7个步骤来导航ROI讨论

Imagine yourself sitting outside your institution’s executive boardroom. You’re waiting to be called in to make your case for investing in medical simulation. You believe in the benefits of simulation. And, you’re passionate about what it can do. But at some point, you know you’ll be asked, “What’s the return on investment, the ROI?”

To stake your claim in that discussion, experts advise that you find common ground. This involves striking a balance between understanding what’s important to senior management, being clear about what you intend to deliver, and remaining firm about metrics that are important to solving the problem at hand.

要找到共同的基础并导航ROI讨论，请遵循以下简单的步骤。

1. Own your part of the math, not all of it

您不必成为CFO即可进行投资回报率讨论。重要的是，您欣赏CFO的想法。首席财务官的工作是最大程度地提高投资成果，以使组织受益。他们如何接近这一点的标志是ROI的公式。

专家建议，避免将您的首席财务官和高级管理人员视为看门人。是的，他们拥有您想要的东西的钥匙：钱。但是，您拥有他们想要的东西的钥匙：组织绩效的提高。现在，高级管理层比以往任何时候都更加寻求解决方案以取得更好的绩效。如果您正确定义了收益，则将增加将ROI讨论作为协作性讨论的机会。

2. Get real about your problem

当您专注于收益时，请帮助您的首席财务官和高级管理层了解问题。您试图通过模拟解决什么疼痛点？为什么现在需要解决这个痛点？如果不这样做会怎样？为什么有人要照顾？传达您的组织以现实世界中面临的问题。

Answering the above questions will allow you to create a persuasive problem statement that you can use to spark interest in your project. Here’s a mock example from an attending obstetrician responsible for a labor and delivery department:

我们的员工作为一个团队没有足够的反应来掩盖不良的紧急情况。我们现在需要解决这个问题，因为过去一个月我们已经经历了三个案例。在每种情况下，婴儿都受到妥协，认真对待。如果我们忽略这个问题，我们将使这个问题系统地使我们的患者处于可预测的风险。我们的组织需要将解决此问题作为优先事项，因为我们负担不起责任，对声誉的影响或患者伤害的潜力。

Refine this statement to reflect your own clinical field and circumstances, but don’t lose the essence of what you are experiencing in your real-world environment which others may rarely see.

3. Present a simulation solution that is simple and focused

The more complex your simulation design, the more difficult it will be to justify how everything connects to the gains you’ve identified. Most experts advise that you should keep your projects simple—especially if you’re new to simulation. Think about your metrics first and ensure that your simulation design fits how you define success.

如果您允许，以下列表可能会变得非常复杂：

• Simulation equipment
• 讲师培训
• 支持服务（如有必要）
• 支持模拟的辅助设备，例如医疗用品和消耗品
• The time staff will need to devote to training rather than being at their regular job

“The justification of simulation is about the goal and the metrics you’re using to measure your day-to-day success,” explains Dr. Amar P. Patel, Director of the Center for Innovative Learning at WakeMed Health & Hospitals. At the end of the day, we’re here to help learners be more competent and confident in their skills. And we’re here to keep our patients safe.”

实现这一目标并不一定要复杂。将您的设计与指标相匹配。

4. Now get specific about gains

You understand and can explain the problem. You’ve created the solution. Now you can answer what your organization stands to gain. Will it be reduced risk? Improved patient satisfaction? Mission achievement? Better nurse retention? Better employee engagement?

A joint report from the American Association for Physician Leadership® and HFMA suggests that many gains fall under the general topic of helping build a high-reliability organization.³利用他们的建议，请考虑在患者安全，质量，患者满意度和经济利润方面概述您的收益。如果您的解决方案在任何这些类别中都带来了积极的收益，那么您现在已经触及了高级管理人员可能会集中精力的领域。对您来说，好消息是，您可能是有史以来第一个将它们介绍给模拟作为解决方案的人。

5. Create advocates in the boardroom before you even get there

继续保持你的首席财务官,并扩大哟ur support base. Reach out to decision-makers and ask for their help. Invite them to see and experience the problem you seek to solve. Arrange for them to participate in a simulation and show them how simulation addresses the problem in a way no other solution can.

根据HFMA的Joe Fifer的说法，“作为医院CFO，我每天都看到了很棒的想法。那些真正引起我的注意力和承诺的人是由让我积极参与的人赞助的，这样我就可以亲自经历问题，有时甚至在病人的床边。”

通过让您的高级管理人员参与进来，您将向人们介绍已经对问题有所所有权的受众介绍，并且更有可能将您的努力视为解决问题的会议，而不是竞标资金。

7. Stand in the door. Go!Here’s where you get to put it all together and make a powerful case for investing in

在这里，您可以将所有内容放在一起，并为模拟投资提供有力的理由。

• Lead with the pain point. Explain why it needs to be solved now and what the future looks like if you don’t
• 解释为什么模拟是最好的解决方案
• Present the costs, but in light of concrete, measurable and important gains that create a better vision for the future
• Show how, through better engagement, you can deliver short-term incremental gains in a way that other solutions can’t

通过让您的首席财务官和其他主要利益相关者参与此过程，您将有信心以他们可以理解和欣赏的讨论来构建讨论。

概括

您的高级管理层的最终目标是实施推进机构职能的解决方案，同时赋予他们最大的投资回报率。您知道模拟培训的优势。现在，您可以有效地介绍您的案子。