- Segment consumers
The first step is to identify the clients or people who will consume data and decide how they will gain value for them. The customers can then be grouped based on their organization levels and the measures that fit their responsibilities. For instance, CEOs and boards require a different type of data than operations staff. The operational staff, such as the frontline workers, need feedback about performance and patients feedback. On the other hand, senior management needs granular information that helps them make decisions. Such information is crucial in running the organization.
- Establish how you can use data to create value
Another step is determining how an organization can create value for every level of customers. This means going beyond providing data dump for any customer. The process involves selecting your key performance indicator (KPI) or metrics and data format that will be used to track performance, know your status, track your trend and identify priorities. Other aspects include investigating variation, setting goals, taking action with your data and staying consistent in reporting outcomes.
- Integrate data for the generation of insights
Healthcare leaders are problem solvers in a healthcare institutions. This is achieved by assessing data to identify whether the organization is doing well. It is followed by immediately creating an action plan. Before doing this, it is crucial to ensure that there are enough insights about it. A hospital that concentrates on staff engagement may need to improve engagement in the emergency department after gathering data and noticing staff response. There is also a need to integrate data within each category to ensure quality performance and identify areas that need improvement. Data must be integrated across all quality performance categories within a patient care setting.
- Establish priorities
This step aims to identify priorities so that the board and the management at every level can consider areas to focus on. Doing so allows a healthcare institution to acknowledge that not all issues need the same focus or are equally important to the organization. Rather, some areas should attract more attention than others. This calls for a data strategy that does not address everything at once but focuses on issues based on their order of importance. Identify the priorities that are relevant to key analysis units. Follow this by uncovering key performance drivers for locations and establishing measures to be influenced.
- Give information in an accessible format
Information is not helpful if it cannot be accessed in the right format. Therefore, while boards and CEOs are looking for the reports and coding highlighting the strengths and problems, senior managers must additionally look for figures and trendlines that reveal the recent results that reflect if there has been an improvement in performance or otherwise. Graphic displays of real-time data are necessary for frontline managers to identify problems as they emerge.