Stanford Medicine: Health IT Purchasing Decisions in a Complex Medical Organization

By Robert Chess, Ryan Kissick
2017 | Case No. E615 | Length 29 pgs.
“Stanford Medicine: Health IT Purchasing Decisions in a Complex Medical Organization” examines how a complex medical organization evaluates new health information technology products to pilot, purchase, and utilize. Every year, hundreds of companies pitched their health IT solutions to Stanford Medicine and its associated entities: the Stanford University School of Medicine, Lucile Packard Children’s Hospital Stanford, and Stanford Health Care. However, Stanford Medicine would only select a few of these IT products to purchase and implement. Highlighting a few specific health information technology companies and products, this case explores the organizational decision-making process at Stanford Medicine and the criteria used to evaluate new technologies.

Learning Objective

The primary learning objective of the case is to understand the organizational decision-making processes at large healthcare organizations, including the criteria utilized to evaluate new IT technologies.
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