During a panel discussion Sept. 22 at Becker's Hospital Review 3rd Annual Health IT + Revenue Cycle Conference in Chicago, participants discussed key components of strategic imaging IT investments.
Panelists included:
- Mark Geller, MD, president and CEO, Nyack (N.Y.) Hospital
- Pamela Banchy, RN-BC, CIO/vice president, clinical informatics, Western Reserve Hospital (Cuyahoga Falls, Ohio)
- Scott Galbari, vice president, strategic portfolio management, imaging workflow and care solutions, Change Healthcare
Here are three takeaways from their discussion.
1. The opportunity for AI in radiology. Dr. Geller acknowledged the potential for AI technology to improve radiology workflow but discounted the notion AI will replace radiologists altogether in the near future. "There's a lot of hype about how AI will replace radiologists, but I think it hasn't lived up to the expectations that everyone had several years ago."
2. Characteristics of strategic enterprise imaging investments. Mr. Galbari said imaging investments should be aligned with clinical and business strategy to drive value for the organization. This requires working closely with employees and clinical staff to gain support. "Enterprise imaging strategy is more focused on people and processes than tools and technology," he said. "How do you get people onboard and aligned with what you're trying to accomplish? In our experience, that involves making sure everyone understands the end goal."
3. Characteristics of an ideal imaging IT vendor partner. Dr. Geller noted that vendors' executive leadership style greatly influenced their decision when it came to selecting an imaging IT partner. "It was important for us to find a leadership team that empowers the development team to work with and listen to the customer," he said. "It was also important they allowed us insight into their [strategic business] roadmap so we can see where they are going as an organization, and if that is compatible with our organization."
Ms. Banchy stressed the need for transparency and honesty in an imaging IT partner. "They need to be transparent and come forward when they make a mistake," she said. "Then find someone who has been where you've been or is going where you're going. All of that together is bundled up for us."
Mr. Galbari said his organization strives to be a good partner to their healthcare clients by working together to develop custom solutions to their particular needs and challenges. "A good relationship is a partnership; it's getting someone to sit down with you and understand your needs and come up with a solution rather than applying a cookie cutter template," he said. "The more you get a vendor that shares those goals with you, the more likely you are to see real value and success."