Introduction
Advancements in information technology have significantly transformed the manner in which businesses, organizations and even institutions are run throughout the world. This essay summarizes the issues in a case study which revolves around adoption of information technology as compared to traditional ways of delivering health services. The paper further analyzes several commentaries done by different experts.
Body
Like many other institutions in the world, Peachtree Healthcare is in the dilemma of upgrading its system to incorporate technological applications. The CEO believes in providing the best services to customers. This notion makes him reach a compromise of supporting selective standardization of the institution (Glaser 1).
Although many areas of clinical treatment like record keeping, immunizations, would significantly benefit from the idea, part of the management has opposing views. Furthermore, other physicians believe that a switch to partial digital operations would threaten the safety of patients in the hospital.
Max, the CEO of Peachtree Healthcare has witnessed problems encountered during breakdowns in other institutions and argues that such technology needed experts in order to handle malfunctioning systems and manage urgent repairs (Glaser 2).
Doctors further argue that some level of technology would affect their delivery of services, causing them to go against the Hippocratic Oath (Glaser 4). This is due to the role they play in hospitals and other health centers where they are mainly charged with saving of lives. It was also not easy for hospitals to engage in mergers as compared to other forms of business and company structures which allowed merging.
From the case, it is also clear that integration of information technology comes with costs which have to be incurred by the institution. Such expenses usually emanate from the installation of infrastructure, purchase of required materials and equipment and the charge for technical expertise involved.
Another challenge which Peachtree Healthcare is faced with is the fact that the company to be contracted is still young in the business and has no record of previous services offered elsewhere. As a result, the management lacks confidence in OSA as they may provide low quality services.
Additionally, quantifiable cost can not be provided by SOA although it argues that the idea would be cost effective than the traditional monolithic system (Glaser 6).
According to Halvorson, the proposed case is risky due to the fact that it has not been tested in healthcare systems, has undetermined costs and its benefits are undoubtedly uncertain. Although the status at Peachtree Healthcare warrants a better and more efficient system, Halvorson affirms that this cannot be enough reason for the institution to adopt a risky system which has not been tested.
An understanding of what Peachtree Healthcare aspires to achieve is important in adopting the most suitable package for the institution. A strategy is therefore essential to draw a pathway which clearly defines intended outcomes of the project (Halvorson 7). Halvorson notes that the success of standardization outside healthcare is not enough reason for the adoption of the idea at Peachtree Healthcare.
Additionally, there is no substantive evidence that generates the need for the proposed standardization. The author concludes by challenging Peachtree Healthcare to develop a strategic plan for the idea before adopting it.
On the other hand, Heffner supports the idea of standardization as proposed by Max, the CEO of Peachtree Healthcare. He affirms that the idea is aimed at augmenting flexibility and efficacy in service delivery. He further notes that SOA is well established in North America, Asia and Europe with several enterprises having adopted it. Additionally, most of SOA users have confirmed better results based on experience (Heffner 9).
He supports Max’s idea, reiterating how record keeping would be enhanced through the proposed standardization process. Regarding costs, he views the process of retrofitting older systems with better business interfaces to be more affordable than replacement. He summarizes by recommending SOA as the best technological match for Peachtree Healthcare.
Ford notes that the company’s tolerance to risk is unknown, which would be important in implementing the proposed information system. He recommends a gradual move towards SOA’s direction by dividing the process in achievable chunks. This would allow easy management and control procedure as compared to having a whole package at ago (Ford 8).
According to Ford, the idea is viable if it is adopted in a manner that eliminates risks by increasing reliability. He recommends the adoption SOA’s approach from a commonsense approach that retains what is still productive in the system.
Kastor sees Max’s dilemma as common problem among leaders in the healthcare system planning to standardize operations. He notes that a major problem would be among older doctors who may not be well versed with technology and some of the existing challenges.
Although doctors appreciate the technology, many would turn down a more sophisticated approach (Kastor 10). He recommends the need to maintain essential features at Peachtree Healthcare to allow efficiency in community hospitals.
Conclusion
The case presents a real scenario that faces leaders around the world even as standardization of operations becomes a necessity. Both commentaries view the case from various viable perspectives with supporting evidence and argument. Nevertheless, a strategic plan is important to outline factors which necessitate the adoption of SOA system.
Works Cited
Ford, Monte. “How should Peachtree try to fix its IT infrastructure problem?” Harvard Business Review (2007): 8. Print.
Glaser, John. “Too Far Ahead of the IT Curve?” Harvard Business Review (2007): 1-6. Print.
Halvorson, George. “How should Peachtree try to fix its IT infrastructure problem?” Harvard Business Review (2007): 7. Print.
Heffner, Randy. “How should Peachtree try to fix its IT infrastructure problem?” Harvard Business Review (2007): 9. Print.
Kastor, John. “How should Peachtree try to fix its IT infrastructure problem?” Harvard Business Review (2007): 10. Print.