Sana Dalvi

Project plans and inventory lists miss what a floor walk reveals: whether device counts hold up at peak usage, whether equipment marked available actually works, whether staff workarounds have become permanent, and whether downtime devices have backup power in units where an outage affects patient care.

• These gaps between EHR design and clinical workflow reality surface when you walk the floor, talk to the people doing the work, and ask questions you did not plan to ask—including those managers volunteer unprompted.
• Dalvi also argues that one readiness model cannot serve every unit type: a method designed around inpatient nursing breaks down in pharmacy, medical imaging, or allied health.
• The methodology has to flex by context, or it is just a template pretending to be a strategy.

A site visit finds a device-to-user ratio of 1:3 at peak times, with nurses queuing to chart; equipment listed as available but outdated or unused; extension cords serving as permanent power solutions; and paper processes filling system gaps. Sana Dalvi says they have seen this pattern across different health systems, countries, and EHR platforms, and that the next wave of visits is being designed to flex by context.

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The question "How long is this going to take?" is not hostility; it comes from nurses already carrying a full patient load and adjusting to a recent workflow change when another new system arrives.

• Dalvi distinguishes incremental change—teams that already chart digitally and are learning a feature on top of that foundation—from a first move from paper to online documentation, which changes how clinicians capture, communicate, and think about patient care.
• Stacking competing initiatives on that second situation multiplies the load.
• Dalvi's response is practical: identify one trusted person per shift who can answer quick questions in real time, stay reachable on short notice rather than next week, hand out one-page quick-reference guides on the floor and email them to unit managers, and acknowledge what the unit is already carrying before asking for more.
• Units power through regardless because leadership sets the timeline and clinicians deliver.
• The real question is not whether the work gets done, but how—and whether a unit absorbed the change or merely survived it.

A unit absorbs change by building confidence; a unit that survives builds workarounds. Sana Dalvi's answer is a trusted peer per shift, same-day on-site availability, and a one-page guide that says what to do and in what order—not a manual.

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The standards provide a framework for patient safety, data integrity, and system-wide trust across every point of care.

• In a stretched Canadian system moving fast on digital transformation, they keep the work grounded in privacy protection, accurate documentation, and secure data exchange.
• Dalvi ties that directly to clinical quality rather than compliance theatre.

Sana Dalvi uses the hypothetical example of a primary-care clinic upgrading its EMR to share information securely with specialists and labs.

• Rather than only installing features, the team applies PHIPA access-control rules so only authorized clinicians can view patient data, and uses Accreditation Canada documentation standards to redesign templates for completeness, readability, and clinical relevance.
• The scenario illustrates how standards can serve as a design foundation for fewer errors, better clinical decision-making, smoother transitions of care, and stronger patient trust.
• The post also points readers to an OntarioMD resource on keeping patient data in EMRs private and a Canadian Healthcare Technology article on PHIPA in the digital age.

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In a live session, profiles are reviewed and feedback tailored to each person's field, making the advice concrete rather than generic—essentially one-on-one coaching disguised as a group event.

• Dalvi's formulation is that learning is invisible, sharing is branding, and showing up is where the real shift happens.
• Nick Noorani led the session through Immigrant Networks; Dalvi writes as an attendee describing the experience, not as the person giving the guidance.

In the session Sana Dalvi attended, attendee profiles were reviewed live, with feedback tailored to fields as different as supply chain, marketing, and healthcare IT. They contrast that with blog posts and videos, and credit Nick Noorani and Immigrant Networks for building spaces where professionals leave with a plan.

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A newcomer should start here for the clearest example of Sana Dalvi’s clinical readiness work and how floor-level observation differs from project-plan review.

Sana Dalvi argues that the most underestimated phase of an EHR implementation is not go-live but the pre-go-live site visit.

• Walking the floor surfaces issues project plans miss: a device-to-user ratio of 1:3 at peak times; equipment marked available but outdated or unused; workarounds such as extension cords used as permanent power solutions; and units with no backup power plan when an outage directly affects patient care.
• They describe seeing the same pattern across different health systems, countries, and EHR platforms, and say the most valuable information often comes when managers offer it unprompted.
• They also caution that one readiness model cannot serve every unit type: an inpatient nursing model breaks down in pharmacy, medical imaging, or allied health.

