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Merging two IT cultures isn’t easy, but it can be done if leaders are willing to listen and to ask some key questions, says CIO Bobbie Byrne. And even then, there are going to be landmines.
The toughest part about leading through a merger? Learning another organization’s culture, says Bobbie Byrne, which means identifying where land mines exist and how to sidestep them before making any major moves.
Sometimes the most important partnership you have is with a competitor, says CIO Bobbie Byrne, who talks about the value that physician engagement, support, and training can play in planning a successful rollout.
Flexibility & core work hours
“We have to support healthy families.”
Self-confidence — the 100 percent vs 60 percent stat
“You’ll be held back by others, don’t hold yourself back.”
“It’s okay to ask for forgiveness and not permission.”
“Do something scary & a little bit outside your reach.”
Women in STEM
Work-life balance
“Everything I learned as a manager I learned by being a parent first.”
Using technology to stay connected
“We all make choices in our lives.”
Learning when to embrace opportunity & when to let go
Setting the tone — “It’s okay not to be working at night, working around the clock.”
Attributes of successful leaders
“We’ve become mentors because we’ve had great mentors.”
Byrne’s football analogy
Encouraging timid women to “speak up”
Benefits of professional networks — “How do we reach out and leverage the people that can help us?”
Guarding against being “too busy”
About our CIO panelists: Annecharico, Byrne, Loveless & Schade
JHM study on women in the C-suite
“The barriers are really relatively complex.”
Role of culture in enabling advancement
Mentors & the confidence boost
Challenging women to “look over the edge and do something scary.”
Competing for talent in the Chicago area
Encouraging staff to get Epic-certified
Keeping morale high — “It’s our job to keep them wanting to work here”
Finding the right mobile device management strategy
“You are the sum of your experiences”
Dealing with multiple vendors
“I love my job. This is the best gig.”
Reacting to the ICD-10 postponement — “They ripped the rug out.”
Frustration with regulations
Participating in the MetroChicago HIE
Concerns with the HIE funding model — “Hospitals already have a strain on their budget”
Investing in education and training for staff
Using in-house talent to staff Epic rollout
“When we lose good people, we’re able to replace them with good people”
“I have to prove my worth at every interaction”
Replacing every department system in the next year
Not letting projects sit on the back burner
Data warehousing strategy — “build, deploy; build, deploy”
Waiting to attest until they’re live on Epic — “It’s the right thing to do for the organization”
Seeing MU as a bonus, not a driving factor
