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George Hickman, EVP & CIO, Albany Medical Center, Chapter 3

George 'Buddy' Hickman, EVP/CIO, Albany Medical Center

Prioritization challenges — “I use a Ouija board most days.”
Medicaid reform, MU & expansion
Early career influencers
12 years in consulting — “It made me a better CIO in the long run.”
“Henry Kissinger skills”
Pride in Albany’s progress

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Rick Allen, CIO, Southern Regional Medical Center, Chapter 1

Rick Allen, CIO, Southern Regional Medical Center

About Southern Regional
Making data “push, not pull”
Change management — “You struggle with how much the organization can absorb at once.”
Yellow-lighting projects
Research before the role to walk in “with your eyes open.”
Cleaning up a fragmented IT environment

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Joe Bengfort, CIO, UCSF Medical Center and Campus, Chapter 3

Joe Bengfort, CIO, UCSF Medical Center and Campus

Keys to change management — “Move swiftly.”
“Transparency has everything to do with trust.”
Working with Ross Perot
From consultant to CIO — “It scared the hell out of me.”
“High stakes” at UCSF
Evolving CIO role — “The infrastructure aspect has to be automatic.”

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George Hickman, EVP & CIO, Albany Medical Center, Chapter 1

George 'Buddy' Hickman, EVP/CIO, Albany Medical Center

About Albany Medical Center
Being a Soarian development site — “There were a lot of fits and starts.”
Siemens-Cerner merger
“There’s a direction there and an investment pattern that’s going to continue.”
Meeting with John Glaser & Kent Gale — “They gave us an early preview of the intended roadmap.”

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Joe Bengfort, CIO, UCSF Medical Center and Campus, Chapter 2

Joe Bengfort, CIO, UCSF Medical Center and Campus

UCSF’s analytics approach — “We’re incrementally moving and maturing the data model.”
Early adopter of Epic Cogito
Creating dashboards to ID and solve issues
Two-tiered governance structure — “You can’t throw big, heavy governance at this.”
Lean — “It’s a culture first.”
Consolidating IT departments

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