For the last 12 months, I had an incredible opportunity to live and breathe an enterprise-level software system upgrade that impacted all major functional areas of a local healthcare organization. My functional title was Project Coordinator handling reporting and assessing progress but my role was to be the “connective tissue” between business stakeholders, operational resources, and technical teams. For over 12 months we drove the various workstreams to a successful launch in June of this year. Now complete and operational, here are my top 5 takeaways from this effort.
By taking a step back and evaluating business needs and expectations before hiring new IT leadership, Forum was able to identify CBG’s opportunities to add capabilities, close blind spots, and focus attention on the evolving external environment.
Forum Solutions worked with the client’s senior advisory board to first evaluate the pilots and then to evaluate specific solutions, from deploying scribes in primary and specialty care to advanced voice-to-data applications. Solutions were evaluated across a variety of criteria co-developed by the Forum team, including the provider experience, ability to affect provider work-life balance, clinical quality, and patient experience.
Many health systems are experimenting with ways to lessen the burden on primary care, including changing scheduling practices to accommodate different types of visits, implementing call centers, and creating value-based (rather than volume based) compensation plans. Some are providing scribes, a third person in the room (or virtually) documenting the visit in the medical record in “real” time.
Forum Solutions’ three co-founders and managing directors – Shelley Holm, Paul Lambert, and Geeta McCormack – were interviewed by Seattle radio 101 KXL’s Business Briefing with Brian Bushlach. They were asked to speak on topics ranging from how they got their starts with Forum to the sectors and the projects that they are actively engaged in.
Savers’ business and engineering teams began working immediately to design and develop various components of the Customer Fundraising Portal. However, each team soon realized they had different understandings on who their customer was and how the customer fundraising portal would be used.
FareStart's leaders were excited, but also daunted. They'd have to rethink every aspect of the organization, from technology to hiring and marketing. They had just one year to gear up for the expansion, while growing existing programs. The nonprofit needed a partner that would help assess what had to get done and map out a plan of attack.
As the new basis of competition pivots to customer-centricity, companies will need to re-think their strategic portfolios to incorporate a more holistic view of how each critical initiative that a company undertakes in turn delivers a capability that moves them closer to their customers.
Many companies have yet to develop more mature and integrated internal orientation around their customer, which will require fundamental changes to the ways companies organize, the processes they develop and the ways they use technology.
In the past decade, the power of the customer has been amplified to an unprecedented level affecting businesses in every industry. Companies are now in a position where they have to be acutely aware of their customers’ experiences and opinions, but also must gracefully react to them in ever-decreasing timeframes.