“Be the Change You Wish to See in the World”
— Mahatma Gandhi
Change is Hard
We all know that our healthcare system is in the midst of a major and unprecedented transformation. We also all know that change is hard. At Clinigence, we believe that data is the fuel for change and technology can be a vehicle for change. But it is people who ultimately drive change.
As a technology company, our goal is NOT to build self-driving cars. Our goal is to provide you with the most effective and efficient vehicle for you to drive change. Since the road of change is often slippery, winding, and foggy, we focus our technology on giving you the best traction control, all-wheel drive, and road visibility.
This is where the rubber meets the road: staying on the transformation road to requires real-time, accurate data. Lose your staff’s trust in the data and you will quickly find yourself off the road or worse.
Even with the strongest analytics engine, unless you distribute the power correctly and simultaneously to all parts of the organization you will quickly lose stability and your ability to move up the steep climb to better value.
Moving forward safely and consistently requires more than a rearview mirror. You need a clear view of what’s ahead. You need early alerts of any risks that may derail your process. This applies to your organization as a whole, your individual providers and your patients.
We are the Change
As a team and individually we are committed to change. We embrace change. When we started this journey almost a decade ago, we knew very little about how to transform healthcare. We partnered with some of the pioneers of value-based care and together we have been building the Value Improvement Platform (VIP). Through a collaborative process of trial and error, we have been improving our solutions. And we remain committed to adapting our technology and improving the value we bring to you.
Organizational Change Framework
“If you cannot get the people to see the need for change, to make the needed changes, and to follow through, all the time and money spent on information systems, pay systems, communication systems, or new organizational structures is wasted.”
— J. Stewart Black & Hal B Gregersen
“It Starts with One – Changing Individuals Changes Organizations”
[Wharton School Publishing, Second Edition, 2008]
See
Breaking the first mental barrier to change is predicated on visualizing the need for change. This is where data visualization is critical. And, of course, before you visualize, you must have credible data.
Move
Breaking the second (and arguably the toughest) mental barrier requires the willingness to try and err. It requires a culture that values innovation over excellence, learning over expertise, and effort over achievement. Indeed, none of this is easy.
Finish
Breaking the third mental barrier requires unwavering tenacity. It requires a culture where giving up is simply not an option.