eBooks/eGuides

Making a Business Case for Digital Transformation

Issue link: https://insights.oneneck.com/i/1121707

Contents of this Issue

Navigation

Page 20 of 21

oneneck.com/digital-transformation 21 Wisconsin-based Rogers Behavioral Health had plans for impressive growth, and with that came the need for IT modernization as well as outside help. The healthcare organization served more patients than ever in 2017 and expects to open two new clinics per year through 2020, including a facility on the West Coast. The problem was, its in-house IT staff was already overextended, and growth plans called for 24x7 availability of IT personnel. Plus, the organization also needed updated infrastructure solutions. "The plan included consolidating and centralizing servers to leverage economies of scale, while maintaining the highest degree of security, redundancy and availability," says OneNeck VP of Sales Jim de la Pena. "This strategy offered Rogers long-term flexibility and scalability as their organization grows." OneNeck's Donna Knilans worked closely with Rogers Behavioral Health's technology leadership to create a roadmap for digital transformation that focused on business outcomes. "Ultimately, Rogers Behavioral Health wanted to improve the patient experience," she says. "What that really means is they wanted to introduce software applications allowing care providers to be more effective and allowing patients to receive better services." Knilans helped show decision-makers how switching to a hosted, Managed IT environment allowed the company to develop more impactful technology projects. "We have very talented employees who have been consumed with the day-to-day operation of our IT environment," says Adam El-Ali, VP of Clinical Technology Services at Rogers Behavioral Health. "Teaming up with OneNeck allows our highly skilled team the chance to shift gears and center their attention on improving our patients' overall experience." Digital Transformation Success Story Providing a Path Forward for National Expansion Part Four Addressing Pushback and Skepticism At the end of your presentation to the board, you'll most likely open things up for questions. That's when the skeptics and doubters may emerge, and you'll need to be prepared to address opposition, some of which may represent legitimate concerns. Knilans says one the most common apprehensions involves outsourcing IT when you're in an industry that mandates compliance and security. Putting sensitive data into someone else's facility or into the cloud can make board members uncomfortable. "They could also have questions about your confidence in budget projections because they don't want to outsource IT and have it become a financial runaway train," Knilans adds. Even after you make your case, there may be board members who feel more comfortable maintaining the status quo and have the mentality that if it's not broke, why fix it? However, Morley says there are serious risks that come with putting off inevitable digital transformation. "The longer companies remain stagnant with technology, the harder it becomes to upgrade," he says. "The more you wait, the more the product you're running becomes legacy." Because digital transformation is an ongoing journey, waiting too long to make changes can make the process even tougher when it becomes a "do-or-die" situation. "You may get an executive order to move to the public cloud," Morley says. "The problem may be that the application is too old to exist in the public cloud. Now the organization is changing technologies as they migrate to the cloud. Any time you have more than one thing changing at a time, the greater the risk of failure." It all goes back to the idea that digital transformation is an ongoing journey. It won't end with any particular project. But, pursuit of positive change and continuous improvement put your organization in a position to achieve growth, which keeps shareholders happy. And, that's what the board wants to hear. According to Deloitte's 2018 global CIO survey, 96% of executives cite digital transformation as a strategy priority. Yet, just 40% of CIOs in the survey say they're leading that strategy. This is your opportunity to step up and bring a strategic vision for IT modernization to the organization.

Articles in this issue

Links on this page

Archives of this issue

view archives of eBooks/eGuides - Making a Business Case for Digital Transformation