In the constantly evolving healthcare landscape, finding efficient solutions to operational challenges requires more than just top-down decision-making. Jason La Marca, Chief Medical Informatics Officer at Bespoke Healthcare and Mission Community Hospital, brings a refreshing perspective to problem-solving in healthcare organizations. Drawing from his experience in hospital management and healthcare IT consulting, Jason works closely with C-suite executives to scale healthcare businesses and implement effective solutions. His approach, however, might surprise many traditional healthcare leaders.
Identifying the Problem
Jason’s methodology begins with an unconventional yet practical approach to problem identification. “Talk to the people that make the most noise,” he advises. “It does not matter what level they are. In fact, usually, the ones in the trenches are the best.” This perspective challenges the common practice of primarily consulting with doctors and organizational leaders. “It’s not an uncommon thing or even a knee-jerk response to talk to the doctors, providers, and the leaders of these organizations to find solutions to problems,” Jason explains. “But generally speaking, it’s really the folks on the very, very front lines that are the ones that are going to be able to tell you what’s truly wrong.”
Finding and Implementing the Right Solution
After identifying the core issues, Jason employs a comprehensive strategy to find solutions. “I reach out to everybody I know, I get on the internet, I use my AI tools, I find multiple solutions, and I get demos,” he shares. His approach to vendor demonstrations is particularly thorough: “I ask them while they’re demonstrating for me a million questions. I want to find out where their shortcomings are, I want to find out where their advantages are, and I want to know if it’s going to work in our environment.”
Jason emphasizes the importance of ecosystem compatibility: “Our ecosystem – that’s a challenge. You have to match well. If you don’t, it’s going to be a problem. May look great on paper, but doesn’t always look great in real life.” When it comes to implementation, Jason advocates for practical, cost-effective solutions. “I like fast and easy, quick and dirty. I like inexpensive,” he states. This preference isn’t just about saving money – it’s about practicality. “The expensive solutions are not necessarily the best solutions, and oftentimes they take a while.”
He also considers the financial approval process: “The other dilemma you have is you need to present that to your CFO, and if it’s going to be very expensive, you may have a battle and it may be shut down before you even start.”
Seeking Continuous Feedback
Implementation isn’t the end of the process for Jason. “You’re not done because now you need to gain valuable feedback from the folks that are actually using the solution,” he emphasizes. His team actively seeks out user feedback to ensure the solution truly meets their needs. Jason warns against settling for mediocre results: “If you hear from them that they say it’s ‘good enough,’ don’t be satisfied. That’s not a great answer. That means we didn’t really hit the mark.”
This feedback might lead to various outcomes: “Maybe it’s not a big deal, maybe it’s something we can adjust quickly, maybe we failed – I hope not, but sometimes it happens,” he acknowledges. The key is maintaining open communication with end users: “The most important thing though is that you continually speak to the people that the solution is designed for. They will tell you how well you are doing. They are your pressure tester.”
This systematic approach, grounded in front-line feedback and practical implementation, has proven effective in driving organizational change and improving healthcare operations. By prioritizing user input and maintaining a pragmatic perspective on solutions, Jason’s methodology offers a blueprint for healthcare organizations looking to implement meaningful and lasting improvements.
To learn more about Jason La Marca and his approach, check out his LinkedIn profile.
