information technology, extensive change process, and the widespread use of institutional clinical decision support and knowledge management systems, this story was 15 years in the making, which led in 2009 to a network wide use of EMR and CPOE all PHS doctors. These developments, in turn, opened the door to the redefinition of service delivery and replacement therapy is established through more effective utilization of living in 4.6 million now, digitized patient records PHS. Thus, PHS experience is like a window into one organization sought to solve complex problems of the 21st century, health management information services, as a template for success in large-scale systems of information between research hospitals across the United States, and more generally as a learning platform for businesses in their efforts to transform the health care delivery based on data and knowledge management. "Hide
by Richard M. Kesner Source: Richard Ivey School of Business Foundation 15 pages. Publication Date: February 26, 2010. Prod. #: 909E23-PDF-ENG

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