Technology

Task 1
IS Strategy for the Centre The centre is on a growth trajectory and it appears that Dr. John Harrison has been able to convince his patrons about the sincerity in the healthcare services being provided by his centre. Healthcare services, in general are a very crucial and integral part of our lives. With the prevailing competition in almost all fields, healthcare is no exception and requires bracing itself for competing in such a scenario. Hamel and Prahalad (1996) stated, The competition between firms is as much a race for competency mastery as it is for market position and market power. Therefore, providing effective and efficient healthcare services to the people becomes an issue when the healthcare centre has to take care of competition. Information Systems strategy in general will have to be devised according to the level of prevailing competition around and other related factors. Porters Five Forces Model helps in understanding the influencing factors and accordingly planning the strategies.

Porters Five Forces for the Health care services sector

It is therefore quite clear that apart from the threat of competitive rivalry the bargaining power of customers can make the maximum difference as far as growth and survival in the healthcare sector is concerned. Therefore, for a long term survival the healthcare centre is required to invest in information systems in order to strengthen the Customer Relationship Management (CRM) aspect and improve customer engagement and communication.

Putting into practice an effective IS strategy will not only help the patients, but it will also help the centre in procuring supplies, arranging reports, stocking medicines, disposing off files etc. with more efficiency and accuracy. This will in turn help in increasing the level of customer satisfaction. According to Kotler (1974), an individuals beliefs or conceptions about what is desirable, good or bad  forms the value system. In case of a healthcare centre such belief is of significant importance. While talking about competition and growth potential, Innovation, excellence, customer satisfaction and value go hand in hand. The case study suggests that

The centre has seen substantial growth over the years, with increase in workload as well as the staff strength
So far, the centre is only having couple of stand-alone systems, that too only to take care of the account books and some other clerical work.
Records of more than 8,000 patients are being maintained in files in physical form, with over 3,500 annual visits.
An excel sheet is the only IT tool being used for scheduling the appointments and reminding the patients about their schedules.

The centre has experienced serious accounts receivable problems, resulting in non-disbursal of salaries at times. Correcting this cash flow issue is bound to grow out of proportions with increase in the overall business of the centre.

Maintaining the records of patients is proving to be an arduous task
Centre is not able to follow up the cases handled by it. Following up an existing patient customer proves to be an important element of converting the person into a loyal one and establishing brand equity. Citing the dominance of Japanese companies in world trade, Hamel and Prahalad (1994) underline the crucial role brand identity plays in winning the approval of customers and taking on the competition.

As of now, the centre doesnt seem to be prepared for investing huge amounts in IT, therefore, Collington can start with those areas where the advantages would be most visible in the beginning itself. While emphasizing the need for IT, Carr (2003) stated that, The stress should be on the I rather than the T in IT. Therefore in order to have a successful implementation of the IT, some the critical factors which could prove to be the key for successful implementation of the new system include
Hassle free registration of patients
Easier tracking of the patient records
Error free billing and payment system
Therefore under the circumstances, it is suggested that
There is an urgent need to train the workforce at the centre. It needs to be emphasized here that the workforce might be having some reservations about implementing the ISM. Such reservations need to be taken care of in the beginning itself by assuring each and every one that implementing IS will in no way adversely impact their job prospects. Hammer and Champy (1993), have carried out extensive research on the process of reengineering and contend that in order to get worthy results the corporation will have to seek constructive cooperation from the workforce and work out a plan such that the reengineering process doesnt just remain a process change, instead it is able to work out a change in rules as well.

It is certainly not a good strategy to procure the equipment before deciding about their actual usage. In this case, Collington has procured the equipment without deciding about their exact usage. This in turn is bound to invite angry outbursts from Dr. John Harrison.

Collington must take inputs from each staff member, ask them about their difficulties and try to suggest appropriate solution with IT tools. This will also help them in actively participating in the entire process of IS implementation. In addition, if Dr. Harrison will come to know about the prevailing difficulties at the centre, he is bound to view the IS implementation more sympathetically. It is pertinent to note here that theres no off the shelf readymade solution concerning various organizations, as pointed out by Easterby et al (2003) that organizational learning is an evolutionary process and varies depending upon situational factors.

