Data Governance at a Large Hospital Post-MergerCASE STUDY
After a major merger, a large hospital was experiencing slowdowns in patient care delivery, as well as rising operating costs. The VP of IT brought us in to help shape and implement a data governance strategy that would enable improved data quality and more efficient access, while at the same time maintaining financial and legal compliance in the new environment.
Our Agile Organizational Assessment showed us that despite the existence of a central hub for patient data, there existed multiple versions of data across siloed systems that teams were using. Additionally, there was no enforced process in place for data access, putting security and compliance at risk. Thus, teams resorted to using their own versions that lived in their siloed systems, resulting in inaccuracies, reduced process efficiency, and patient complaints.
As a first step, we conducted a cross-functional workshop to identify pain points across the data lifecycle that were resulting in inaccuracies. The outcome of this meeting was a clear identification of key data fields that we needed to focus on for governance and quality improvement.
Based on these priorities, we developed a high-level data governance strategy and framework. We began by developing a Data Governance Council, facilitating a series of meetings to gain consensus on data ownership and stewardship roles.
Thereafter, we designed and documented an improved business process for data request and access, which included the multiple stakeholders across operations, security, and compliance that needed to be involved in decision-making.
Based on the process mapped out, we were able to help the client quickly implement an appropriate interim tool across the organization, leading change management for this initiative over a period of 6 months.
We also worked with the client to conduct an in-depth requirements analysis to select a longer-term data governance solution.
As a result of having a documented process and automated tool in place, with roles and responsibilities clearly mapped out, our client was able to improve data quality and access efficiency between teams, going from upwards of 3 weeks on average to just 2 days.
This allowed for stronger collaboration and more efficient transitions between departments, which directly impacted patient care delivery costs, as well as quality.
– Rik Nuytten, EVP, Information Strategy at Cisco
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