Strategy For Building A Digital Ecosystem Of A Healthcare Organization

The article substantiates a strategy for building a digital ecosystem of a healthcare organization as a set of long-term managerial decisions that align clinical processes, digital services, data flows and partner interactions. The study addresses a persistent gap between the adoption of individual information systems and the continuity of care across the patient journey. Its purpose is to develop a conceptual ecosystem architecture, an implementation sequence and an assessment framework at the organizational level. The research draws on a critical review of scholarly publications, structural and functional analysis, process modelling and comparison of managerial alternatives. A digital ecosystem is defined by coordinated patient pathways, agreed rules for data exchange, clear allocation of responsibilities and feedback on service outcomes, rather than by the number of applications deployed. The proposed architecture brings together service delivery, interoperable information flows, partner coordination and management analytics under cross-cutting requirements for data protection and staff capability. An original decision matrix relates strategic priorities to organizational prerequisites and implementation risks. The evaluation framework includes access to care, continuity, completeness of records, processing time, patient experience and response to security incidents. The implementation sequence begins with diagnosing process gaps, proceeds to designing responsibilities and data rules, and uses a limited pilot before scaling. A pilot should compare baseline and follow-up indicators while accounting for case mix, seasonality and changes in staff workload. The theoretical contribution lies in linking the process logic of care delivery to ecosystem governance and the measurement of value at the level of a healthcare organization. The framework is conceptual: it does not report empirical effects, and its applicability should be tested in organizations with different clinical profiles. The practical implication is a basis for prioritizing digital investments according to documented failures in the patient pathway rather than the availability of particular technologies.