In the beginning, Collington must identify key areas, where the IT implementation will have maximum impact. Underscoring the need for strategic use of Information by an organization, Ward and Peppard (2002) suggest that products and services enhanced with new features using effective integration and executive management leads to strategic advantages for the organization. Some such areas in this case are

Maintaining the records of patients, so that appropriate follow up can be done
Scheduling the appointments of the patients
Maintaining the account books.
Some of the fields where IT tools can be implemented at a later stage include, maintaining the records of employees, procurement and inventories etc.

The staff must undergo training in two phases. While the familiarization training must take place prior to the actual implementation of the process. Another training on the lines of on the job training must also be planned out well in advance. Burgio  Burgio (1990) has cited a number of research studies in arriving at the conclusion that well planned training and development activities leave a positive impact on the morale of the healthcare professionals like nursing assistants, which subsequently gets reflected in the services offered by these professionals to their patients.

There must be a feedback mechanism in place to assess the implementation process and its acceptance by the workers. Regular feedback from the staff will not only provide an opportunity to the staff to express their dissatisfaction or grievance (if any), but it will also help the management in devising and implementing newer schemes towards taking better care of the patients.

Task-2
IT Strategy Procuring the requisite IT tools in order to bring about comprehensive changes into the functioning of the centre forms the basis of IS strategy. In order to work out the best possible IT solution for the company, and optimum pay off for the IT investments, the IS strategy is required to be aligned in line with the overall business strategy of the company. OECD (2008) carried out a study to assess the extent of convergence prevailing in different segments of our society. It was indicated in the study that IT implementation and high speed networks are assisting in resolving the concerns of the society in fields like healthcare and education. Therefore, the Newark Opthalmic Centre would be able to bring about better efficiency and tighter controls if the workforce is able to handle the basic minimum tool and equipment required for the purpose. Keen (1981) contends that information system helps in coupling devices which coordinate planning and improve management control. It is quite evident that while on the one hand the business manager, James Collington is in favor of taking help from the available Information System tools,  Dr John Harrison is skeptical about the success of such a venture. Therefore, it needs to be emphasized that at least a bare minimum set of critically required IT equipment and tools be procured in the first batch. Once its effectiveness is established, then the healthcare centre can go ahead for more. The centre will have to compare the external business environment with its internal business environment in order to prepare the current application portfolio. Some of the important aspects of this strategy are
Procurement of computers with such configuration that it not only handles the futuristic work load of the centre, but there is enough memory to digitize the existing records of the centre.
Together with the computers, the centre also needs to have printers at the reception area, and the accounts department.

Standalone computers at best serve the purpose of dumb storage devices. Therefore, in order to fully utilize the intelligence potential of the new computers, networking amongst computers is also of crucial importance. This requires laying out proper cable and routers.

While the workforce has been assigned with different types of routine tasks, James Collington will have to make sure the historical records are uploaded on the computers in shortest possible time. This might involve, assigning special duties to the best computer literate at the centre or hiring the services of some expert persons for short durations. In todays context, Currie (2000) underlines that outsourcing is one important forms of IT sourcing, therefore, the centre can outsource the upload of historical records to some outside agency.

There must be memory space to take back up of the uploaded data. This is of crucial importance particularly when a new system is being tested and implemented. Preferably, there must be a portable standalone drive or computer, which can be exclusively used as a back-up.

Dependable software is the backbone and nerve centre of any IT system. Therefore, the centre also needs to procure licensed versions of compatible software.

