Roberts R
Hosp Strategy Rep. 1990 Jun;2(8):1, 7-8.
The mission statement of a prominent California hospital has been revised as part of a strategic planning process less than two years before the hospital began experiencing substantial financial difficulties. When the "red numbers" began to appear, management was quick to blame changing demographic patterns and the competitive environment. Those were not the only problems. A major contributing factor that management failed to recognize was a delay in how quickly the hospital moved to adopt high technology or new medical procedures. In a few short years, it had changed from being the first community hospital to implement state-of-the-art programs to one that was slow to introduce technology. In retrospect, the hospital's mission statement did not address the role of technology and therefore it could not detect the movement away from one of its critical success factors. The Rotec Theory was developed to assist this hospital to understand the economics of technology on its current and planned operations.
一家著名的加利福尼亚医院的使命宣言在该医院开始面临严重财务困境不到两年前作为战略规划过程的一部分进行了修订。当“赤字”开始出现时，管理层迅速将责任归咎于不断变化的人口结构模式和竞争环境。但这些并非唯一的问题。管理层未能认识到的一个主要促成因素是医院在采用高科技或新医疗程序方面行动迟缓。在短短几年内，它已从第一家实施最先进项目的社区医院变成了一家引入技术缓慢的医院。回想起来，该医院的使命宣言没有涉及技术的作用，因此无法察觉到背离其关键成功因素之一的趋势。罗泰克理论的提出是为了帮助这家医院理解技术对其当前和计划中的运营所产生的经济影响。
