Stop Pitching the Institute — Pitch the Stack
Health-tech pilots don't usually fail because the product is bad. They fail because the system was never wired to absorb it.
Health-tech pilots don't usually fail because the product is bad. They fail because the system was never wired to absorb it.
A survey of 112 health system executives finds that Epic's hold on hospital IT keeps getting stronger — but startups still have a shot, provided they solve a specific problem, prove strong ROI or offer a product that Epic is lagging behind on.
Winning in health-tech is about giving buyers enough operational clarity, early enough, that they can say yes with confidence rather than saying yes because the alternative is another six months of the same evaluation cycle.
SOC 2, HITRUST, and BAAs should be treated as starting points, not trust signals. They tell you what a vendor claims about its controls. They do not tell you whether those controls are actually working today or whether the evidence behind the attestation was real.
Cost management strategies need to focus on simplifying the system, doing away with the outdated processes that inflate costs, and building and deploying tools that allow organizations to control their spending.
When revenue cycle partners wait to be asked, or rely on “tell us what you need” as a default, they miss critical opportunities to deliver meaningful performance, support their client organizations, and ultimately serve patients better. In today’s healthcare environment, partnership requires anticipation, not reaction.
The core challenge for leadership is no longer merely managing direct vendors; it’s the cascading risk of the "nth-party" supplier.
As an industry, we need to ask hard questions. Are delegated vendors delivering on the promise of better, faster, more transparent decisions? Or are they simply moving the pain to another part of the system?
As healthcare continues to become more and more dependent on third-party vendor services, provider and technology entities must remain focused on the risks that their vendors present.
When systems integrate better, every minute saved by removing roadblocks is a minute given back to clinicians and patient care. It’s time for vendors in this space to treat interoperability as a core business strategy rather than a buzzword or another box to check as they’re going through the motions.
The lessons learned and shared by some of the industry’s leaders are exciting, and some clear opportunities are developing. But under the surface, this year, there is something else, and I’m not sure it’s getting enough attention: anxiety.
The conversations in Nashville reinforced the idea that while innovation remains essential, vendors must navigate the fine balance between bold ideas and real-world implementation, demonstrating not just promise but tangible outcomes.
Focusing on comprehensive strategies and embracing flexible technology solutions arms pharmacy leaders to stay ahead of industry changes, connect teams, and integrate information efficiently.
Switching to a new transportation management vendor can bring much-needed relief to member populations and plan staff managing the programs. Here are few tips to help make the transition easier.
One in four providers said that health technology vendors haven’t kept their promises in the past year. KLAS Research debunked four common misconceptions vendors may have about why so many providers feel this way — such as the false notion that employees who weren't part of the purchasing decision feel the most disappointed by vendors or the misbelief that it's better to not make promises in the first place.