Lead your organization to enterprise imaging success: Five tips for navigating complex IT transformation

According to KLAS, up to 50% of IT implementation projects fail, here's 5 tips to make yours a success.
02:55 PM
Five tips for navigating complex IT transformation


Delivering value-based care requires organizing resources across your organization to complete your EHR strategy with Enterprise Imaging IT. Leading a successful implementation of such a transformation is not simple. It is as complex as your health system itself and involves undertaking challenging endeavors such as multidisciplinary stakeholder management, continual enterprise-wide communication, accounting for corporate culture, strategy setting,  risk management, and balancing other simultaneous change efforts in the organization. Due to this complexity and the tendency to underestimate the level of effort needed to reach a ”steady state”, KLAS estimates that up to 50% of health IT implementation projects fail.


Successful Enterprise Imaging program outcomes are a result of exemplary leadership and management. Strategic Transformation Services consultants at AGFA HealthCare offer these guidelines to help you prepare to manage the complex organizational change that is a successful Enterprise Imaging program.

1.    Define the Scope Up-Front
Implementing Enterprise Imaging is a multi-year process that entails a significant investment of resources, personnel and time. From the beginning, your organizational leadership must identify the goals and requirements demanded.

2.    C-Suite at the Helm
Increase the likelihood that your Enterprise Imaging program is successful and sustainable by ensuring that your C-Suite is not only “bought-in” but is leading the charge.  If your top-level executives do not fully recognize the value, vendors and providers must work together to educate and bring the C-Suite on board. An outside consultant is often useful in helping you champion innovative ideas to your C-Suite.

3.    Utilize a Healthy Mix of Clinical, Administrative and IT Input
Multidepartment and multispecialty input is essential as key decisions are made. Due to the integrated nature of Enterprise Imaging, many non-imaging considerations impact the probability of success. Representatives of user groups across your enterprise must be at the table, not just those that capture images. 

4.    Set and Manage Expectations
All stakeholders throughout your enterprise need to understand the high-impact aim of Enterprise Imaging and its value in delivering quality patient care. Leadership must establish inclusive governance bodies with a clear mission statement, charter and structure. The approach to the program, technology, information, clinical and financial areas of focus must be carefully designed and tailored to your organizations unique goals, culture, and core principles. All members need to recognize their role as it relates to the accountability framework, decision rights, and processes to oversee and develop strategies for Enterprise Imaging.

5.    Encourage and Facilitate New Behaviors
Given the range of maturity levels, use cases, and resources available in each specialty, it is imperative to foster an inclusive culture of respect and collaboration in all five elements of governance. Successful Enterprise Imaging program governance requires alignment between clinical senior leadership, IT senior leadership, and IT operational team representation. The program governing body serves as your leaders, pioneering a culture change in your organization as new multidisciplinary relationships are built and new knowledge-sharing pathways are formed throughout the enterprise.

About the Authors:

Lou Lannum, Senior Strategic Solutions Consultant, AGFA Healthcare

Paul Lipton, Customer Value Realization Team Lead, AGFA Healthcare​


HIMSS18, Imaging
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