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Survival is certainly the top priority during a crisis – but it can’t be the sole focus, said Edmondo Robinson, MD, in this podcast. Leaders also need to focus on “what have we learned and how that learning should influence our strategy going forward.”
One of the costliest mistakes leaders make? Neglecting the long-term vision while dealing with a crisis, said CIO Donna Roach. “You still have to carve out time to work on your strategy and where you need to be.”
As CIO, one of Jim Daly’s key priorities is to ensure the organization is getting the maximum value from its IT investments – which includes not just applications and infrastructure, but people, he said during a recent interview.
Urgent needs – like a pandemic, for example – need to be met, but not at the cost of sacrificing strategic objectives, says CMIO Patrick Woodard, who talks about how his team is staying focused on delivery high-quality care.
It’s only natural for individuals to focus on the short term during a pandemic; the CIO’s role is to “step back and think bigger,” says Chris Belmont, who talks about his core objectives at Memorial Hospital at Gulfport, and where the key opportunities exist for opportunity.
One of the most common mistakes an IT department can make? Focusing too much on running systems and not enough on supplying the best solution for the business, says CIO Chris Belmont in this podcast interview.
For health IT leaders, 2020 proved to be the ultimate litmus test. What matters, however, isn’t whether organizations passed, but how they reacted, and how they plan to improve going forward, said our panelists.
There’s no secret sauce when it comes to building a successful AI program, but there are steps that can point organizations in the right direction, said our panelists during a recent webinar. And one of them involves asking a very basic question.
The reduced revenue, reduced throughput environment brought on by Covid is forcing healthcare organizations to more closely examine how resources are allocated, and to make some tough decisions, says Mike Hart.
Sometimes the best way to prepare for the CIO role is to step outside of it, says Ryan Smith. In this interview, he talks about his first days at Intermountain, and the “huge opportunity we have to leverage data, business intelligence tools, analytics to make transformative changes.”
