about us

who we are

Our Parent Company, Medical Integrated Solutions, was formed in 1989 in response to needs for affordable IT solutions in the growing technology marketplace for small to mid-sized businesses. The company formed under the guidance of a seasoned IT professional, Dr. Kris Bahl , MBA, PhD. He possesses over 25 years of experience in Health care and IT services.

Medical Integrated Solutions' expert strategic planning and attention to your business needs are what give us the edge. You receive the benefit of corporate consultants with years of experience in high-level performance facilitation. We carry your project through from beginning to end with expert care and diligence, creating optimal strategies and helping you get the most from your investment. For more information, see: Engaging the Organization Beyond the Technology.

  • Internally, we partner with your company to help define core competencies and identify customers. Externally, we analyze the current and future impact of the digital economy on your industry. We examine the e-strategies of other companies in your industry to see what lessons might be applied. This results in a competitive advantage in the digital arena.
  • We help develop a clear vision of where you want to go.
  • We help you drive down costs and increase profits. This is done by supporting your existing business while seeking additional revenue opportunities.
  • We provide an e-procurement site to give users the ability to make purchases from approved vendors by providing access to catalogs from multiple suppliers over the Internet or your own company intranet.
  • We provide an e-services site to help your organization get closer to their customers by building Web-enabled customer service solutions.


About MD Free EMR

A high number of businesses report that enterprise IT success is elusive.

A high number of businesses report that enterprise IT success is elusive. Technology or the software itself is rarely cited as the reason for a system implementation failure. Typically, a company does not engage the whole organization and share the "integration vision" with those using the new system(s). Additional factors:

  • Lack of organizational readiness for change.
  • Insufficient support for the necessary changes.
  • Lack of alignment with strategic goals.
  • Insufficient sponsorship and user involvement.
  • Unrealistic expectations.

Bringing the organization to a common understanding and expectation

Bringing the organization to a common understanding and expectation is the greatest challenge in any IT project. It's difficult to get everyone on board, engaged, and aligned. Key considerations for successful engagement of the organization include:

  • Developing a well thought out change leadership program.
  • Broadly communicating a clear and compelling reason for the change and a well defined view of the future.
  • Ensuring that all stakeholders understand the new processes, procedures, and roles and responsibilities.
  • Designing measurements, rewards, and recognition for Enterprise Resource Planning (ERP) success, and clearly communicating these so they're understood throughout the organization.

The change leadership program should address three questions:

  • What's the degree of change readiness?
  • What company specific programs are needed to ensure acceptance?
  • How can an appropriate, effective change leadership program be developed and implemented?