Business Systems is a Collective of all the information technology at the HQ level that facilitates business operations at the Executive and Department levels. Business Systems automate processes and implement explicit policies to be followed by everybody throughout the organization.
Business Systems design process begins with Value Stream Mapping. Once the corporate value stream is determined, it is broken down into visual subsystems and System Integration is traced to support all the processes under the value stream. Once the processes are determined, the owners of each process are identified and the requirements for the process executed.

Each process that requires automation is identified and the initiative is kicked off through a standard Initiative Creation Process.

To determine requirements for each process, the owner is interviewed and the workflow requirements are identified. Next, the disparate software data points are synched through APIs. Data points are compared to KPIs designed to measure the processes, and then the vendor negotiation process can begin.

After each system is selected, a rollout plan is designed in partnership with the software vendor implementation team.

Most common business systems are:

  • M&A CRM
  • Finance & Accounting
  • AR/AP
  • Payroll
  • HRIS
  • Inventory
  • Procurement
  • Governance Repository
  • Expense Reimbursement
  • Help Desk
  • Data Warehouse & Business Intelligence/Analytics

Some of the systems can be a part of an existing package of the Enterprise Resource Planning software. Common vendors are: SAP, Sage Intact, NetSuite, and Workday.


Not having a well-articulated Business Systems strategy poses a significant risk down the road. A lot of systems that are able to cope with 10-20-30 hospitals fail at a scale of 100+. The risk is that systems like ERP require a very complex implementation process, and data migration from one system to another carries a significant risk in a fast-growing organization. On top of that, system change is a significant disruptor to front line staff and when the change happens several times after the acquisition process, staff can go into a change fatigue state.


  • Investor Management Process
  • Prospect Hospitals Pipeline
  • M&A
  • Culture/People Integration
  • HR Process/Onboarding
  • Knowledge Accumulation
  • Core Processes Implementation
  • Strategic Filter
  • Talent Acquisition
  • Pre- and Post-Acquisition Assessments
  • Training
  • Recruiting at the Hospital Level
  • Implementation of VCP Processes
  • Capacity Reservation Process
  • Change Management
  • Data-Driven Change Management
  • Data-Driven VCP Initiative Process
  • ML Data Model


If the systems are not selected properly at the early Levels of Maturity, repeated changes may increase workload through continuous need to adapt to new systems with very little buy-in for the reasons to change. This ultimately can lead to burnout though feeling of Lack of control, value conflict, insufficient reward, work overload, and breakdown of the community.


De-novo, franchise, and acquisition consolidation have an opportunity to start with the right systems in place if they have a vision of predictive growth.