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Healthcare Assessment & Optimization

Building the hospital of the future: Laying the foundation for innovative technology in healthcare

12/13/2022

by Catherine Terilli

Think back to the year 2010. It’s the year Spain takes home the FIFA World Cup, Lady Gaga debuts the infamous meat dress, and Apple releases the original iPad. In 2010, would you have predicted that today–just twelve years later–Artificial Intelligence would be a driver of emerging healthcare technology? Would you have predicted that you’re having conversations with your teams about how AI can be incorporated into patient care?

As the pace of change continues to accelerate, how can you plan for technology in healthcare that doesn’t exist today? To ensure your people and processes are ready for new technology, the following building blocks can help lay the foundation for your hospital of the future.

Structure an intake process for opportunities

Change starts with the initial idea. Set a clear process that enables your resources, both clinical and operational, to identify and surface potential opportunities to the appropriate audience. There should be a process to submit, review, and maintain a backlog of opportunities that key resources are aware of and leadership is bought into.

Frame a business case process

Business cases may vary by technology, but a standard methodology should be the foundation for decision-making. A business case should include the problem statement, clear objectives, project scope, and success criteria. A solid business case will make the argument for the new technology, establish the target outcomes, and become the basis for future measurement.

Construct a specific vetting process for technology in healthcare

Depending on the complexity and scope, opportunities may require different decision-makers. These resources should be identified and empowered to make decisions within their authority. Setting a standard vetting process allows the decision-makers to evaluate opportunities based on the perceived impact versus complexity to pursue; the risk and maturity of the technology should also be taken into consideration.

Architect value realization measurement

Goals and supporting KPIs should be set at the onset of a project. This process should include determining the appropriate time to measure, which balances the need to fail fast with the time health outcomes can take. Reviews should be set on a corresponding cadence with further rollout or expansion plans contingent on success. For projects that do not meet the success criteria, timely steps should be taken to decommission the technology.

Build adoption through change management

For successful projects, leverage established change management processes to ensure users adopt the new technology. This might include a pilot or phased approach following the innovation curve and allowing time to incorporate feedback for future, larger audiences.

None of us can predict the technology that will define the hospital of the future. The best way to prepare for the innovation that will come out in the next ten, twenty, thirty years is to create a strong foundation for change. With a strong foundation, you can quickly identify, assess and pilot new technologies that keep up with the rapid pace of innovation without burning out your teams in the process.

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