The symplr Compass survey 2024 highlights some key challenges healthcare organizations are grappling with – and the findings suggest the need for systemic change.
One of the biggest revelations is that 85% of physicians and the majority of respondents in all three functional areas report losing more than an hour every day on administrative tasks. Of course, that’s time that can be shortened or eliminated with the help of technology and spent on patient care.
The research also shows that the three groups – physicians, IT leaders and operations managers – have very different priorities. IT leaders (40%) say now Cybersecurity is the biggest threat to their organization, with physicians (51%) and operations leaders (43%) citing burnout and staffing issues.
We interviewed BJ Schaknowski, CEO of symplr, a healthcare technology and services company, to unpack these and other findings from the new research.
Q. What were the key findings of your 2024 Compass Survey, and what do they suggest for the future of healthcare?
A. The disconnect between leaders’ priorities contributes to inefficiencies within healthcare organizations, with 81% of IT leaders reporting unvetted “shadow IT” purchases – technologies acquired outside formal processes , sometimes due to unmet needs or perceived gaps in current systems.
Our findings paint a clear picture: the healthcare sector is facing fragmentation. A plethora of systems and vendors, combined with limited coordination, has created silos of inefficiency – a long-standing problem that has been difficult to solve, especially as cybersecurity demands increasingly compete for attention. This degree of disconnect not only harms operational flow, but also directly impacts the quality of care patients receive.
The Compass Survey data suggests that to create a future-proof healthcare system, organizations must focus on consolidating systems and aligning leadership across IT, clinical and operations departments. Only by working together to streamline workflows and improve technology integration can we solve the systemic inefficiencies.
What this means for the future is simple: we need fewer tools and more collaboration. The technology is there, but the fine-tuning of how we use it will determine how effective it becomes.
Q. You say streamlining workflows is critical to addressing physician burnout and surviving in today’s healthcare landscape. Why and how?
A. Streamlined operations are no longer a luxury; it is a necessity for healthcare organizations to survive the current landscape. Physician burnout is largely driven by administrative burdens and difficulties in managing multiple disconnected systems. And these inefficiencies aren’t just about wasting time; they also lead to frustration, burnout and ultimately employee turnover.
One reported 900,000 nursesNearly one-fifth of the total number of RNs in the US plan to leave the profession by 2027. Hospitals reported that the average RN turnover rate was 18.4%, resulting in a loss of $3.9 million to $5.8 million in 2023. The McKinsey report also shows a steady increase in healthcare layoffs, from 400,000 per month in 2020 to 600,000 per month in 2023.
Integrating workflows is about reducing redundant tasks and eliminating the bottlenecks caused by using too many disparate systems. When hospitals and healthcare systems can consolidate their technologies into more integrated platforms, physicians can focus more on patient care and less on administrative work.
It also helps improve staff morale because it signals that leadership values their time and is actively working to remove barriers to effective care.
But the key to streamlining workflows goes beyond simply reducing manual tasks: it’s about creating systems that are intuitive, tailored to clinical workflows, and designed with the end user in mind. The right technology should act as an enabler and not an obstacle. We need to rethink the role IT plays in healthcare.
When designed and implemented correctly, streamlined systems can dramatically reduce time spent on non-clinical tasks, lower frustration levels and, most importantly, improve patient outcomes. The future of healthcare depends on making the physician experience as much of a priority as the patient experience.
Q. You say there are problems for hospitals and healthcare systems with “shadow IT” and fragmentation between technologies. Describe these problems and what provider organizations can do about them.
A. The problem with shadow IT is that while it may provide a short-term solution, it poses long-term risks such as cybersecurity vulnerabilities and data inconsistencies.
At the root of the problem lies the sheer amount of technology being used. Many healthcare organizations are juggling more than 150 different solutions, many of which do not communicate well with each other and make it more difficult to have a clear, unified view of business operations. It also makes hospitals more vulnerable to cyber attacks, as multiple unintegrated systems create more potential entry points for security breaches.
To solve this, healthcare organizations must take a more holistic approach to technology management. Consolidation is crucial. By streamlining their technology stack and reducing the number of vendors they work with, organizations reduce the chance of shadow IT emerging in the first place.
It is also critical for hospitals to involve physicians in the technology selection process. Our research shows that 72% of physicians want more influence in software purchasing decisions, yet many operations and IT leaders are hesitant to give them that input. They are doctors who use the technology every day. They need a seat at the table to ensure that the instruments they choose actually meet their needs.
Addressing disconnected processes and shadow IT is about creating a unified, secure and efficient technology ecosystem. Organizations should conduct regular audits of their existing systems, align leadership across departments, and create a more collaborative approach to software selection. Only then can they move towards an integrated, protected and patient-oriented future.
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