Executive Summary Telemedicine consultation services are innovative IT applications that can save lives. Information technology has played a vital role in delivering health services more efficiently and effectively. One of this paper’s objectives is to identify key components to show practical steps to enable progress toward implementing a Telestroke network. Using Porter’s value chain analysis, the firm’s primary and support activities that add value to Telemedicine service are identified. The issues on implementation of information system are distinguished and suggestion made for further improvement. The analysis of costs and benefits of Telemedicine show that Telemedicine is an opportunity, not a distraction. Case Synopsis Telemedicine is the provision of medical expertise for the purpose of diagnosis and patient care by means of telecommunications and information technology where the patient and the provider are separated by distance (Miley et al., 2009). This case describes the Partners Telestroke service, through which specialists at two prominent Harvard-affiliated tertiary care hospitals (MGH and Brigham & Women’s Hospital, both members of Partners’ Health Care) provide patient-present acute stroke consultations to generalist doctors at community hospitals. Founded in 1994, Partners Healthcare is a privately-held company (Gogan & Garfield, 2012). The case shows organizational issues in the deployment of innovative networked IT applications for cross-boundary collaboration. The use of modern technology that is networking and the information technology infrastructure by Telestroke Software gives the patients faster access to the health professionals. The increased convenience provided by the Telestroke Software helped in saving valuable time for both patients especially when the situation was severe and time couldn’t be wasted in scans and tests. Few telemedicine consultation services had reached long-term financial viability, and even fewer are directed toward urgent care. One obstacle was reimbursement. Another obstacle was the complexity of medical licensure and credentialing. Furthermore, many hospitals had problematic network architectures and extensive interoperability issues (Gogan & Garfield, 2012). Several constraints affected the Telestroke system architecture, especially MGH's complex and aging IT infrastructure and the heterogeneity of spoke hospitals' clinical databases and applications. Incompatibility among s