No matter the size or scope of an organization, there is little variance when it comes to the priorities facing the CIO, whether it’s a full-time or interim position, says Sue Schade.
Whether it’s permanent or an interim position, being the new CIO means drinking from the fire hose, and getting to know executives and clinical chairs by asking four key questions, says Sue Schade.
How can leaders convey the importance of cybersecurity initiatives when most of the work is done behind the scenes? That’s the challenge, say Rodney Dykehouse and Matt Snyder of Penn State Hershey Medical Center.
While it’s become evident that CIOs have more responsibilities than ever before, they also have more room to grow into the role and become invaluable to the organization, says David Chou.
Health IT is not a one-size-fits-all industry, and so there’s no need for a one-size-fits-all CIO, says Marc Chasin, who talks about the two types of leaders he believes we’ll see going forward.