Ascendian and PACSMan Align to Transform Medical Imaging

Ascendian Healthcare Consulting announced that it will partner with Medical Imaging expert Mike Cannavo, aka “The PACSMan” to deliver the PACS Check Up™ and PACS Sanity Check™ to healthcare providers seeking evaluation and optimization of their existing Radiology imaging architecture.

“Few facilities look at radiology or cardiology PACS as a stand-alone solution any more” said Cannavo. ”Ascendian’s full service offering addresses not just radiology and cardiology solutions well, but they look at the bigger picture on how PACS can be integrated with other clinical systems to meet the challenges brought on by Meaningful Use, ACO’s, HIE’s and other important initiatives .”

Read Full Press Release Here

The Business Case for VNA

Medical image-object management provides an incredible business opportunity, but healthcare executives need to define the requirements, benefits and costs in a manner that justifies the investment. This article written by Ascendian Healthcare Consulting examines the what, the why, the ROI or Vendor Neutral Archives (VNA).

Read Full Article as found in Imaging Technology News Magazine

The Dose Debate

Imaging Economics interviews Ascendian for “The Dose Debate” cover story – Neomi Mullens, Project Manager, quoted “Proactive efforts will ease the transition to and adoption of legislation as it becomes law, and they will have laid a solid foundation internally to readily adopt new policies and procedures. Ensuring the organization is engaged with implementing or revamping a radiation safety program will reset the clinical mainframe to provide the best practices for radiation safety and radiology practices.

Read Full Cover Story at Imaging Economics Magazine

The Modern Healthcare Innovators

A wise man once said that the Optimist looks at the glass half full, the Pessimist looks at the glass half empty, and the Innovator says “let’s talk about ice”.

Creating value innovation within a healthcare organization can be incredibly challenging. Many organizations have undertaken innovation, strategy, and transformation initiatives with an attempt to increase quality while decreasing cost. Some organizations have been successful, while some have found it impossible to break the status quo. Although initiatives may be driven with best intent, aligning business units with shared interest and resources can stalemate execution. Ensuring that an initiative can be clearly defined by success criteria requires it must be fully vetted against business processes and modern technology. Therefore, Innovators look at not only the glass and water, but identify additional opportunities to enable success.

Pic from Dave Whitney postFrom the outside a healthcare organization may appear driven by change and great intent. But on the inside, a battle for resources and prioritization wages on. Staging the smallest initiative requires heavy lifting and political warfare to tap into hyper-prioritized resources needed to create success. Many organizations are challenged to break the analysis barrier, let alone attempting strategy, execution, and iteration. All of these components require intimate knowledge of people, processes, and technology. Without a readily accessible resource pool, creating a rapid and successful transformation is both pointless and wasteful.

This is where consultants enable innovation. Establishing a solid relationship with a consulting team steeped in subject matter expertise creates a cohesive layer between champions, initiatives, and resources. Let’s call it the glue which binds a successful transformation together. Deploying a consulting engagement can subsidize knowledge gaps by utilizing immediate and dedicated resources needed to drive success.

Assuming an organization has broken through the first stage and identified an opportunity for change. Let’s look at the overhead required to create a successful transformation initiative:

  1. First, consider the myriad of software vendors selling enterprise transformation across entire business segments.
  2. Now, consider how (and if) their products should fit within an enterprise transformation initiative.
  3. Finally, consider the resources required to research, recommend, plan and deploy the solution in accordance to success criteria.

Read Full Article as Published in HITECH Answers Magazine Here