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More CDI and EHR Optimization Discussion

Posted on December 5, 2014 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

In response to the question I posted in yesterday’s blog post, “What’s the Difference Between CDI Programs and EHR Optimization?“, Richard Tomlinson, Founder and CEO of Nuclei Health Consultancy offered this response that I thought would help continue the discussion and be interesting for readers:

In answer to your excellent question, no. CDI and EHR optimization are not the same; in fact the two models are significantly different, as are their goals.

Without deep dives here, the root decision tree to choose CDI over optimization should be based upon analysis results to the issues and goals identified. What are the identified issues? And what are the identified and measurable goals.

I will share that workflow analysis is one significant differentiator between CDI and Optimization. If one of the goals mentioned above for example is to reduce time documenting , or, a shift of role assignment in portions of workflows to reduce cost or improve provider thruput, then optimization here may include the addition of technology. Sounds counterintuitive, nevertheless the business model of optimization is indeed different.

Reducing clicks in clin doc has been cited as optimization, but I am here to tell you that alone is not the case. I would tend to take that stand alone as CDI, although one can argue reducing clicks does not “improve” clinical documentation.

As an overall, I would tend to say optimization is holistic in its foundation to include analysis of workflows, content build specifications, ROI of additional technology/tools, education, with the cumulative impact compared to a set of defined clinical and business goals. CDI by contrast may support only a goal as simplistic as rearrangement or placement of data to achieve a specific benefit.

I look forward to hearing other people’s thoughts on this subject.

What’s the Difference Between CDI Programs and EHR Optimization?

Posted on December 4, 2014 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

I recently heard someone describe their EHR optimization as a Clinical Documentation Improvement (CDI) project. It made me start to wonder if CDI and EHR optimization were quickly becoming the same thing.

While some CDI programs require EHR optimization, not all CDI programs require it. Some EHR optimization can improve clinical documentation, but not all of them. However, there is a decent overlap between the two efforts.

There are a lot of ways a CDI program can improve your clinical documentation. As we start to see full adoption of EHR software, most of the CDI programs are going to focus on the way the visit is documented in the EHR. While the EHR use might be to blame in many cases, the most important part of any CDI effort is the people that use that program. In fact, it’s often not even about how they use the program, but just the choices they make.

What has become very valuable is that EHR’s have made CDI programs much more efficient. They can run the program remotely. They can run reports that focus on common clinical documentation errors and focus their program on those specific errors. Technology can really help a CDI program to focus on the pieces of the chart that matter most.

EHR optimization on the other hand could have nothing to do with improving the clinical documentation. It very well may be that the clinical documentation is perfect. In an EHR optimization, you may only be looking at how to improve the physician workflow while maintaining the high level of clinical documentation.

EHR optimization is a powerful thing and not enough organizations are doing it. I get that they’re too distracted by meaningful use, but if we’re going to really benefit from EHR software we need more organizations focused on optimizing their EHR use.

It will be interesting to see how hospital leadership handles the governance of CDI and EHR optimization programs. They are both going to be very important going forward.

Health IT Marketing and PR Conference – Hospital Marketing

Posted on December 2, 2014 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

I’m excited to let you know about the 2nd Annual Health IT Marketing and PR Conference (HITMC) happening in Las Vegas on may 7-8, 2-15. This is an event we organizer to bring together the very best marketing and PR professionals in healthcare. Here’s a video from the inaugural event which gives you a feel for what you’ll find at this year’s event:

While a huge portion of the conference will still be focused on Healthcare B2B marketing, at HITMC 2015 we’re adding a number of sessions that will focus on marketing to patients as well. No doubt this will include lots of discussion on how hospitals can market their services to patients. Plus, many of the sessions apply to marketers of every kind: social media marketing, SEO (search engine optimization), content marketing, thought leadership, event marketing, etc.

We’re also creating a unique HITMC connect experience for attendees to connect with some of the smartest minds in healthcare marketing and PR. Plus, we’re working on creating a whole space dedicated to the tools every marketer needs to be able to do their jobs. Imagine a sandbox where you can literally get your hands dirty with the latest and greatest healthcare marketing tools.

As with most conferences, some of the greatest value of attending the event is the interactions you’ll have with other healthcare marketers. The event really does bring together the best and brightest in healthcare marketing. Everywhere you turn you’ll meet someone who’s dealing with some of the same challenges you’re facing in your job.

Early bird registration for the event is now open. If you register now, you’ll save $500 off the cost of the event. I hope to see many of you in Las Vegas.

