The constant influx of new digital tools and platforms — each promising to streamline operations, improve patient care, reduce administrative burdens and enhance outcomes — could keep most practice leaders busy even without all their other responsibilities.
But those investments in new tools and technologies can deliver tremendous benefits for medical group practices. Consider the rapid expansion of telehealth during pandemic-related shutdowns. Beyond telemedicine, investments in EHR enhancements, data analytics, clinical decision support tools and patient engagement platforms continue to rise at a steady clip each year. The appeal of these technologies is clear: done right, they improve resource allocation, reduce staff burnout and streamline clinical workflows.
However, implementing new technology without a clear framework can lead to frustration, stalled adoption and unrealized benefits.
A Dec. 10, 2024, MGMA Stat poll found that only four in 10 (40%) medical group leaders say their organizations have clear processes to assess and select new technologies, while 51% say they do not and another 9% were unsure. The poll had 283 applicable responses.
The sizable share of respondents without clear processes told MGMA they often struggled even to explore AI-powered tools, with similar issues extending to business intelligence tools, payroll systems and more.
In some cases, these practices sign up for demos and trials to evaluate new systems but lack the infrastructure to support a business case for adoption. In another instance, one practice leader noted that unclear processes result in “analysis paralysis from senior leadership,” which perpetuates an “unwillingness to adopt modern strategies.”
How a lack of processes hampers practices
Imagine a practice selecting a patient engagement platform without fully evaluating its integration with existing EHR systems — clinic staff may end up troubleshooting technical issues instead of interacting meaningfully with patients. On the other hand, a well-chosen technology, such as a scheduling optimization tool, can reduce patient wait times, ease administrative burdens and allow providers to focus more on patient care rather than non-clinical tasks. Staff who feel supported by intuitive systems tend to be more satisfied with their work, leading to noticeable improvements in care quality and responsiveness for patients.
The case for a structured process to evaluate new technologies is strong. Without it, organizations risk investing in tools that do not align with strategic objectives or that lack the necessary interoperability. A well-defined, step-by-step approach ensures that all stakeholders understand the goals, selection criteria and expected outcomes. The following guide outlines a clear method for defining objectives, soliciting proposals, engaging decision-makers, establishing evaluation standards, testing solutions and finalizing contracts.
MGMA resources
- “Creating a competitive advantage with digital transformation in medical practices” (Insight article)
- “Ensuring security and compliance in your practice management (PM) system” (Insight article)
- “Practice Management (PM) System Evaluation Checklist” (Member tool)
- Research report: AI Adoption in the Value-Based Era (Deep dive)
- “Automating and outsourcing medical practice revenue cycle management: Building partnerships for financial success” (MGMA Stat)
Step by step: Developing a technology evaluation and selection process
1. Define organizational goals and priorities
Start by identifying the key areas where technology might add value. Are you looking to improve patient scheduling, reduce administrative overhead, enhance population health management or support remote patient monitoring (RPM)? Document these goals, making sure they align with the organization’s long-term strategic plan. This alignment ensures every subsequent decision to be measured against these clearly defined objectives.
2. Conduct a current state assessment
Before seeking new solutions, take inventory of existing technologies, workflows and pain points. How well are current systems serving clinical staff and patients? Which processes still rely heavily on manual entry or paper-based methods? Identify overlaps, inefficiencies and gaps in functionality. This assessment provides a baseline understanding of what you have and what you need.
3. Gather input from stakeholders
Include representatives from various departments: physicians, nurses, administrative staff, IT personnel, compliance officers, finance teams and even patient advisory groups. Each group offers unique insights into the requirements and potential challenges. Physicians, for example, may prioritize clinical decision support, while IT staff emphasize interoperability and cybersecurity. Engaging these diverse voices early fosters buy-in and helps shape a realistic set of requirements.
4. Create a structured request for proposal (RFP) or request for information (RFI)
Once you understand your priorities and pain points, develop a clear and detailed RFP or RFI. This document should include:
- Background on the organization and its strategic goals
- A summary of current systems and technologies
- Detailed functional requirements and desired capabilities
- Integration and interoperability specifications
- Security, compliance and data governance expectations
- User training, support and implementation timeline requirements
- Budget constraints, including total cost of ownership and potential return on investment
Distributing a standardized RFP or RFI ensures you receive comparable information from multiple vendors while clearly communicating your expectations, making the assessment process more efficient.
5. Develop clear evaluation criteria:
Define the metrics and standards you will use to judge each vendor’s proposal. Consider factors such as:
- Interoperability: How easily does the technology integrate with your existing EHR and other systems?
- Usability: Is the system intuitive for clinicians and staff, or does it present a steep learning curve?
- Scalability: Will the technology grow with your organization’s needs?
- Security and compliance: Does the solution meet HIPAA requirements and protect sensitive patient data?
- Total cost of ownership: Beyond the purchase price, have you considered maintenance, upgrades, training and long-term value?
- Vendor reputation and stability: Has the vendor established a solid track record with similar organizations?
- Evidence-based outcomes: Can the vendor demonstrate measurable improvements achieved in other healthcare settings?
6. Seek product demonstrations and pilots
Request live demos or arrange for pilot programs where key staff can test the product in a controlled environment. Observing a technology’s performance under realistic conditions is crucial. During these trials, gather feedback from the very people who will use the system daily. Their insights are invaluable — they can uncover usability issues, workflow mismatches or integration challenges before a long-term contract is signed.
7. Review and shortlist the vendors
Using your evaluation criteria, narrow down the vendor options. Consider creating a scoring matrix that weights each criterion based on its importance to your goals. The shortlist should include the top contenders whose solutions most closely align with your priorities, capabilities and budget.
8. Negotiate contract and/or subscription terms
Once you identify the preferred vendor, review all contract terms thoroughly. Pay close attention to:
- Pricing structure: Ensure transparency in costs for implementation, customization, support and upgrades.
- Training and onboarding: Confirm the availability of initial and ongoing training to help staff adapt quickly.
- Customer support and service-level agreements (SLAs): Clarify the vendor’s response times, resolution processes and escalation paths.
- Data ownership and exit strategies: Determine how data will be managed if the relationship ends or technology changes.
9. Implement, train and measure impact
After signing the contract, develop a clear implementation timeline, conduct thorough training sessions and set milestones to track the technology’s impact. Review key performance indicators (KPIs) related to efficiency, staff satisfaction and patient outcomes. Evaluations at three, six and 12 months post-implementation can help ensure the solution meets or exceeds expectations.
10. Continuous improvement and iteration
Technology needs to evolve. Commit to periodic reassessment of your solutions. If something is not working, solicit additional feedback, research emerging tools and consider when it might be time for further upgrades or replacements.
Conclusion
By following a structured, inclusive and criteria-driven process, healthcare organizations can avoid impulsive technology decisions and gain maximum value from their investments. A clear plan helps align chosen tools with organizational goals, ensures that staff and patients benefit and sets a solid foundation for ongoing digital growth and innovation.