Task-3
Marketing the IS Strategy to the staff Keen (1981) comments that resistance to change and efforts for protection of vested interests arise mainly out of a sense of suppression and insecurity. Therefore, such efforts which help in alleviating such fears of the staff will help James Collington in effectively marketing the Information System strategy to the staff. This is of importance particularly because, implementation of IS will result in a number of related changes in the existing rules and regulations. Thus Yoo et el (2006) agreed that the principle of principles of management must also be flexible and adaptable to every change and need. So, in order to market the change to the staff Collington will have to prepare a strategy such that, while on the one hand, it doesnt create the sense of suppression and on the other hand it doesnt prove to be a huge burden on the existing resources. A Marketing plan is a way of achieving something within the available resources and time limits. Such a plan basically involves, setting objectives and selecting strategies accordingly. It is worth emphasizing here that if Collington is able to effectively market the IS strategy to its staff, then he would be easily able to pursue Dr. Harrison for further improvements on the system. Some of the steps which are required to be taken to market the IS strategy are

Prepare some leaflets highlighting the advantages of such system in other health care centers.
Preparing a comparison chart of what could be possible levels of efficiencies that could be brought about by each one of the staff members, if the IS straregy is fully implemented.

Assuring the workforce about their job security. At times, this helps because, staff tends to think that IS strategy might result in redundancies.

The process of implementation must also be planned out in a phased manner, to avoid sudden changes, which might result in unforeseen outcomes. Smith (2008) stated that in todays context the management needs to make use of democratic process to win the trust of staff, customers, suppliers and a host of other stakeholders.

The staff must be motivated to go for the changes, by announcing some encouragement schemes. Quite often the lack of any positive motivation by the managers often results in an automatic provisioning of negative motivation. How somebody makes use of his her efforts towards a goal is determined by the motivating de-motivating factors. The encouragement can be in the form of financial benefits or some gifts. Such a scheme will surely be there for a short period of time, till everyone is familiarized with the new system.

In addition we need to plan out schemes for patients as well. If the staff finds that theres indeed an overall increase in the satisfaction level and turnover of the patients, then it will also help in managing their disinterest. While devising schemes for the customers, it must be kept in mind that, a long-term relationship between the consumer and the care-giver. In fact in these competitive times, quite often companies offer good bargains to consumers. Consumer gets preferential treatment from the care-giver and Consumer gets high quality healthcare at affordable prices.

Task-4
Marketing IS to Dr Harrison
Marketing communicating has acquired a centre stage over the years. How well a company is able to communicate the features of its products or services holds the key towards the overall marketing success of the company. Marketing efforts as such can take different forms depending upon the product, the services, the market segment, and the customer profile. In this case, the marketing manager is James Collington and Dr. Harrison is the key person who requires to be convinced about the usefulness of the new system being set up in the centre. Therefore, effectively marketing the IS to Dr. Harrison holds key for its survival in the long run. Some of the steps that would help in marketing the project to Dr Harrison are

If James Collington is able to effectively market the strategy to the staff, and prove to Dr Harrison that he has the leadership qualities to take on board everyone amongst the staff, this will convince Dr Harrison about the genuineness of the efforts. Reithel and Finchs (2007) suggested that personality characteristics of an individual play an important role in developing the leadership skills.

Dr Harrison is quite sensitive in terms of the cost and benefits for the new system being installed. Therefore, James Collington will have to prepare a cost benefit chart indicating the monetary as well as non-monetary advantages that the centre will have after the implementation of the new steps. For example, it is worth emphasizing that goodwill earned as a result of efficient services becomes a great asset in turning customers into loyal and regular customers. Loyal customers are in turn considered as brand ambassadors for the product or service. It needs to be emphasized to Dr Harrison that Intangible benefits like goodwill and brand equity can only be strengthened with a pro-active attitude from the employees and management. Examples of well established hospitals and other companies, indicating the amount of investment being done by such companies in establishing brand equity will prove to be an effective marketing tool for convincing Dr Harrison. Keller (2002) states that a brand finds it easy to have a positive impact, when the customer react more favorably to the product or service.