Healthcare IT Consulting Job Slowdown

Posted on December 1, 2014 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

A recent poll on HIStalk, caught my eye. In the poll he asked readers “For health systems: how much IT related consulting will you use in 2015 vs. 2014?” Here’s an image of the responses:
Healthcare IT Consulting

It seems only fair to acknowledge that this wasn’t a deep study. It was an online poll with plenty of potential sample bias. Plus, it only had 107 respondents to the poll. Especially with it being an online poll, I’d have liked to see more respondents. However, it’s worth noting that 50% of those who did respond are planning to use less healthcare IT consulting in 2015. Although, just as surprising is that 14% plan to use more health IT consulting.

This was somewhat expected from my point of view. The consulting market just exploded over the past couple years as hospitals raced to implement an EHR and show meaningful use. As that program has started to mature, there isn’t as much need for consultants. So, it’s no surprise that the government incentivized EHR consulting market would contract back down to a more reasonable market.

That’s not to say that there aren’t still lots of opportunities for EHR consulting still. In fact, I’d argue that the opportunity for EHR consulting has never been bigger. It’s the EHR staff augmentation companies which often dress up as EHR consultants that are likely taking the hit. My feeling is that EHR staff augmentation is way down and EHR consulting is going to continue trending up. All of these hospitals need to start maximizing their EHR investment. That requires a consultant as opposed to more hands on deck for the EHR go-live.

We’re currently seeing this play out on the Healthcare IT Central job board. The type of jobs that are being posted are much more advanced. Plus, we’re seeing a maturing of EHR adoption and that’s shifting towards more full time EHR staff vs consulting.

What are you seeing in the market? Are you using more health IT consultants or fewer? Where do you see the industry headed?

Finding the Right IT Skills – Guidelines for Health IT Outsourcing

Posted on November 26, 2014 I Written By

The following is a guest blog post by James Caw,marketing manager at Sebrio Consulting.
James Caw
With the HITECH Act, Meaningful Use and Accountable Care requiring more and more attention from HealthCare organisations throughout the United States, the demand for experienced software developers, integration experts and industry focused software companies is rapidly expanding.

In a season of record unemployment and shrinkage in the job market, these government driven programs have created a welcome and unique windfall of job opportunities for those with relevant HealthIT skills. Unfortunately with great demand, comes a rising cost and unfortunately a shortage of relevant skills. HealthCare organisations cannot meet their requirements from the limited available resources in the market.

I read an article just last week about US HealthCare job numbers. While it is still the fastest growing sector in the US, the writer showed that the distribution of job adverts had shifted considerably. No longer are nurses, doctors and clinicians at the top of the demand list. No, while those positions are still being advertised, the large majority of active posts are now software development, integration or IT support roles.

A recent discussion at a Boston based Health conference followed a similar line. The Health CIOs and Chief Medical Officers present described the pressure that interoperability and the demands of Meaningful Use and Accountable Care were placing on their resources. The EHR systems are installed and capable of delivering the required data, but the volume of interfaces, integrations and applications required was out of their reach without a large influx of additional IT skill.

This problem has been building for some time. A study published at the start of 2014 by PWC showed that, in 2013, as many as 34% of health care Chief Executives had delayed a significant strategic project or implementation due to insufficient IT staff resources.

While this may not seem too significant a number on first glance, add to this the compounded effect of the same problem across various states and over a number of years. The result is that many organisations are facing the same challenge and are missing their Meaningful Use and Accountable Care goals. And missing those goals has significant financial repercussions.

There is some relief, and many executives have begun to embrace an additional model of delivering solutions to their organisation. Outsourcing specialist projects not only cross-county, but also cross-continent. The HealthIT industry is a global one, with skill and knowledge spread out all over the world. Activating this external pool of resources is enabling many healthcare organisations to reach their goals on time and no longer delay those key strategic initiatives.

The challenge in outsourcing has always been finding experts with local knowledge, relevant industry exposure and practical working experience around messaging standards and compliance challenges. Solution providers do exist in this space and, as one of these, I’ve compiled some guidelines for selecting a potential partner for your HealthIT projects.

