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The key aspect in being able to lead teams through a major change – or two, in this case – is transparency, according to Jeff Buda, CIO at Atrium Health Floyd. In this interview, he talks about his open-door policy, the benefits of becoming part of a large organization, and why he’s a big proponent of remote work.
In this interview, BJ Moore, CIO and EVP of Real Estate Strategy Operations at Providence, talks about the concerns he has with large-language models (and the hype surrounding it), his team’s 4-year journey to a single instance of Epic, and the assumptions that outsiders often make about healthcare.
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.”
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.
For CIOs, one of the most important skillsets is being able to articulate the organization’s vision and find people “who can deliver results,” said Rich Rogers. In this podcast, he also talked about what it takes to standardize care processes and transform vendor relationships.
