5 Challenges in Healthcare Organizations

The healthcare industry is undergoing drastic changes that pose new challenges to medical organizations, big and small. Even after monumental improvements, society today is only experiencing the beginning phase of this process.

There is no denying that healthcare is one of the most sensitive industries and directly affects us in almost all possible ways. Therefore, the impact of the new economy and technology in healthcare requires immediate attention to address the challenge they bring.

1. Being efficient enough to provide a rolling forecast

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Health forecasting is a new forecasting area and a valuable tool for predicting future health events or situations like demands for health services and healthcare needs. It promotes preventive medicine and health care intervention strategies by pre-informing service providers to take appropriate actions in order to minimize risks and manage demand.

Health forecasting requires reliable data, information, and appropriate analytical tools to predict specific health conditions or situations. There is no single health forecasting approach, so various methods have often been adopted to forecast aggregate or specific health conditions.

2. Keeping everyone on the same page

The medical community always welcomes big data advancement. However, its implementation is not smooth. Non-relational databases bring together patient information from many sources, thereby providing actionable metrics.

The technology helps healthcare providers recognize traits typically lost once recorded or until individually reviewed. By making such details easily available, drug or equipment manufacturers gain stronger insight into how patients use medical products. Additionally, primary care workers discover more information to help them discover solutions for current patients.

3. Modeling multiple what-if scenarios

Even though medical science has steadily advanced, the same cannot be said about health delivery. Information systems are highly fragmented and rife with incompatibilities. The incentive system rewards the delivery of procedures rather than health outcomes. However, this requires a move from ‘what is to ‘what if.’ It is not possible to rely on empirical data from systems that have not been designed and deployed.

What is needed is interactive organization simulations that enable key stakeholders to explore alternatives, eliminate bad ideas and refine good ideas.

4. Getting business partners to own the plan

The fundamental collaboration-based challenge in healthcare partnerships centers on mission alignment. It is reasonable that different organizations will have different priorities and strategic visions. A common mistake is an assumption by one or more partners that they will achieve their missions across the partnership with the exact focus and prioritization before the partnership was formed.

Rather than drive individual, institutional missions under an umbrella agreement, the partnership must strive to achieve an operational form of mission alignment.

5. Marrying the top-down with the bottom-up

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Health systems are indeed complex and constantly adapt to changing demands. However, these characteristics are rarely considered in the current top-down approaches to health system reforms to restrain demand and expenditure growth. The economic focus does not address the needs of patients, providers, and communities. This ultimately results in declining effectiveness and efficiency of the health care system and the health of the wider community.

Conclusion

When making healthcare decisions, enterprises need to keep in mind that healthcare challenges emerge with new technology and change the market practices. To thwart the healthcare challenges, it is essential that they map their requirements and preferences of their consumers and then create an implementation approach.

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