  • Look for longevity – A solutions provider must have a track record of service delivery. There are many companies who have been trading for under a year and have little or no relevant experience.
  • Check for commendations and/or memberships and certifications from a credible authority – A company with “InterSystems experience” and an “InterSystems Partner” are two very different claims. Find these claims and test them with the relevant company.
  • Ask for a Show Case document or Company Profile. – A services company should be able to tell you which projects they’ve worked on (assuming the work is not protected by a Non Disclosure Agreement).
  • Seek diverse skills within one company – The health information management market is incredibly diverse. A partner should understand integration, local standards and legal requirements in your market. A diverse array of technologies are in play, and a company with too narrow a focus may not make use of the best available technology to deliver a solution to your challenge.
  • Ask for references, and follow those up – In a world as complex as health care, there are many areas of expertise. Ask for credible references and then make sure to call or email the correct people at credible institutions and seek their honest opinion on the company in question.
  • Sign a non-disclosure agreement – This is general best practice. In HealthIT projects, the data is highly confidential and even the workflows can be a result of years of careful planning and experience. A non-disclosure is an important and vital part of the invitation to engage.
  • Start small – If your backlog is growing rapidly, you may be tempted place a large project with an identified external company. While there is no reason to assume that they cannot handle the task, there is wisdom in building the relationship and setting the foundation first. A small project which adds value to your organisation, such as a new interface build, a user interface, a minor integration or a messaging project, will introduce your solution provider to your internal team, work structure, policies and nuances and give you the opportunity to test their skill, capabilities, understanding and claims.
  • Build a relationship and grow gradually – Focus on communication and once you know you can work together successfully, gradually increase the significance of the projects. Now is the time to clear that backlog together.

The US has an immense shortage of HealthIT skill. A credible and practical solution is available and one of the solution providers out there may be the best fit for your organisation. As with all relationships, it’s a great tactic to start slowly. Test it first and if it doesn’t work out, say goodbye politely and seek that next engagement. Perhaps you’ll find, as we certainly have, partners that can meet your needs on an ongoing and mutually beneficial basis.

About James Caw
James Caw is the marketing manager at Sebrio Consulting, a well regarded software services company with 10 years of HealthIT experience. As the only InterSystems dual Technology and Implementation Partner in Southern Africa, Sebrio works remotely in the US and has been adding value to projects from minor integrations to state-wide health information systems. Sebrio is growing rapidly and can be found on Twitter @SebrioSoftware or at their website: www.sebrio.com.

Here’s What Makes Henry Ford Health System’s Employee Innovation Program Tick

Posted on November 25, 2014 I Written By

Anne Zieger is veteran healthcare editor and analyst with 25 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies. She can be reached at @ziegerhealth or www.ziegerhealthcare.com.

Hospitals are increasingly launching efforts designed to leverage new technologies, be they working with healthcare accelerators, taking advantage of employee ideas or setting up onsite centers designed to support a culture of innovation. One institution which has gotten a little further down the road than many of its peers is Henry Ford Health System, whose innovations program has paid off handsomely, generating countless smart, useful inventions from its employees.

So serious is the health system about exploiting its employees’ great ideas that it’s made organized efforts to reward such thinking directly. For example, HFHS just completed the competition among employees to submit their best ideas in clinical applications for wearable technology. The institution not only encouraged employees to participate, but sweetened the pot by offering a total of $10,000 in prizes to winners of the contest.

Winning entries included:

*  A system designed to record and encourage mobility of acute care patients by using wearable activity trackers
*  A recovery tool for total hip replacement patients which monitors and limits range of motion to rehab by using wearable sensors
*  A health and wellness reminder system for elderly patients, leveraging location-based sensors and smart watches
*  A mobile game interface, powered by activity trackers, designed to encourage childhood exercise and fight obesity

Certainly, the employees must appreciate the cash prizes, but they told a Forbes reporter that they’d participate even if there were no prizes, because what they really enjoy is having the experience and access to the program. That’s a pretty telling indicator that simply appreciating their concepts goes a long way.

This contest comes as part of larger efforts to make the health system innovation friendly. “The most important word is yes,” said Nancy Schlichting, the system’s CEO in a Forbes interview. “It is difficult to create a culture of innovation. If you shut down one person to shut down everyone, because bad news travels fast. When it comes to innovation, my mantra is yes.”

Other efforts to encourage employee intrapreneurship include big rewards for success in product development. The HFHS intellectual property policy offers a 50% share of future revenues coming from product ideas that end up in the market. That’s a pretty impressive call to action for employees who might have a great idea in their hip pocket.

Yet a third way the health system encourages innovation is to bypass employees’ natural fear of failure by tapping into their desire to help people. By encouraging clinicians to focus on patient care improvements, for example, the system drew staff cardiologist Dr. Dee Dee Wang to create a breakthrough method for more accurately sizing artificial heart valves and planning trans-catheter surgeries using 3-D printed models from CT scans. (She worked with Dr. William O’Neill in this work.)

So if they can generate great innovations, why aren’t more health systems and hospitals launching programs like these?

