Operations

Ewan Davis, CEO, Inidus, says that patient-centered care is important, but we need to also focus on arming healthcare workers with the kind of technology that makes their jobs easier. He also shares his predictions and hopes for the future of the NHS.

Vice President of Sales Support at NantHealth Wesley Madden offers advice for CIOs and CTOs looking to standardize all of their data sets and explains why artificial intelligence is the ultimate tool for clinicians.

Providing the patient with control of their data is essential and that smartphones are an indispensable tool for empowering the patient, says Dr. Shafi Ahmed, CMO, Medical Realities.

The UK's University Hospital Southampton NHS Foundation Trust CIO Adrian Byrne, outlines his organization's path toward developing an electronic patient record (EPR), which involved an integration engine and standard messaging.

Ali Slimani, Cerner's general manager of strategic partnerships for Middle East sales, says Cerner is aligned with IHI's "Quadruple Aim," which includes improving patient and clinician experience, creating better healthcare outcomes well as lowering overall cost of care.

Clinicians can be inventors and embrace change by ensuring the patient voice remains prominent when developing innovative strategies at a leadership level, says Dr. Shafi Ahmed, CMO, Medical Realities.

Christiana Care Health System CSIO Anahi Santiago says hospitals have to invest in security tools to stay ahead of cyberthreats. However, she adds, it's just as important to focus on people and process as it is on technology.

Sentara Health VP and CISO Dan Bowden talks how the hospital is preparing for consumerism and value-based care by building apps and tools in the cloud.

Dzulkefly Ahmad, minister of health for Malaysia, argues that even if an organization has a good program and system in place, digitizing healthcare will not work if there is no clinical buy-in underpinned by training.

Jane Miller, COO of Royal Children's Hospital in Melbourne, Australia, says her organization, which reached the elite stage 7 EMRAM, treated EMR implementation as a clinical transformation project, not an IT project.