Assignment: Strategy Triangle Highlights

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Assignment: Strategy Triangle Highlights

Assignment: Strategy Triangle Highlights

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KP HealthConnect began in 2003, but by 2008, all members had online access to their health records; by 2010, all system services were available at all medical offi ces and hospitals in the system; and by 2012, all members had access to their health records on mobile devices. Kaiser Permanente has been a regular innovator in the use of technologies, being one of the fi rst health care organiza- tions to experiment with chat rooms, secure messaging, and private e‐mail correspondence between patients, physicians, and care providers. The new system connects each member to all caregivers and services available at Kaiser Permanente. Further, it enabled patients to participate in the health care they received at a new level and access information directly from the system.

The organizational design supported the business strategy of better health care at lower costs. 2

At the core of this strategy was a shift from a “fi x‐me system” with which patients seek health care when something is broken and needs repair to a system that was truly proactive and focused on pro- moting health. Under the “fi x‐me system,” health care was expensive and often sought too late to

The Information Systems Strategy Triangle highlights the alignment necessary between decisions regarding business strategy, information systems, and organizational design. This chapter reviews models of business strategy, organizational strategy and design, and information systems strategy. It concludes with a simple framework for creating a social business strategy.

1‐permanente‐names‐richard‐dick‐daniels‐cio/;‐ ceo‐on‐healthcare/;‐health‐care‐model‐thats‐working/; Paul Gray , Omar Sawy , Guillermo Asper , and Magnus Thordarson , “ Realizing Strategic Value Through Center‐Edge Digital Transformation in Consumer‐Centric Industries ,” MIS Quarterly Executive 12 , no. 1 ( March 2013 ) . 2 Note that the organizational design puts the organizational strategy into practice. For instance, rewarding billings, sharing little information, and late involvement with patients are organizational design elements of a “fix‐me” organizational strategy.


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