For brands planning a campaign

For a healthcare IT consulting firm hiring for EHR implementations, this post demonstrates readiness assessment and unit-level process validation. Outreach can reference floor-level site visits and context-specific readiness models rather than generic implementation support.

It is a strong starting point for Sana Dalvi’s concrete, practical approach to change management.

Sana Dalvi reframes clinician resistance as saturation.

• Nurses asking how long a change will take are not hostile; they are already carrying a full patient load, a recent process change, and now another new system.
• The post distinguishes incremental change, where nursing teams already chart digitally and are learning a new feature, from a first move from paper to online documentation, which changes how clinicians capture, communicate, and think about patient care.
• Practical tactics include identifying one trusted person per shift to answer quick questions, staying available at short notice, and creating one-page quick reference guides to hand out on the floor and email to unit managers.
• The core warning: units may power through regardless, but there is a difference between a unit that absorbed a change and one that survived it.

For brands planning a campaign

For clinical informatics hiring, this shows change-management expertise grounded in clinician workload. Outreach can reference change saturation, trusted peer support, and unit-level adoption tactics rather than focusing only on go-live training.

Sana Dalvi argues that PHIPA and Accreditation Canada standards should shape EMR optimization rather than serve as a compliance checklist.

• The post gives a practical example: a primary-care clinic upgrading its EMR for secure information-sharing with specialists and labs applies PHIPA access-control rules so only authorized clinicians can view patient data, while using Accreditation Canada documentation standards to redesign templates for completeness, readability, and clinical relevance.
• The claimed results are fewer errors, better clinical decision-making, smoother transitions of care, and stronger patient trust.
• The post links to two resources on keeping patient data private and PHIPA in the digital age.

For brands planning a campaign

For a Canadian healthcare IT consulting brief, this demonstrates fluency in PHIPA and Accreditation Canada standards. Outreach can position the firm’s work around compliance as a foundation for safer EMR optimization.

It also highlights a personal-branding and community-learning side that does not appear in the technical EHR posts.

Sana Dalvi writes about attending a session on building a LinkedIn brand led by Nick Noorani through Immigrant Networks.

• They value the real-time, tailored feedback on specific profiles and industries over generic slide content, describing the session as one-on-one coaching disguised as a group event.
• The closing line is: “Learning is invisible.
• Sharing is branding.
• But showing up?
• That’s where the real shift happens.”

For brands planning a campaign

This reveals an interest in personal branding and practical career development. It may inform how a consulting firm supports visibility for clinical informatics experts, but offers less evidence of EHR implementation capability.

In-person floor walks reveal device-to-user ratios that look fine on inventory lists, equipment marked available but unreliable, workarounds such as extension cords and paper processes filling system gaps, and missing backup power for downtime devices. The floor tells a different story than the project plan.

Uses in-person site visits, direct observation, conversations with staff doing the work, and questions beyond the original plan. Shapes visits around different unit types rather than relying on one standard template.

Sana Dalvi warns that a readiness model designed for inpatient nursing breaks down in pharmacy, medical imaging, or allied health. The method must flex by context rather than pose as a universal template.

For brands planning a campaign

A healthcare IT consulting firm can evaluate Sana Dalvi for pre-go-live readiness assessments, clinical workflow validation, and environment or device checks to surface risks before go-live. Ask how they would scope a site-visit methodology for the specific units involved.

Examples: Source 1

When a health system moves nursing documentation from paper to online for the first time, they treat it as a fundamental shift rather than an upgrade, especially when competing initiatives stack up. Practical responses include identifying one trusted person per shift, staying available on short notice, handing out one-page quick-reference guides, and acknowledging what else the unit is already carrying.

Uses unit-level peer support, a familiar contact on each shift, rapid on-site availability, short printed guides, and reads the room before asking teams to take on more.

For brands planning a campaign

For EHR rollouts, a consulting firm can assess Sana Dalvi for change-management and adoption support, including unit-level coaching, quick-reference materials, and communication that accounts for competing initiatives. Focus the campaign on helping units absorb change rather than merely survive it.

