Week 6

Developing a robust ability for change is the ultimate strategic goal when implementing an IT project.  Many HIT projects hit barriers because there is a power struggle between what each department wants versus the strategy for the entire organization.  Many departments take their own priorities and feel compelled to make a "burning platform" case under the premise of patient safety or patient satisfaction.  Leadership must then choose which departmental priorities actually contribute to the overall strategy of the organization.

The organizational strategy must work hand in hand with IT strategy.  Strong IT strategy makes an organization more agile in order to meet changing patient demands, and changing technology.  This also looks back to the idea of adding value to the organization, therefore increasing the return on investment within a HIT project.  If an organization is increasing agile in their response to the changing marketplace, than they are more apt to survive a downturn of some kind or an adverse event.