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Joey Sudomir, SVP & CIO, Texas Health Resources, Chapter 2

All leaders want to advance their organizations, but if we lean too much on the staff and put too much strain on resources, we end up moving backwards, says CIO Joey Sudomir.

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Marc Chasin, MD, VP & CIO, St. Luke’s Health System, Chapter 1

Three years ago, St. Luke’s had to take a pause in its Epic journey to make sure everyone was headed in the same direction. The detour, says CIO Marc Chasin, was well worth it.

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Joey Sudomir, SVP & CIO, Texas Health Resources, Chapter 1

Although an organization’s priorities are constantly shifting, the fundamentals – communication, transparency, and trust – should stay the same, says CIO Joey Sudomir.

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Matthew Kull, SVP & CIO, Parkland Hospital, Chapter 2

One aspect of a go-live that can’t be overlooked? The volume of last-minute requests that come in, says CIO Matthew Kull, who talks about the keys to change management, what it takes to plan a big project, and how his team is diving deeper with data.

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Jamie Nelson, SVP & CIO, Hospital for Special Surgery, Chapter 3

Having a solid understanding of hospital operations can help CIOs “understand what you’re constituents are trying to do” and help guide them in the right direction, says Jamie Nelson.

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