Consider the flatiron health system that was pitched to stanford medicine in 2015.

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Answer the questions below and upload your response in a pdf file
1. If you were CEO of Stanford Hospital and Clinics in 2006, would you have recommended to your board that Stanford purchase and implement an EMR system? Why/why not?
2) What criteria should Stanford Medicine use to evaluate whether to pilot and then purchase new health IT products? Why does Stanford purchase so few new health IT products each year?
3) In 2011, Stanford Medicine considered implementing a new enterprise data warehouse system that would make it easier to navigate the data being generated by Epic. Should Stanford Medicine partner with one of the established technology companies (e.g., IBM or Oracle), work with Health Catalyst, or wait until Epic developed a solution? Consider the pros and cons of each option, as well as the incentives of each of Stanford Medicine’s potential partners.
4. Consider the Flatiron Health system that was pitched to Stanford Medicine in 2015. Should Stanford Medicine be an early adopter of Flatiron, decline Flatiron, or re-evaluate Flatiron in the future? Why?
Assume you are the CEO of Flatiron Health. What incentives can you provide to Stanford Medicine to be an early adopter of your technology?
5. If you were the CEO of LeanTaas, how would you react to Stanford Medicine’s request to license the algorithms in exchange for a one-time fee? Would you be willing to do so? Why/why not?
6. Why was NimbleRx adopted so quickly and broadly within the Stanford Medicine system?
7. Why was the health care provider industry traditionally been a slow adopter of IT products compared to other industries? Do you believe that will change in the coming years? Why/why not?

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