Investing heavily in go-live support, laying the right groundwork, and having the right people in place are all critical to the success of a major initiative. But perhaps the most important component, said Jordan Ruch, CTO of RWJBarnabas Health, is the ability to “adapt to, and highly function throughout, periods of transformation.”
With IT teams facing more scrutiny than ever before, CIOs and CIDOs face mounting pressures to ensure they’re making the right decisions and getting the most bang for the buck – all without pushing their teams to the brink, said our panelists during a recent discussion.
As Hospital for Special Surgery continues to recover from the “ghost town” effects from Covid, CIO Jamie Nelson is setting her sights on the next big thing: “digitizing supply chain, finance, and HR functions,” she said in this podcast interview.
The best way to build trust with users? Make sure the system works for them, says Marc Probst, CIO at Intermountain Healthcare. In this interview, he talks about recovering from poor decisions, why he believes Meaningful Use was necessary, and the need for leaders who are “visionaries.”
The key to being able to share knowledge gained outside of healthcare? Let it happen organically, says B.J. Moore, CIO at Providence St. Joseph Health. “It’s always better to be pulled than to push.”