Examples: Source 1

In a practical example, a primary-care clinic upgrading its EMR applies PHIPA access-control rules so only authorized clinicians can view patient data, while using Accreditation Canada documentation standards to redesign templates. They link this approach to fewer errors, better clinical decision-making, smoother transitions of care, and stronger patient trust.

Applies PHIPA access controls and Accreditation Canada documentation standards to a realistic clinic upgrade scenario, and points readers to external resources on privacy and PHIPA in digital health.

For brands planning a campaign

Canadian health systems and health IT vendors can evaluate Sana Dalvi for work aligning EMR optimization with privacy and accreditation requirements, including template redesign and secure information-sharing workflows. Ask how they would translate those standards into specific clinical workflows.

Examples: Source 1

They note that profiles were reviewed, feedback tailored to each person's field, and advice specific to the individual's situation. The post emphasizes that showing up and getting personalized direction can be more valuable than consuming general content.

Participates in group sessions with live profile reviews and tailored feedback, and values direct coaching over static content.

For brands planning a campaign

This topic is less directly relevant to a healthcare IT implementation engagement. It may suit employer-brand, recruiting, or professional-development campaigns targeting a healthcare IT audience; for a healthcare IT consulting brief, prioritize the implementation and change-management material.

Examples: Source 1

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John C. writes from the executive and board level, covering governance, strategy, and keeping CIO-level cybersecurity knowledge current. Sana Dalvi focuses on the unit floor, with site visits, device checks, and clinician adoption tactics.

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Suleman Adil writes about the commercial side of healthcare technology, including supplier positioning, customer retention, and NHS adoption of ambient voice tools. Sana Dalvi writes from clinical informatics and implementation practice, focusing on readiness and change support at the unit level.

Read original · Original 2

Matthew Guldin focuses on how health IT organizations communicate and evidence results, including what makes a conference case study useful. Sana Dalvi focuses on the operational steps before and during go-live, such as site visits, device readiness, and adoption support.

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Sana Dalvi's posts argue that board service changes how an executive reads a business: asking whether strategy is clear, investments are prioritised, risk is managed, the company is financially viable and the right leaders are being cultivated.

• They also argue that cybersecurity knowledge is now table stakes for a healthcare CIO, listing medical device and IoMT risk, identity and access management, Zero Trust, ransomware resilience, third-party and supply-chain risk, and incident response as questions a CIO should be able to ask.
• For a firm whose implementation work needs executive sponsorship or a board-level risk case, this material speaks directly to the room it will be in.

Sana Dalvi's posts do not describe hands-on implementation: no site visits, unit readiness assessments or clinician adoption tactics. A firm staffing a rollout that must assess units before go-live and guide clinical teams through change would get executive framing, but not the floor-level method.

Examples: Source 1 · Source 2

Sana Dalvi's posts analyse NHS England adoption of ambient voice technology, reporting Lyrebird Health at 22 recorded trust implementations and Accurx/Tandem Health and Heidi at 12 each.

• They argue that an implementation only proves a supplier reached a trust, not that clinicians keep using it, documentation time falls, it integrates with the EPR or the contract will renew.
• Another post warns that a large healthtech footprint can mask weakening trust, naming stretched customer success, slow support, painful onboarding, unresolved product issues, broken integrations and roadmaps built internally rather than from customers.
• A firm advising suppliers or judging NHS commercial risk could use this material directly.

Sana Dalvi's posts do not discuss clinical workflow or EHR implementation readiness. For work requiring pre-go-live readiness assessment and unit-level change management, this is market and commercial analysis, not the delivery method required.

Examples: Source 1 · Source 2

Sana Dalvi's posts describe years reviewing HIMSS Global Health Conference proposals and argue that implementation is not an outcome; impact is.

• The asks are concrete: start from the baseline problem, show before-and-after figures (length of stay from 4.8 to 4.4 days, 20 minutes a day saved per clinician, denials down 15%, $2 million in savings), explain workflow and governance changes, and say what did not work.
• A firm presenting an implementation's results or testing whether a supplier's claimed outcomes hold up would find this a useful reference.

The posts stop short of delivery method: they offer no floor-level readiness assessment or unit adoption tactics, such as naming a trusted person per shift or handing out one-page quick reference guides. The material helps frame whether change was delivered, not how to run site visits or guide a saturated unit through it.

Examples: Source 1 · Source 2