I don’t think the direct cost of creating such a program is much of an obstacle, especially for a multi-hospital system. It may require hiring a senior exec to spearhead the effort, but that’s not a huge investment for entities that size.

My guess is that one reason they don’t move ahead is management bandwidth — that health leaders simply don’t feel they have the time, energy and focus to kick off such a program at the moment. But I also suspect that C-suite execs just haven’t given much thought to the untapped potential their employees have for creating incredible solutions to critical health care problems. Sadly, I suspect it’s more the latter than the former.

CFO Pleads Guilty To Meaningful Use Fraud

Posted on November 24, 2014 I Written By

Anne Zieger is veteran healthcare editor and analyst with 25 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies. She can be reached at @ziegerhealth or www.ziegerhealthcare.com.

It had to happen eventually — the money is just too good.  The former chief financial officer of a now-closed Texas hospital has plead guilty to charges that he defrauded the meaningful use program, in what may be the first prosecution of its kind.

According to Healthcare IT News the former CFO of Shelby Regional Medical Center in Center, TX, has been indicted on charges that he falsely attested that Shelby Regional met meaningful use requirements for fiscal year 2012. The alleged fraud garnered the medical center $783,655 in payments, according to the indictment.

It’s not that hospitals haven’t wrongly claimed large amounts of meaningful use cash before. In fact, Florida-based Health Management Associates seems to have wrongfully claimed $31 million in meaningful use payments last year prior to its acquisition by Community Health Systems, with 11 of 71 HMA hospitals failing to meet meaningful use criteria.

But it does seem to be unusual, if not unprecedented, for CMS to catch providers in the act of willfully falsifying meaningful use attestations. Either the self-attestation honor system is working or CMS  is failing to catch a great deal of monkey business.

In Shelby Regional’s case, the hospital relied on paper records throughout fiscal year 2012 and only minimally used an EMR, according to the feds. To make sure the facility still captured its meaningful use payout, CFO Joe White instructed the software vendor and employees of the hospital to input data from paper records into the EMR, sometimes months after patients were discharged and after the fiscal year. (If convicted, White faces five years in prison).

What makes the purported fraud at Shelby Regional seem all the more egregious is that it was apparently part of a much larger scheme. Tariq Mahmood, MD, who owned Shelby Regional and five other Texas hospitals, is also being investigated by federal prosecutors for alleged healthcare fraud. The six hospitals owned by Mahmood collected a total of $16.8 million in meaningful use incentives for fiscal 2011 and 2012.

The truth is, there’s probably a lot more fraud going on in the meaningful use program that hasn’t been caught. After all, a report by the Office of the Inspector General for HHS issued early this year concluded that CMS fraud auditors such as the Recovery Audit Contractors weren’t doing a great job of reviewing EMR records, failing to take basic steps such as reviewing EMR audit logs to verify that medical records support a claim. It’s little wonder they haven’t caught more providers deliberately gaming the meaningful use system.

Hospitals can do more to avoid accidental problems with meaningful use claims, too. Observers have noted that few hospitals have sufficient safeguards in place to catch attestation problems before they happen.

When Would It Make Sense to Share Your Healthcare Data Findings?

Posted on November 21, 2014 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

During a recent visit with Stoltenberg Consulting, we had a really interesting discussion about the future of innovation in healthcare. I think we all saw the potential that healthcare data findings can do to improve healthcare. I believe we’re sitting on top of amazing untapped potential in healthcare data that’s going to start being mined over the next few years.

With this in mind, I asked the questions, “Will hospitals and health systems share their data findings? How will we share the data findings?

I think these are extremely important questions as we enter the new world of healthcare discovery and I don’t think the old methods of published journal articles is going to get us to where we want to go. Think about how hard it is to go through the process of getting a journal article published and then the time it takes for the journal article to diffuse through the healthcare system.

Many people fear that health systems won’t want to share their healthcare data findings thanks to competitive concerns. While this may be true in some specific cases, I’ve found the opposite to be the case in healthcare organizations. When they find something that benefits their patients or health system, they are happy to share it with everyone. I think it’s something about the nature of healthcare that makes us want to improve the lives of everyone versus bowing to competitive pressures.

While I think that many want to share their healthcare data findings, the reality is that most of the healthcare data findings aren’t shared. I think that many health systems discover something in their data, but they don’t have an easy way to share it with the broader healthcare community. The choice isn’t to deliberately not share the findings, but they don’t have the time to share it.

