It’s no secret that the Hospital CIO’s role is among the most overwhelming and challenging in health care administration today. I’ve heard it likened to changing tires while the car is moving many times. As health systems are struggling to transition to value-based payments, mine actionable insights from big data, and achieve patient engagement, balancing compliance with evolving MU requirements, as well as with other regulatory standards and internal goals, setting sites on anything deemed truly innovative can seem lofty at best and just plain unrealistic on most days.
On May 17, 2016, in New York, health care CIOs will gather with other health information professionals and thought leaders at HealthImpact East to discuss how they are getting it all done. The day opens with a discussion of positioning your organization to deliver value in a value based care environment and closes with the CIO Leadership Unplugged session which will focus on what the best-performing CIOs do differently to differentiate their leadership in a way that matters. HIMSS 2015 CIO of the year Dr. Shafiq Rab of Hackensack University Medical Center and Dr. Jitendra Barmecha, CIO of SBH Health will lead the closing keynote talk on how they are managing the following:
The IT talent shortage has caused the greatest pain in the health care industry. Thirty-three percent of health execs have had to postpone critical project timelines due to tight human resources. Attracting, successfully recruiting and, most importantly, retaining the right talent can be key to your organization’s ability to keep up with change.
2. Change Management
Only 25 percent of change initiatives across industries achieve long-term success, including adoption. These stats aren’t acceptable in health, where a state of constant change is the new normal. Creating a repeatable process for overcoming resistance to change can be critical to successful initiatives.
3. Vendor Management
Your vendors can be your greatest assets, or most significant source of compliance and information security risks. Have you established consistent processes for selecting vendors and ensuring long-term accountability?
4. Resource Allocation
Resource allocation is the art of getting the most important things done first. The best CIOs, including Marx, Rob and Barmecha, understand the importance of prioritizing initiatives that align with organizational priorities and strategic initiatives.
In healthcare, successful CIO innovation is more than just idea generation. It also requires successful implementation of ideas that drive value for the organization and positive impacts on population health. The best CIO innovators are able to do away with the old and introduce new technologies, all with minimal disruption or downtime for end users of their technologies.
CIOs need more than familiarity with technology and compliance to succeed in modern health care. The best CIOs have developed a strong set of leadership and innovation skill sets in order to drive their organizations through challenging and constantly-changing waters.