1
|
Arabi YM, Al Ghamdi AA, Al-Moamary M, Al Mutrafy A, AlHazme RH, Al Knawy BA. Electronic medical record implementation in a large healthcare system from a leadership perspective. BMC Med Inform Decis Mak 2022; 22:66. [PMID: 35292008 PMCID: PMC8922058 DOI: 10.1186/s12911-022-01801-0] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/17/2021] [Accepted: 03/03/2022] [Indexed: 11/17/2022] Open
Abstract
Background Information on the use of change management models to guide electronic medical records (EMR) implementation is limited. This case study describes the leadership aspects of a large-scale EMR implementation using Kotter’s change management model.
Methods This case study presents the experience in implementing a new EMR system from the leadership perspective at King Abdulaziz Medical City, a large tertiary care hospital in Riyadh, Kingdom of Saudi Arabia. We described the process of implementation and outlined the challenges and opportunities, throughout the journey from the pre-implementation to the post-implementation phases.
Results We described the corresponding actions to the eight domains of Kotter’s change management model: creating a sense of urgency, building the guiding team, developing a change vision and strategy, understanding and buy-in, removing obstacles, creating short-term wins, building on the change and anchoring the changes in corporate culture. Conclusions The case study highlights that EMR implementation is not a pure information technology project but rather is a technical-based complex social adaptive project that requires a specific set of leadership competencies that are central to its success. It demonstrates that change management models might be useful for large-scale EMR implementation.
Collapse
Affiliation(s)
- Yaseen M Arabi
- College of Medicine, King Saud Bin Abdulaziz University for Health Sciences, Riyadh, Saudi Arabia. .,King Abdullah International Medical Research Center, Riyadh, Saudi Arabia. .,Intensive Care Department, King Abdulaziz Medical City, Riyadh, Saudi Arabia.
| | - Abdullah Ali Al Ghamdi
- College of Medicine, King Saud Bin Abdulaziz University for Health Sciences, Riyadh, Saudi Arabia.,King Abdullah International Medical Research Center, Riyadh, Saudi Arabia.,Clinical Affairs, Family Medicine and Primary Healthcare, King Abdulaziz Medical City, Riyadh, Saudi Arabia
| | - Mohamed Al-Moamary
- King Abdullah International Medical Research Center, Riyadh, Saudi Arabia.,Development and Quality Management, King Saud Bin Abdulaziz University for Health Sciences, Riyadh, Saudi Arabia.,King Abdulaziz Medical City, Riyadh, Saudi Arabia
| | - Abdullah Al Mutrafy
- College of Medicine, King Saud Bin Abdulaziz University for Health Sciences, Riyadh, Saudi Arabia.,King Abdullah International Medical Research Center, Riyadh, Saudi Arabia.,King Abdullah Specialized Children's Hospital, Riyadh, Saudi Arabia.,Ministry of National Guard Health Affairs, Riyadh, Saudi Arabia
| | - Raed H AlHazme
- King Abdullah International Medical Research Center, Riyadh, Saudi Arabia.,Ministry of National Guard Health Affairs, Riyadh, Saudi Arabia.,College of Public Health and Health Informatics, King Saud Bin Abdulaziz University for Health Sciences, Riyadh, Saudi Arabia.,Information Technology Department, King Abdulaziz Medical City, Riyadh, Saudi Arabia.,College of Osteopathic Medicine, Nova Southeastern University, Fort Lauderdale, FL, USA
| | - Bandar Abdulmohsen Al Knawy
- King Abdullah International Medical Research Center, Riyadh, Saudi Arabia.,Ministry of National Guard Health Affairs, Riyadh, Saudi Arabia.,King Saud Bin Abdulaziz University for Health Sciences, Riyadh, Saudi Arabia
| |
Collapse
|