It’s one thing to talk to fellow CIOs about their leadership style or strategy; it’s quite another to get to see firsthand how they interact with their peers and solve problems, says Sue Schade.
Learning From Leaders
Improving Value, Reducing Costs
The idea of cost cutting can be met with skepticism and resistance, but if healthcare organizations want to eliminate waste and deliver services more efficiently, we need to find a way to embrace them, says Sue Schade.
What To Expect From An Interim CIO
For Sue Schade, her time as an interim CIO at University Hospitals has been a combination of operations and consulting. The result? Improved processes and a new strategy for the permanent CIO to execute.
Puppies And Rainbows
Because the executive search process is a two-way street, with both parties evaluating whether there is a match, it’s critical to go deep with questions and even make candidates uncomfortable, says Sue Schade.
Teamwork At Its Best
In an ideal world, outages wouldn’t happen. But in reality they do, and having a team that can come together, assess the situation, and work together to restore systems makes all the difference, says Sue Schade.
Power Of A PMO
The primary objectives of a project management office are to get everyone on the same page and incorporate a continual self-evaluation process, says Sue Schade, who offers tips on what has worked for her team.
What Upgrade?
It’s always a good sign when an upgrade is uneventful, says CIO Sue Schade, who discusses the critical steps her team took on both the vendor and clients sides to ensure a successful go-live.
Just Breathe
In a high-pressure environment like health IT, learning how to manage stress is critical both for leaders and their staff, says Sue Schade, who offers some learnings from a recent town hall.
Who’s On First?
Whether a project is relatively simple or messy and complex, it needs a clear owner who can facilitate a solid communication strategy, says CIO Sue Schade.
IT Governance: Basic But Critical
No matter how high the demands for IT get — and they can be downright insatiable — the “yes machine” can’t continue without some tradeoffs, says CIO Sue Schade.
