Resolutions for the Rest of This New Year
I’ve heard more than a few colleagues refer to January 2021 as “the thirteenth month of 2020” because it had the same intensity and unpredictability as the 12 that preceded it. By that calendar, February is the perfect time to make 2021 New Year’s resolutions.
We’re now nearly a year into a longer-than-expected, pandemic-fueled period of adaptation and transformation, with the abiding hope that the accelerating distribution of vaccines is pointing us ever closer to a healthier planet and a yet-to-be-defined “new normal.”
In that spirit, I’d like to offer up three resolutions I’m vowing to take this year:
- Empower physicians to render “care in the moment,” no matter where that moment takes place — Providers are regularly moving between hospitals, clinics, triage facilities and telehealth settings. Clinicians expect a consumer app-like experience with the ability to gain full EHR access on a smart device. Empowering them with mobile capabilities increases efficiency while improving patient care. In 2021, we’ll continue to innovate by offering physicians advanced mobile capabilities to care for patients anywhere, anytime.
- Be an “activator” – As business leaders, we can’t wait to have things neatly tied with a bow. Instead, we must be “activators,” driving decisions and change even with incomplete or imperfect information. The notion of “COVID speed” applies to more than vaccine development; as leaders, we need to act and execute with a sense of urgency, and encourage our teams to value velocity and expediency. In healthcare IT, we must drive execution and results based on hypotheses motivated by doing what is right for the patients, providers, and other constituents we serve, without necessarily having the full financial and operational analyses blessed, baked, summarized and socialized. Rapid transformation — even with its associated pitfalls and potential failures — needs to be the norm.
- Embrace “execution with continuous improvement” – The accelerated digital transformation has pushed us to question everything and embrace “just-in-time” decision-making. Let’s continue to foster an ethic of “execution with continuous improvement” that is broadly applicable to products, processes, and strategies. It’s equally important to challenge old norms in company culture. For example, out of necessity, we learned what was possible with a remote, virtual workforce; some organizations even noted productivity improvements. We can access a bigger talent pool when we acknowledge that team members and managers don’t always have to be in the same building, or that a degree from a four-year college program isn’t necessarily a prerequisite for a talented individual to be successful.
We’re drawing closer to a new post-pandemic era, bolstered by lessons learned (the hard way) over the past year. Let’s put them into practice in 2021 and going forward.