Chris Paravate, CIO, Northeast Georgia Health System, Chapter 3

If you want to transition the IT department away from application support mode and into customer support mode, make sure you’re listening and asking the right questions, says CIO Chris Paravate.

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Daryl Kallevig, CIO, Riverwood Healthcare Center, Chapter 3

Being CIO at a smaller organization means wearing many hats, but it also means being closer to the day-to-day activities and developing a better understanding of how the organization works, says Daryl Kallevig.

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Corey Zeigler, CIO, Fort Drum Regional Health Planning Organization, Chapter 3

The two biggest keys to surviving in today’s complex environment? Getting actionable data into the hands of decision makers and building strong relationships with other organizations, says CIO Corey Zeigler.

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Denni McColm, CIO, Citizens Memorial Healthcare, Chapter 3

It wasn’t a vendor solution that helped improve processes at Citizens Memorial, but an initiative that starts with a series of questions, says CIO Denni McColm, who talks about how she works to foster innovation.

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Michael Martz, CIO, Ohio Valley Health Services, Chapter 3

If CIOs want to move past the stereotype of “data plumber,” you must “make sure you’re recognized first as an executive, and second as someone who happens to run IT,” says Michael Martz, who offers insights on how to do that.

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