It isn’t just the CIO who should be the driving force of digital transformation, says Brian Thomas, who believes it “has many motivations, and is the responsibility of many people,” from top to bottom.
Wearables offer enormous potential for improving outcomes, but obstacles exist that can prevent the critical step of integration with the EHR, says CIO Brian Thomas.
Through their ability to improve the consumer experience and help better manage health, wearables represent a critical transformation, says CIO Brian Thomas, and it’s just the beginning.
The success or failure of an organization has much more to do with the culture that is created than it does with the individual who’s been put in charge, says CIO Brian Thomas.
Customer service doesn’t happen in the boardroom or on a memo; it happens with the people who buy your products and services, says CIO Brian Thomas, who talks about a concept that’s becoming endangered.
The many tasks involved in orchestrating organizational transformation can place too much of a burden on frontline staff and executives, says CIO Brian Thomas, who makes a case for a Transformation Management Office.
Leadership isn’t just a title and it takes more than lip service, says CIO Brian Thomas, who believes true leaders must show their team what’s right through actions and not just words.
When managed poorly, meetings can be a huge time waster. But if you follow a few critical steps, they can improve staff engagement and collaboration, says CIO Brian Thomas.
The IT team can provide valuable input that can benefit the entire organization. It’s the CIO’s job that others realize its value, says Brian Thomas, who offers advice on how to do that.
From communicating clearly to setting attainable goals, there are a number of steps leaders can take to create – and maintain – an effective team, says CIO Brian Thomas.