When many CIOs began their career or even when they became CIOs, their main job was to keep the “lights on.” A large chunk of their work was focused on things like the network, servers, desktops, printers, email, network shares, pagers, and the data center. There was a lot of IT “plumbing” that was happening in healthcare and the CIO was responsible for making it happen. It was a lot of work with quickly changing technologies.
As IT has evolved, much of the management of that technology has been pushed to the CTO or a Director of IT and the role of the CIO has evolved into more of a strategic leader in the organization. CIOs no longer can just be focused on keeping the IT running. Instead, they need to be part of the digital strategy of the healthcare organization.
Sam Hanna, PhD, EVP of Consulting & Innovation and Chief Strategy Officer at Divurgent, has seen this evolution first hand through his work with a wide variety of healthcare organizations and CIOs. We had a chance to talk with him and he shared some of the keys he’s seen to developing collaborative leadership as a CIO at a healthcare organization. As part of that, he shared examples of where he’s seen a leader effectively manage conflict with other operational leaders and what key skills are needed to do that effectively.
Hanna also shared the most important digital initiatives healthcare organizations should be focused on and how a healthcare CIO can balance all the competing priorities across clinical, revenue cycle, and administrative functions. Plus, he shares some keys to effectively quantifying and qualifying the value of a digital health project.
If you’re a CIO interested in more effectively executing your digital strategy and working collaboratively with other leaders in your organization, you’ll enjoy this interview with Sam Hanna, PhD from Divurgent.
Learn more about Divurgent: https://www.divurgent.com/
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