A list of advantages for existing as well as prospective customers once the new IT system is implemented can be prepared. This will help in shaping the viewpoint of Dr Harrison.
A formal SWOT analysis of Newark Opthalmic Centre can also be carried out by James Collington, with particular emphasis on the weaker points and the types of opportunities that the centre can explore. It should be emphasized that a timely action would not only help in converting opportunities into strengths but, it will also help in finding solutions to some of the weaknesses of the centre.

It needs to be emphasized that once the employees feel satisfied in working for the hospital, there will be lesser number of employees leaving the hospital. This will help Newark Opthalmic Centre in gaining experienced workforce while providing reliable services to its customers patients.
While preparing the presentation showcasing the advantages of the new system, it is equally pertinent to note here that James Collignton must not depict too many holes in the existing set up at the center, because, that might result in negative depiction of the existing system. Instead, comparative advantages of the new system must be highlighted.

Task-5
Implementation plan that can be presented to Dr Harrison There are several dimensions which need to be taken care of while preparing the implementation plan. Keeping in mind such dimensions, the implementation plan can be prepared by bringing to the knowledge of Dr Harrison the following points

Newark Opthalmic Centre prepares a plan for routine check-ups for the patients. The MIS will come out with a list of such information which can prove helpful in reminding the customer about hisher date with the doctor. Such information will also help the centre to put in place the requisite equipment for the test to be done in minimum possible time. This will certainly make the customer happy while the center will also be able to cater to more number of patients in the allotted time.

A comprehensive list of comparisons about some of the competitive healthcare centers, indicating the differences before and after the implementation of IT strategies with such centers will certainly help Dr. Harrison in making up his mind.

A presentation can be prepared with inputs from different sections like the accounts, record keeping, reception, scheduling etc. Emphasis must be given in the presentation on the differences that the new system will make in terms of effort, time and cost saving.

Some capital amount has been invested for implementing the new information system. Therefore, James Collington must come out with data and statistical information about the possible annualized rates of return on this particular investment, by taking into account a number of prevailing factors and the prevalent market conditions. This will of course amount to futuristic projections, but such projections will also help the healthcare centre in keeping a check on the operations and the operating revenues.

Using computers and IT system for storage of information will also help in reducing the dependence on the use of paper, which in turn implies that the centre will be able to reduce its dependence on the huge piles of files being kept for maintaining the records of the patients.

Sometimes, law enforcement agencies or legal firms require the data about some patients, and their history of ailments. In such cases, maintaining patient records in a proper manner, so that the records can be extracted at short notices, will lead to better efficiency and good rapport with such agencies.
In these competitive times, retaining a customer proves to be of great advantage in cases where, there are other similar service providers within the region. With the help of a computerized database and scheduler, the centre will be able to know beforehand about the coming 2-3 days schedules. So even in case the patient forgets about hisher health check-ups, the healthcare reminds himher about it. This helps in shaping long standing relationship with the customers.

If Newark Opthalmic Centre is able to cater to a substantial market, then in times to come, it can enter into alliances with other test centers or healthcare centers in adjoining cities or regions. Such strategic alliances will help the centre in shaping its footprints across such diverse markets, which will assist the company during expansion and diversification. With such steps Newark Opthalmic Centre would be able to enter into the managed healthcare sector as well. At times, in situations when a patient consumer is on tour to places outside the native place, then the tie-up between caregiver companies helps the patientconsumer in getting a good care from some affiliated company as well. Such developments are bound to translate into good opportunity for the centre.

The final implementation plan must include the following details in a concise manner
Dates and period of first phase of training
Batches and schedules of staff members for undergoing training (note all members of the staff cannot be sent for training simultaneously).

Dates for installing the new systems (note the replacement of the manual system with the IS cannot be implemented simultaneously)
Exact date and time for changeover from manual to computer. For example, the reception area will be the most suitable one for this changeover.

A time period must be decided in advance during which the new system as well as the old (manual) system must work in parallel. This will help in case of a technical glitch during the early days. This time period can be about a week to a month.

Order placement for carrying out cabling work for setting up intra-network within the premises of the healthcare centre.

 Daily weekly monthly scheduled meetings to take stock of the implementation process.