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Before any major project can be launched, there are “core fundamental and foundational processes” that need to be established, says CIO Tom Barnett. At URMC, it started with creating an IT Service Management team.
As digital tools become more critical to operations, it’s becoming increasingly important to develop a more “coherent and structured” process that can give health IT leaders the knowledge and experience they need, says Will Smart.
Technology should never feel like a burden — it should feel like a natural extension of the caregiver, and a tool they can leverage to enhance care quality, says Sheryl Sypek, CIO at Chapters Health System.
When it seems the vendor market hasn’t caught up to the needs of a certain segment – like non-acute care, for example – you can settle for what’s available or take another tactic, says CIO Sheryl Sypek.
One of the most challenging – and most important – aspects of leadership is knowing when to “go full throttle” with an initiative, and when to back off and listen to the concerns of others, says CIO Nicholas Szymanski.
