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For Dana Sellers, the best part of being in consulting was meeting with clients and working to solve their problems. But inevitably, she was the one who’d end up learning something.
By limiting the number of consultants they used while implementing Epic, VHC was able to not only save costs, but also develop in-house talent that will benefit them down the road, says CIO Mike Mistretta.
Now more than ever, the CIO needs to be someone who can “help the rest of the organization understand the limits and the reality of technology,” says Gary Light, and bridge the gap between what we want and what we need.
One of the reasons being a consultant is such good preparation for the CIO role is that the two are actually very similar, says Shane Pilcher, who says both are expected to broadly bring a level of expertise to any area.
The key to driving change when you’re the new CIO? Knowing when to push and when to pull back, says Bill Bishop, who discusses the importance of remaining transparent and maintaining strong vendor relationships.
