Last fall, AHIMA announced that it was embarking on an “organizational transformation” to set the association up for a successful future. But what do we mean by this? To help members understand what this transformation will look like, the Journal of AHIMA introduces the first in a series of slideshows to provide an overview of what members can expect to see in coming months, as the organization adapts to a rapidly changing industry.

Watch this space during the month of March for more updates on what to expect next from AHIMA’s transformation.


There are three key drivers for AHIMA’s transformation:

  • A rapidly changing healthcare environment—changes in payment (value-based care, ACOs); technology (EHRs, artificial intelligence, health information exchange); more empowered patients in general due to wearable devices and smartphone apps; changes in regulations and payment models
  • Responding with new strategies: This is an opportunity for AHIMA to reassess approaches that have been unsuccessful and move forward with new responses to the environment
  • A chance to explore alignment in new subject matter areas, expand AHIMA’s footprint, and change the way we relate to the market


AHIMA is launching its transformation now because the association needs to renew itself for the future. This will happen through a series of what we’re calling “pivots.” The first pivot focuses on current strengths while exploring areas for growth, which means establishing a culture where we are developing innovative products and services, and in some cases saying “we’re not doing this any more.” We are in this phase now as we look to the future. The game plan is to create long-term, sustainable revenue and an innovation culture so we can continue to help solve problems for the industry well into the future.


AHIMA’s second pivot will lay the foundation for a greater impact within the healthcare ecosystem. To get there, we’re using a “bridge strategy.” It’s a way for us to get from where we are now to our long-term strategy. AHIMA is aware that some of these business decisions may seem like a departure from what we have previously said is relevant for the profession. For example, we have scaled back our products in areas like information governance. We believe these topics are still important for professional practice, but for now AHIMA is not investing to make products in these areas.


As AHIMA sets our direction for 2020 and beyond, here are some of the things members can expect to see from us:

  • A new mission, vision, and set of core values
  • Increased partnerships
  • Increased audience-focused “solutions”

AHIMA will do this by:

  • Revisiting our mission, vision, and core values
  • Developing a longer-term strategic plan for 2020-2023
  • Defining our desired, measurable impact
  • Assessing our current capabilities and culture
  • Investigating and prioritizing new business models


Mary Butler is associate editor at Journal of AHIMA.