| | November 20169CIOReviewThrusting Technological TrendsI believe the architecture of what many might presently refer to as "an integrated product" offers the example of true interoperability. It has to be native to the technology productmeaning it's just "there." Being able to replicate that on a bigger scale that binds disparate vendor products is my idea of where things could ultimately need to go. The use of APIs is of course becoming more popular and will likely produce progress, but I would personally like to see things interoperable "out of the box" without the need for a third party technology. Maybe APIs are the initial glue to begin binding all of this together, but I prefer a native, built-in data exchange capability.A Resolute Defense Against ExpensesThose providers who can't afford to invest in the technologies and people to stay in the game will likely consolidate with another provider(s) or somehow partner with some entity that can bring the expertise and technology. However, there are many smaller organizations (including physician practices) that have been very successful in their HIT endeavors. An organization's local market may have something to do with this as a highly competitive healthcare delivery marketplace is going to exert HIT investment pressures on all providers that other markets less competitive may not. But the reality is that many components of information technology "cost what they cost", regardless of an organization's size, net revenue or industry. In the future, I believe those smaller organizations who struggle with funding IT will likely have market share, volume and/or margin problems that force a significant change in their business model.Emphasis on InnovationWhile CIOs are working to ensure their organizations have the requisite technologies to support population health management, bundled payments, clinical integration and other aspects of the "volume to value" shift, they are also pressured to contain costs, effectively support and maintain their embedded base of technology and manage what in most organizations is an ever increasing demand for solutions and services. Additionally, the recruitment and retention of skilled and experienced staff continues to grow in challenge and strategic importance. Truth be known with regard to vendor technologies, most organizations (personal opinion) struggle to make good and effective use of what they have. I contend there is ample technology available to transform healthcare, even though the frustrations of inadequate interoperability remain. The problem in many organizations is adoption and variation in use.Future InvestmentsRemember that change is constant and technology continues to evolve. But what is important, always, is that investments bring the value that justified their purchase. Solution providers will continue to enhance and grow their products, or eventually go out of business. Staying up-to-date is vital both on a personal level as well as throughout an organization's technology portfolio. Organizations must allocate funding to continuously maintain their embedded based of systems and technologies.EMR/EHR technologies will be here for many years to come, and they will continue to change and improve. All things mobile will become more integrated into care, especially as the industry pursues consumer (i.e. convenience) strategies and more efficient and cost effective ways to keep populations healthy and out of the hospital. The pursuit of electronic records has been transformational, amounting to the automation of the core businessRick Schooler"
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