Kathryn Crous, Network CIO, Kings County Hospital, NYC Health & Hospitals, Chapter 1

It doesn’t get much more complex than planning an EMR migration and building interfaces while the organization itself goes through major changes, but CIO Kathryn Crous is up to the task.

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Michael Elley, System VP of IT, OhioHealth, Chapter 2

One of the many lessons OhioHealth has learned by collaborating with other industries? The more flexibility and power organizations give consumers, the better relationship will be, says Michael Elley.

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Michael Elley, System VP of IT, OhioHealth, Chapter 1

The factor that plays the biggest role in determining a project’s success? Having a staff that’s invested and engaged, says Michael Elley. The best way to ensure that? By having both operations and IT take the lead.

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Bobbie Byrne, MD, EVP & CIO, Edward Elmhurst Health, Chapter 3

Merging two IT cultures isn’t easy, but it can be done if leaders are willing to listen and to ask some key questions, says CIO Bobbie Byrne. And even then, there are going to be landmines.

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Bobbie Byrne, MD, EVP & CIO, Edward Elmhurst Health, Chapter 2

The toughest part about leading through a merger? Learning another organization’s culture, says Bobbie Byrne, which means identifying where land mines exist and how to sidestep them before making any major moves.

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