A large hospital in the
At the more personal level, he often lamented loudly and long to anyone who would listen about the horrors of living amid provincials, far from his beloved and sophisticated home.
After considerable deliberation, the CIO selected a system from a new division of an established older company that had no experience in the health care industry. Further, the decision was made with little or no user input and with limited inputs from the managers of the other major systems with which the HIS had to connect.
The hospital president strongly supported his CIO's choice, and millions of dollars were spent on the new system. The systems people were never able to get this system to work. One disastrous crash followed another. Finally, the hardware was sold for pennies on the dollar, and the CIO rode off into the sunrise toward his beloved home.
Incidentally, the same hospital then
selected another person to head its computer efforts and settled for much more
modest goals. Instead of an HIS, the hospital
implemented a basic hospital accounting system that satisfied its
administrative needs. However, the clinical staff, with hopes raised by
previous wild promises, was left unsatisfied and frustrated.
[from Organizational Aspects of Health Informatics, Nancy Lorenzi and Robert Riley, Springer-Verlag, 1995.]