Dale Sanders

Academic medical centers (AMCs) are a triple threat on the healthcare court with their combined medical center, education, and research sections.
由于拥有独特的资源，资产管理公司有能力采取全面、整体的方法来照顾患者。
然而，他们仍然面临的挑战之一是在患者护理环境中有效地使用医疗分析。通过医疗保健分析采用模型和其他数据专业知识，资产管理公司可以学习如何合并竖井数据，同时改进操作，并为每个患者提供最高质量的护理。

为什么一家医疗数据仓库和分析公司要与生命科学行业合作?因为整个行业(生命科学、医疗保健服务系统和保险)之间的信任和合作是实现真正医疗保健转型的唯一途径。

世界杯葡萄牙vs加纳即时走地Health Catalyst认识到，与生命科学合作是一个全行业的改进机会，以建立互信，整合数据，并利用分析见解来实现共同利益(即患者结果)。By aligning themselves around human health fulfillment, Health Catalyst, their provider partners, and life sciences will advance important healthcare goals:

1. Improving clinical trial design and execution.
2. Stimulating clinical innovation.
3. Supporting population health.
4. Reducing pharmaceutical costs.
5. Improving drug safety and pharmacovigilance.

Public cloud offerings are making homegrown digital platforms look easier and more affordable to health system CTOs and CIOs. Initial architecture and cost, however, may be the only real benefit of a do-it-yourself approach. These homegrown systems can’t scale at the level of commercial vendor systems when it comes to long-term performance and expense, leaving organizations with a potentially costly and undereffective platform for years to come.

health Catalyst的技术总裁戴尔•桑德斯(Dale Sanders)在担任医疗系统CIO的25年里，观察到医疗特定供应商平台的巨大价值，以及本土解决方案的缺世界杯葡萄牙vs加纳即时走地点。2022卡塔尔世界杯赛程表时间世界杯厄瓜多尔vs塞内加尔波胆预测他在问答环节中分享了自己的见解，以解决当今数字医疗市场中的紧迫问题。

Historically technology and talent were primary assets used to weigh the value of M&A activity, but data is an equal pillar. Buyers (the acquiring organizations) face enormous responsibility and risk with M&A transactions. C-suite leaders have a lot to consider—enterprise-wide technology, finances, operations, facilities, talent, processes, workflows, etc.—during the due diligence process. But attention is often heavily weighted toward time-honored balance sheet and facility assets rather than next-generation assets with the long-term strategic value in the M&A process: data. The model for conducting due diligence around data involves four disciplines:

• Establish the strategic objectives of the M&A with the leadership team.
• Prioritize data along with the standardization of solutions and the design of a new IT organization (i.e., a co-equal effort for data, tools, and talent).
• Identify the near-term data strategic priorities, stakeholders, and tools.
• Assess the talent and consider creating an analytics center of excellence (ACOE) to harness organizational capabilities.