We use cookies to make your experience better. To comply with the new e-Privacy directive, we need to ask for your consent to set the cookies. Learn more.
Strategy
Health-Tech Strategy at KG Hospital Part B: Tech Strategy Design and Implementation
Published:
Jan 9, 2022
The objective of this case study (in two parts, A and B) is to provide a systematic methodology for capturing metrics crucial for patient experience and hospital performance, defining a framework to design an enterprise technology strategy map, and examining the readiness, deployment, and sustainability of technology solutions to help achieve superior patient satisfaction. Part B (Tech Strategy Design and Implementation ) of this two-part case study is a follow-up to Part A, and it takes the reader through Avantika Raghu's journey of solving the problems identified in Part A. Part B of the case study describes her efforts to address prioritized metrics by identifying technology solutions (both in-house and external vendors). It follows her as she assesses candidate solutions on a host of parameters: need, desired outcome from the implementation, staff awareness, availability of technology, investment opportunity, ease of implementation, product features, vendor engagement, time to market, end-user experience, and barriers to adoption. The case study closes with an unexpected twist, as her grandfather challenges her robust proposals with a series of pointed questions on how an enterprise technology strategy and an effective change management framework for championing organizational and individual change should be designed.
Learning Objectives:
-
Plan and design an enterprise-level technology strategy rather than a pain-point-driven piecemeal implementation of technology solutions.
-
Examine the readiness, deployment, and sustainability aspects of the solution for smooth technology adoption.
-
Learn the concepts of the Prosci Change Triangle (PCT) model for organizational change management and the ADKAR (Awareness Desire Knowledge Ability Reinforcement) model for individual (employee-level) change management.
Pub Date:
Jan 09, 2022
Discipline:
Strategy
Subjects:
Change Management, Digital Transformation Operations Strategy, Organizational Transformation, Performance Indicators, Process Improvement, Quality Management, Strategy
Industry:
Information technology industry
Source:
Indian School of Business
Product #:
ISB293
Geography:
India
Length:
8 page(s)
₹399.00
Related Case Studies
-
Strategy
Health-Tech Strategy at KG Hospital Part A: Identification and Prioritization of Key Focus AreasThe objective of this case study (in two parts, A and B) is to provide a systematic methodology for capturing metrics crucial for patient experience and hospital performance, defining a framework to design an enterprise technology strategy map, and examining the readiness, deployment, and sustainability of technology solutions to help achieve superior patient satisfaction. Part A (Identification and Prioritization of Key Focus Areas) of this two-part case study takes the reader through the exploration of Avantika Raghu, Chief Experience and Technology Officer at the KG hospital, where she uncovers various pain points. It describes Raghu's observations during her Gemba walks covering key departments at the hospital, learnings from her focus group meetings with stakeholders, and insights from examining the hospital's quality and performance parameters. The case concludes with Raghu identifying patient satisfaction as a core challenge in the current setup and considering technological solutions that can help improve patient satisfaction while enabling hospital expansion to meet the goals of Vision 2025.
Learning Objectives:
-
Critical thinking to extract metrics to capture the business pain points and their relevance for patients and providers in a hospital setting.
-
Understand the application of Kano model in a service setting to identify must-have, one-dimensional, and attractive service characteristics.
-
Develop a comprehensive technology decision-making framework that can be used to assess digital vs. non-digital technology proposals.
Published: Jan 9, 2022 -