Many business intelligence and analytics (BI&A) programs fail to deliver the positive, measurable impacts needed to significantly and sustainably improve results.
All too often, healthcare organizations waste untold time and resources chasing the persistent symptoms of weak BI&A programs – including stakeholder dissatisfaction, proliferation of DIY tools, inconsistency in metric definitions, low usage of solutions and even compliance risks – rather than the underlying root causes. And, many BI&A programs lack the strength of strong business and clinical leader ownership. This approach is an inadequate foundation for success.
Increasing demand for BI&A in health management
What makes building a successful BI&A program so important? BI&A programs are being asked to deliver more tangible value and more actionable insights in a timelier manner to more decision-makers than ever before. Many forces fuel this escalating demand, such as advanced population health management, maximized fiscal arbitrage under at-risk contracts, increased emphasis on service excellence due to competitive pressures and consumerism, and demands for ever-increasing operational effectiveness. At the same time, the technology landscape is undergoing a major metamorphosis, not the least of which is the matter of realizing the ROI promises of huge EMR investments.
Despite all these changes and the significant challenges they pose, the fundamentals of a high-performing BI&A program remain the same. If the underlying BI&A program foundation is suspect, then it cannot succeed: the noisy symptoms of a flawed foundation will only grow louder and investments in new, advanced BI&A technologies cannot yield the required benefits.
Discover the Six critical aspects of a successful BI&A program as featured in our article in Becker’s Health IT & CIO Review here.