Implementing and maintaining medical imaging IT systems requires continuous clinical surveillance and diligence. In the absence of formal processes and clearly delineated job descriptions, poor decisions can be easily (and innocently) made by those acting without input from other essential stakeholders. So, how can organizational leaders help ensure proper clinical oversight?
Although I'm now employed full time as the Chief Medical Officer of Merge, for most of my 38 years in healthcare, I worked full time as a radiologist, performing diagnostic and interventional procedures. Throughout my career as a physician, I also developed and helped run imaging centers, and participated in the management of a hospital radiology department. So, while today, I spend much of my time thinking about how as a vendor-partner I can help our healthcare customers succeed, for much of my career, I had a different perspective and goal—making sure my vendors were supporting and enabling my practice's success. What follows are tips to help guide these important partnerships.