Assignment: The Harvard Business Review presents a story about Peachtree Healthcare called “Too Far Ahead of the IT Curve?”
and some challenges it faces in IT integration. After the case study’s
formal presentation, four commentators weigh in on what solutions they
would propose. The commentators include a CEO of a large health care
organization, an airline CIO, a researcher knowledgeable about
service-oriented architecture, and a professor of medicine.
article until the commentaries and then stop. Before reading the
commentaries, jot down a few of your thoughts, ideas, opinions, and
relevant experiences related to Peachtree’s situation and how you think
they should proceed. After you have jotted down your thoughts, finish
Write a 1,050- to 1,750-word paper,
which explains what you would recommend to Peachtree to solve their IT
problems as if you were hired as a consultant. Support your
recommendations with references and outside citations. Address the
How did your opinions about what should be done differ before you read the commentaries and after you read them?
Which of the commentators’ opinions made the most sense to you? Why?
Which parts of the recommendations will you use?
Which parts of your recommendation are unique?
Provide a full explanation of what you would recommend and why.
Provide at least two recent journal articles from online library to support your paper.
Format your paper consistent with APA guidelines. Writing in the 1st person is ok for this paper.
Must be at least 1,050 words (not including title and reference page)
and include a minimum of 2 references from online journal articles.
Needs to be done in APA Format Style with a reference page and in-text
citations of sources for any quoted or paraphrased material. Should also
have both an introduction paragraph and conclusion. Additionally,
answer will be checked against plagiarism.
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HBR CASE STUDY
Too Far Ahead of the IT Curve?
Peachtree Healthcare’s patchwork IT infrastructure is in critical
condition. Should the CEO
approve a shift to risky new technology or go with the time-tested
by John P. Glaser
after their squash
game, Max Berndt drank iced tea with his board chairman,
Paul Leﬂer. Max, a thoracic surgeon by training, was the
CEO of Peachtree Healthcare. He’d occupied the post for
nearly 12 years. In that time the company had grown – mainly
by mergers – from a single teaching hospital into a regional network of
11 large and midsize institutions, supported by ancillary
clinics, physician practices, trauma centers, rehabilitation facilities,
and nursing homes
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