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From identifying high-impact use cases to establishing a governance framework, there are several key steps that leaders should take when developing a comprehensive artificial strategy, according to Joey Meneses, Executive Director of Technology at Grady Health System.
The rise of remote work has made it increasingly difficult for healthcare organizations to build (and keep) strong IT teams. But by following a few best practices, including updating the technology stack and developing rounding programs, leaders can begin to foster a healthy environment – and increase their staying power, according to a panel of experts at ViVE.
Although having the right solutions and platforms in place is critical when it comes to medical device security, leaders are finding that having the right culture is just as important. “Security is not a blocker; it’s an enabler,” said our panelists in a recent discussion.
“No one sits you down and teaches you how to look at data,” said Linda Stevenson, CIO at Fisher-Titus. In a recent interview, she spoke about the need for ongoing training, the “cybersecurity by committee” approach her team is taking, the challenges facing rural healthcare leaders, and how her yoga training has paid off.
The ability to provide guidance on financial decision-making is becoming a core skillset for CIOs, according to Pamela McNutt. In this interview, she reflects on 30 years with Methodist Health System and shares insights on the evolving CIO role, the importance of mastering contract negotiations, and her team’s “heroic efforts” during Covid.
Whether it means getting to “back to basics” with IT governance or creating new partnerships, a panel of leaders discussed what digital transformation has meant to their organization, the most significant challenges they’ve faced, and how they’re positioning their teams for the future.
Creating a healthy culture in the workplace starts by asking some simple questions – both of your team and yourself as a leader, according to Jason Joseph, Chief Digital and Information Officer at Corewell Health. In this podcast, he explores those questions, discusses his approach to change management, and shares the advice he would offer his younger self.
Contrary to popular (and long-standing) belief, the cautious approach of taking time to evaluate and weigh options is not always the best approach. In this piece, CIO Daniel Barchi shares how he applied lessons learned in the Navy to a massive EMR implementation.
Before the ultimate goals of becoming a data-driven organization and moving to 100 percent virtual can be achieved, leaders need to build a solid culture based on “systemness,” said Sonney Sapra, CIO at Samaritan Health Services, in this interview.
The most important question leaders need to ask when evaluating a new solution is whether it’s going to help providers and patients – and how, said Jason Buchanan. In this interview, he discussed his approach to optimization and what it takes to build a strong culture.