We need to find a way to solve this problem. I think social media will play one small part in this type of sharing, but it’s only one element. We need a platform in healthcare that simplifies the sharing of healthcare data discoveries. If it’s not dead simple for a healthcare professional to share their discoveries, it doesn’t make sense for them to do it.

Given the lack of a healthcare discovery platform, this presents a great opportunity for companies like the aforementioned Stoltenberg Consulting to package up these discoveries in easier to consume packages. I’m not sure that this is a terrible model either.

In a simplistic view, one hospital could share their health data discoveries online and another hospital could replicate it. However, the process is rarely that simple and often requires a bit more work to make the results a reality. This is where it makes sense for an outside company to bring the full package of services and software to make the discovery a simple reality for a hospital. The hospitals I know often want to buy the full stack solution. They don’t have the bandwidth to recreate the solution themselves.

Regardless of how it happens, I hope we can find better ways to diffuse healthcare innovations and discoveries across all of healthcare.

Epic Salary Info

Posted on November 20, 2014 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

Many of you probably remember that we helped promote an Epic Salary Survey. As promised, they’ve published the results of the survey and we thought that many readers would be interested in the Epic Salary survey results.

The survey had 753 responses. Not bad for an online survey that was promoted across various blogs and social media outlets. Although, as you can imagine, some states are better represented than others. It’s the challenge of having 50 states.

This is my favorite chart from the Epic salary survey results (you can download the full survey results and data by states here):
Average Epic Salary by Job Position

As I look at some of these salaries, I’m reminded of the doctor who said that they shouldn’t be spending time learning their EHR. The hospital CFO then told the doctor, “I’m sorry, but that Epic consultant costs a lot more than you.”

Now I’d like to see one from Meditech and Cerner.

John Glaser to Stay on as Senior VP of Cerner Upon Close of Acquisition

Posted on November 19, 2014 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

In case you’re living under a rock (or more affectionately, you’re too busy working to follow the inside baseball of EHR company acquisition), Cerner is set to acquire Siemens in late winter or early spring pending all the needed approvals for companies this size. Watching the merging of these two companies is going to be very interesting indeed.

Neil Versel just reported that John Glaser, current CEO of Siemens Health Services, has announced that upon close of acquisition he’ll be joining the Cerner team as a Senior VP. I also love that John Glaser made this announcement on the Cerner blog.

I think this is a big deal since I believe John Glaser is at the point in his career that he could do just about anything (or nothing) if that’s what he desired. The few times I’ve interacted with John Glaser, he was sincerely interested in moving healthcare forward through the use of advanced IT. I imagine that’s what’s motivating him to stay with Cerner. No doubt, Cerner is sitting on a huge opportunity.

In John Glaser’s blog post, he provided an interesting insight into Neal Patterson’s comments at the Cerner user conference:

In his CHC keynote address, Cerner CEO Neal Patterson did a masterful job of conveying Cerner’s commitment to patient-centered care. Before he spoke, a patient and her nurse were introduced with explanation that the woman’s life was saved by a Cerner sepsis alerting system. Neal then shared the incredible challenges he and his wife have faced in her battle with cancer because of limited interoperability.

Neal’s keynote was very personal – about how we can make a loved one’s care journey easier by ensuring that all records – every detail – are available electronically and accurately wherever the patient receives care. It was the case for interoperability but also the case for making a patient’s life easier and the care better.

It’s hard for me to say how much of this was theatrics, but I’m glad they are at least talking the right talk. I really do hope that Neal’s personal experience will drive interoperability forward. Neil Versel suggested that interoperability would be John Glaser’s focus at Cerner. I hope he’s successful.

While at CHIME, I talked with Judy Faulkner, CEO of Epic, and we talked briefly about interoperability. At one point in our conversation I asked Judy, “Do you know the opportunity that you have available to you?” She looked at me with a bit of a blank stare (admittedly we were both getting our lunch). I then said, “You are big enough and have enough clout that you (Epic) could set the standard for interoperability and the masses would follow.” I’m not sure she’s processed this opportunity, but it’s a huge one that they have yet to capitalize on for the benefit of healthcare as we know it.

The same opportunity is available for Cerner as well. I really hope that both companies embrace open data, open APIs, and interoperability in a big way. Both have stated their interest in these areas, but I’d like to see a little less talk…a lot more action. They’re both well positioned to be able to make interoperability a reality. They just need to understand what that really means and go to work on it.

I’m hopeful that both companies are making progress on this. Having John Glaser focused on it should help that as well. The key will be that both companies have to realize that interoperability is what’s best for healthcare in general and in the end that will be what’s best for their customers as well.