Business Process Change Planning: Designing, Improving, And

Business Process Change Plangb560 Designing Improving And Implementi

Provide the name of a real organization (preferably where you currently work), describe its size, and summarize its primary mission, avoiding direct copying from mission statements. Identify a single business process change the organization needs to consider in the coming year, influenced by new technologies, economic issues, or marketplace shifts. Using the Capability Maturity Model (CMM), briefly outline what changes are necessary at each of the five stages. Evaluate Porter’s three-phase process for defining a company strategy and create a simple chart addressing issues in each phase.

Paper For Above instruction

In this paper, I will analyze a real-world organization, examining a specific business process change necessary for its future growth and sustainability. The organization selected for this analysis is XYZ Hospital, a midsized healthcare facility dedicated to providing comprehensive medical services to the community. With approximately 300 employees, XYZ Hospital’s primary mission is to deliver high-quality, patient-centered care through innovative practices and continuous improvement. The hospital’s focus is on ensuring accessible healthcare, leveraging technology, and establishing a safe, efficient environment for both patients and staff.

One critical business process change necessary for XYZ Hospital involves upgrading its electronic health records (EHR) system to a more integrated, cloud-based platform. Currently, the hospital relies on a legacy system that limits interoperability, data sharing, and efficient workflows. The transition to a modern EHR system is driven by the need to improve patient outcomes, enhance data security, and meet evolving regulatory standards. This change also aligns with the broader healthcare industry trend toward digital transformation, emphasizing real-time data access, interoperability, and telemedicine capabilities.

Applying the Capability Maturity Model (CMM), the hospital’s EHR processes are currently operating at a level 2 (Repeatable), where basic project management practices are established, but processes lack consistency and organization. To reach level 3 (Defined), XYZ Hospital must standardize its workflows for EHR management, enforce documentation standards, and develop organization-wide procedures. Moving towards level 4 (Measured) entails implementing performance metrics to monitor quality and process variation, ensuring data accuracy, and refining workflows using quantitative feedback. Achieving level 5 (Optimizing) involves adopting continuous improvement strategies driven by advanced analytics, stakeholder feedback, and proactive innovation to sustain excellence and adapt swiftly to industry changes.

Regarding Porter’s three-phase process of strategy formulation — which includes evaluating industry structure, analyzing competitive advantage, and selecting strategic positions — the hospital needs to adapt each phase to its digital transformation goal. In phase one, industry structure analysis indicates a competitive landscape favoring technologically advanced healthcare providers. Next, in analyzing competitive advantage, XYZ Hospital should leverage its upgraded EHR system to improve care coordination and patient engagement, providing a differentiator. Finally, in selecting strategies, the hospital should focus on targeted service offerings, such as specialized outpatient programs, supported by technology-driven data analytics. These strategic changes ensure alignment with industry trends and position the hospital favorably within the evolving healthcare competitive environment.

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