Strategic Technology Incorporation

Strategic Health Technology Incorporation

Investments in healthcare equipment is only second to those for infrastructure in healthcare delivery organizations (HDOs), so HDO leaders scrutinize them very carefully, especially when operating budget is slim and endowments and donations are scarce. In the meanwhile, the rapid advance of health technology and the need to recruit and retain top medical talents require significant capital investments.

BSI consultants have decades of experience in advising dozens of HDOs of various sizes, teaching status, and financial conditions in making judicious and yet strategic incorporation of new or replacement technologies. To consider properly the needs and interests of the stakeholders as shown in the figure below, BSI established a Strategic Technology Incorporation Process (STIP) composed of the following steps to create a multi-year Technology Incorporation Plan:

Technology audit
Needs assessment
Benefit assessment
Impact assessment
Consensus building

Strategic Health Technology Incorporation Process

It is worth pointing out that BSI does NOT follow the traditional approaches adopted by some consultants in using equipment age (such as the “expected useful lives” recommended by the American Hospital Association – AHA), financial depreciation tables, or the end of life or end of support – EOL/EOS stated by some manufacturers as the predominant determining factor in equipment replacement. Instead, we use a multi-variate approach that considers numerous variables that can be segmented into these sections with weights adjustable according to individual client’s needs and strategic priorities:

Clinical impact: mission criticality, clinical use ease and satisfaction, patient benefits (procedure and recovery time), etc.
Safety: failure risk (severity and probability) for patients and users, prior recalls and incidents, etc.
Physical condition: reliability (mean time between failures), downtime, etc.
Equipment supportability: availability of parts and service support, cost of service, etc.

Potential Beneficiaries

Senior leaders (CEO, COO, CFO, CMO & CNO) in hospitals and health systems
Leader of clinical departments (e.g., diagnostic imaging, oncology, surgery, intensive care, emergency, etc.)
CE/BME/HTM leaders in hospitals, health systems, and service companies
Medical device manufacturers and distributors
Architectural and facility planning firms

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