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.
Read the 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 the article.
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 following questions:
- 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.
Important: 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 monolithic system? by John P. Glaser Daniel Vasconcellos F 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