Electronic Medical Records System Implementation at Stanford Hospital and Clinics

Case Solution

Haim Mendelson, Stefanos Zenios, Lyn Denend
Stanford Graduate School of Business ()

In 2005, Stanford Hospital and Clinics (SHC) was recognized internationally as a premier medical center for its clinical expertise and skills. However, the company lagged behind many of its competitors in terms of operations and information technology (IT). While other large healthcare providers of similar caliber had begun migrating to integrated electronic health records (EMR) systems, SHC used a patchwork of outdated and disjointed software programs to manage inpatient, outpatient, and back patient functions. office. Dr. Kevin Tabb, who was the chief medical information and quality officer at the time, along with other executives within the organization, recognized the importance of adopting an EMR system. However, the implementation of such a system would require a considerable investment over several years and would require a major organizational change. In parallel with creating a business case to justify the cost of the new system (see OIT101A), Tabb and his colleagues had to think carefully about the implementation strategy that would lead to the successful introduction of the EMR system. This case explains EMR systems, describes SHC’s vendor selection process, introduces Epic System Corporation’s EMR offering, and examines the key issues that SHC considered when developing its implementation strategy, including the appropriate implementation approach and timing. of use. to staff the project in the most effective way.

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