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Author Bio

Ryan Smith, MBA

Ryan Smith, MBA, is a recognized healthcare IT executive and leader for aligning business and technology strategies. His focus is on establishing strong relationships with business and clinical leaders throughout the organization and across the industry. He understands how to effectively bring key leaders into the strategic planning process and encourage collaboration and cooperation across divisions and operating units. He fosters business understanding of the value that information technology presents in achieving superior customer satisfaction, driving bottom line efficiencies, and enhancing the operations of health care organizations. He is often sought out by health care systems nationally to help them understand the role that IT plays in improving the value of organizations to their internal and external constituencies. Ryan has 20+ years of experience as a results oriented leader with strong business and technology delivery, and execution experience. He is a hands-on leader who understands the CEO vision and how to make it work throughout an organization. He has an exceptional ability to understand and communicate technology to the “C” suite in health care organizations. He has played a key role in defining strategic initiatives for improving physician relationships through innovative IT services. He has served in multiple technical and business leadership roles, with experience spanning strategic planning, organizational alignment, focus on best practices, online services, IT operations and infrastructure, information security, and clinical information systems. His strength is in defining and aligning business and technology strategy. Specialties: Senior technology and executive business management skills, business strategy, consumer digital strategy, data management and analytics, online services, healthcare IT, architecture, product development, and IT operations management.

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Ryan Smith, MBA

A Healthcare Digitization Framework: 5 Strategies

While most consumer-oriented industries have turned to mobile-first, cloud-based platforms for consumer interaction, healthcare lags behind in digitization, particularly when it comes to self-service consumer engagement. As digital consumer interaction increasingly drives enterprise success, healthcare must join the modern digital playing field. To get there, organizations need to establish digital investment and enablement frameworks and can then follow five strategies for stable, scalable transformation:

Formally define “digital” for the organization.
Follow 10 guiding principles to support digital.
Divide technology into appropriate portfolios.
Develop an analogy to explain the integrated portfolio approach.
Strategically select vendor partners.

Eric Denna, PhD
Ryan Smith, MBA

Improving Strategic Engagement for Healthcare CIOs with Five Key Questions

A healthcare CIO’s role can demand such an intense focus on technology that IT leaders may struggle to find natural opportunities to engage with their C-suite peers in non-technical conversations. To bridge the gap, healthcare CIOs can answer five fundamental questions to better align their programs with organizational strategic goals and guide IT services to their full potential:

Whom do we serve?
What services do we provide?
How do we know we are doing a great job?
How do we provide the services?
How do we organize?

Mark McCourt
Mike Noke, MBA
Neil Andersen
Ryan Smith, MBA

Agnostic Analytics Solutions vs. EHRs: Six Reasons EHRs Can’t Deliver True Healthcare Interoperability

As enterprisewide analytics demands grow across healthcare, health systems that rely on EHRs from major vendors are hitting limitations in their analytics capabilities. EHR vendors have responded with custom and point-solution tools, but these tend to generate more complications (e.g., multiple data stores and disjointed solutions) than analytics interoperability.
To get value out of existing EHRs while also evolving towards more mature analytics, health systems must partner with an analytics vendor that provides an enterprise data management and analytics platform as well as deep improvement implementation experience. Vendor tools and expertise will help organizations leverage their EHRs to meet population health management and value-based payment goals, as well as pursue some of today’s top healthcare strategic goals:


Ryan Smith, MBA

The Missing Ingredient in Healthcare Analytics: The Executive Sponsor

Despite the complexity of healthcare analytics, one key strategy for effective, sustainable analytics stands out: designating an executive sponsor to oversee the program. This sponsor is a C-suite level leader who’s committed to championing analytics throughout the organization and has the influence and relationships to drive widespread outcomes improvement.
Healthcare executives can use four criteria to identify a great executive sponsor for their analytics programs:

Have a single accountable leader.
Find a sponsor with passion for and knowledge about data.
Choose organizational clout and a vision for analytics over a specific title.
Build a partnership with the CIO.

Ryan Smith, MBA

The Six Biggest Problems With Homegrown Healthcare Analytics Platforms

Most healthcare systems have been building, improving, and maintaining proprietary healthcare analytics platforms since the early 2000s and have invested heavily in the people and resources required to do so. As the demands of today’s healthcare environment continue to increase, it’s becoming more difficult for analytic teams to keep up.
This article deals with the six biggest problems to maintaining a homegrown healthcare analytic platform today:

Inability to keep pace with analytic demands.
Difficult to support and scale for the future.
Difficulty finding and keeping talent.
Use of point solutions to fill gaps.
Analytic teams must also support third-party vendors and affiliated groups.
Difficulty keeping abreast of rapidly changing regulatory requirements.