BLOG
INSIGHTS /
Process and Benchmarking: Two Pillars of a Strategy Well-Executed
Process is hard. Here's why. Leaders are lauded for being visionary, to think in terms of big goals. But to make a vision a reality, it takes a process developed with analytical and detailed thinking about going from A to B.
How to Fund Your Own Technology Powerball Jackpot
Powerball is a popular topic in this country, especially when the jackpot reaches record heights as it did earlier this month. With money on my mind, I thought now would be a good time to discuss how telecommunications…
Sourcing for Outcomes: Why Isn’t Everyone Doing It?
Transaction-based sourcing agreements are ineffective and broken. Providers often find themselves being asked to deliver a Cadillac on a Chevrolet budget. Clients, on their side, are under continuously increasing demand to deliver more at a faster rate.
Telecom Ramblings Industry Spotlight: Capto
Capto's CEO, Tracy Currie, was recently interviewed by Telecom Rambling's editor, Rob Powell. Their discussion covered IoT in telecom and healthcare, big data and IT investment strategy.
Why Buying Healthcare Data Insights is Better Than Going it On Your Own
Buy (don’t build) healthcare data insights to improve data investment ROI
Healthcare organizations have been investing heavily in big data analytics, software, hardware, staff, and services to get insights into quality and cost. These insights will be critical as healthcare facilities take on more and more risk in a value-based care model. About 40 percent of healthcare providers are expanding IT budgets, a recent IDC Health Insights report revealed. The report noted that analytics is the top reason for the increase.
Using IT to Support Population Health Management
Capto CEO, Tracy Currie, was recently interviewed for Healthcare Finance Management Association's CFO Forum by Laura Ramos Hewer.
Given the many competing priorities in an organization, CFOs need to make sure they understand the "why" behind their IT investments. Read the HFMA CFO Forum article.
Give IT a Seat at the Table: Run your IT department like its own business unit.
Healthcare organizations have a painful history of investing in expensive information technology solutions, only to end up disappointed. This often stems from a disconnect between the IT department’s role in the organization and the overall business goals of the enterprise. A number of factors can cause this misalignment, the first of which is that IT is historically a service-oriented, back-office function. IT sees their internal counterparts as clients rather than colleagues, and IT tends to focus first on complying with requests from other departments rather than contributing to, and prioritizing the overall goals and strategy of, the business as a whole.
The Business of Healthcare
I recently attended the Healthcare Financial Management Association's National Institute (HFMA ANI) conference in Las Vegas. With news headlines often screaming of healthcare cost increases and price hikes, the hesitation to discuss money and health outcomes in the same conversation is understandable. The result is gymnastic contortions of language that is unproductive at best.
Running IT as a Business is the New IT Imperative
CIOs and CFOs need to stop worrying about aligning IT with the business and start running IT as a business to resolve the majority of issues CIOs are having getting a seat at the strategy table and collaborating with their business unit peers.
CIOs and the CFOs who work closely with them can check out the specific steps I outline in my recent article, "IT Should Drive Decision Making, Not Just Participate", published in CFO Magazine.
CEOs Want CIOs to Create Tangible Value
Customer expectations are growing faster than your childhood chia pet. The need to keep up with customers’ existing and future demands is a challenge facing every organization. To do this effectively, an IT or business intelligence (BI) group must not only have a clear value proposition but also use it as the driver of everything the group does.
When an IT department analyzes and develops a value proposition, it reminds end users why the tasks they are undertaking matter. Most IT departments are so busy with day-to-day deliverables that they do not focus on what customers really want or need. A shift must occur. To become an indispensable company asset, IT must run its practice area like a business.
We've all been there. To that land of customer enchantment and delight where a recording tells us our calls are important. In fact, we’re so important that we're typically put on hold and pushed to a self-serve website to solve our own problems. If we want to talk to a human being, there’s little satisfaction in knowing our calls will be handled in the order they were received.