Disclaiming that these ideas may not be “sexy”, William Morris, Vice Chairman of Clinical Informatics at the Cleveland Clinic, said that transitioning to mobile technology will require organizations develop an overall strategy, maintain governance, as well as manage the process.
As physicians became excited about health care apps, many learned how to build them on their own, or even would hire programmers and pay as much as $20,000 to have one developed, according to Morris. But then they would bring these patchwork of apps to Morris’s team to deploy, which was problematic. What if the apps didn’t integrate with the existing system? And what if the user interface, or UI, was actually hindering an app’s performance? Morris noted that an inappropriate UI has been shown to lead to poor clinical decisions.
For an organization to protect itself from “innovating itself into a corner”, Morris recommended the following:
Strategy: Develop an overall strategy for your organization. For example, have art direction, so all the apps look alike and branded. Develop modular components that can be grouped together in different ways as new apps are built.
Governance: Set up rules, such as ones designating who can develop apps, or how apps are prioritized. Organize oversight groups.
Process: Integrate mobile health into the way the existing technology runs, but also the clinical workflow so as to promote and not interrupt it.
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