This document summarizes a presentation about setting vision and strategy for health IT leaders in dynamic times. It discusses exploring new leadership skills required for effective collaboration. It also addresses aligning technology strategies with organizational services and objectives. Additionally, it covers representing the organization to external partners to achieve business goals while leveraging technology. The presentation provides approaches for health IT leaders to develop an organizational vision and strategy that can adapt to changing conditions.

1. A CHIME Leadership Education and Development Forum in collaboration with iHT2
HIT Leader 3.0 Cornerstone:
Setting Vision and Strategy in Dynamic Times
LIZ JOHNSON, MS, FCHIME, FHIMSS, CHCIO, RN-BC
Chief Information Officer, Acute Care Hospitals & Applied Clinical Informatics
Tenet Healthcare
#LEAD15

2. A CHIME Leadership Education and Development Forum in collaboration with iHT2
•Explore new leadership skills and traits required of the future HIT Leaders to
enable effectiveness across organizational lines and with their C-Suite peers.
•Discuss approaches for the future HIT Leaders to ensure that technology
strategies are aligned with both current and planned organizational services in
highly dynamic and changing times.
•Explore effective skills for the HIT Leader 3.0 in representing their
organization to external customers and business associates that leads to
successful achievement of the business vision and strategy while leveraging
technology strategies.
Learning Objectives

3. The future is happening all around us: in our world, our nation and our
industry so we cannot live in a bubble and be passive bystanders.
Even using proven practical approaches in response to current industry
demands will no longer be enough. Change is moving forward so rapidly,
you’ll always be playing catch-up and you can no longer afford to do that.
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4. What is the Hype Cycle Telling Us About IT’s Role in
Healthcare?
Innovation
Trigger
Peak of
Inflated
Expectations
Trough of
Disillusionment
Slope of Enlightenment
Plateau of
Productivity
time
expectations
Plateau will be reached in:
less than 2 years 2 to 5 years 5 to 10 years more than 10 years
obsolete
before plateau
As of July 2015
Precision Medicine
Patient Decision Aids
Smart Machine Healthcare Sages
3D Bioprinting Systems
for Organ Transplant
Nanomedicine
Patient Engagement and
Persuasion Analytics
Real-Time Healthcare Costing
3DP-Aided Hip/Knee Implants
Genomics Medicine
Population Health Management Platforms
Healthcare-Assistive Robots
Quantified Self
Personal Health Management Tools
Care Coordination and Management Applications
Provider Population Health Analytics
Computer-Assisted Clinical
Documentation Improvement (Hospital)
CPOE/E-Prescribing (Non-U.S.)
Big Data Generation 3 EHR Systems
(Non-U.S.)
PCMH Certification
Personal Health Record
Accountable Care Organization
LCST App Platforms
Computer-Assisted Coding (Hospital)
EHR-Based Perioperative Charting and Anesthesia Documentation
Advanced Clinical Research Information Systems
Integrated Clinical/Business Enterprise Data Warehouse
Interactive Patient Care Systems
Generation 3 Enterprise Patient
Financial Systems (U.S.)
Patient Portals
E-Visits
Real-Time Healthcare
Temperature/Humidity
Monitoring
Remote ICU
Wireless Healthcare
Asset Management
Patient Throughput and
Capacity Management
Source: Gartner, “Hype Cycle for Healthcare Provider Applications, Analytics and Systems, 2015”

5. What you need to do
• Values: the identity of the organization
• Mission: the reason for being
• Vision: a mental picture of what you want to
accomplish or achieve.
• Strategy: how to get there
Understand the
Create the
Plan the
WHY
WHAT
HOW

6. Dynamic times? Understanding what’s up
Industry Technology
 Population Health
 ACOs
 ICD-10
 Bundled payments
 Price Transparency
 MU Stage 2 and 3
 Hospital systems merging
 Quality Measures
 Telehealth
 Patient Safety
 Interoperability
 Information Blocking
 APIs
 Patient Identity Matching
 Cybersecurity/Data Breaches
 Cloud-based Infrastructure
Services
 Realizing value from the EMR
 Usability issues
 Emergence of two powerful vendors
……… With a tendency to focus on what is
urgent rather than what is important
WHY?
ValuesandMissionDrivers

7. WHAT?
Hatch a vision that is connected with the organization’s values and mission for the
present and the future
First, create the VISION
Getting your ducks in a row before they are actually ducks is TOUGH!!!

8. What makes for a successful VISION statement?
1. Communicates the resultant outcome or future position of the
organization
2. Inspirational and invokes followership
3. Simple and Concise

9. Nike
“To bring inspiration and innovation to every athlete in the world. If you have
a body, you are an athlete.”
Amazon
“To build a place where people can come to find and discover anything they
might want to buy online.”
Words are great but pictures are
even better……….
Start with a blank canvas
Examples of great vision statements

10. Turn that mental vision into something
everyone can connect with
We enhance the well-being of people in the communities we serve through a
not-for-profit commitment to compassion and excellence in health care services.

11. HOW?
Now, start to create the strategy
Strategy creation follows a
three-stage process:
1. Analyze the context in which you're operating
2. Identify strategic options
3. Evaluate and select the best options

12. Analyze Your Organization
• Resources, liabilities, capabilities,
strengths, and weaknesses.
(SWOT Analysis).
• Core Competencies. Unique
strengths--differentiators—gaps
Analyze Your Environment
• Opportunities you should
pursue?
• Future scenarios that are likely in
healthcare
• How will these impact the work
that you do?
Analyze Your Customers and
Stakeholders
Analyze Your Competitors
1. Analyze Your Context
and Environment
To create a clear advantage
and meet your objectives
• Brainstorm Options
• Examine Opportunities
and Threats
• Solve Problems and Fill
Gaps
2. Identify
Strategic Options
• Evaluate each option in the
light of the contextual factors
you identified during analysis.
• Techniques like Risk Analysis
and Impact Analysis to spot the
possible positive and negative
consequences of each option.
• Financial techniques like
Cost-Benefit Analysis, Break-
Even Analysis and Decision
Trees are helpful.
• Grid Analysis is particularly
helpful for bringing together
financial and non-financial
decision criteria
3. Evaluate and Select
Strategic Options

13. ….. and sprinkle in the strategy fundamentals
• Start with executive sponsorship
• Match technology options to your organization’s
strategies, initiatives and timelines
• Identify key initiatives and due dates
• Develop the high level financial requirements –
capital and operating
• Include strategic commitment for infrastructure
and life cycle investments
• Include staffing requirements

14. Now go make it happen
Choose to be a Visionary

15. Visionaries take on the challenges of the
future without fully understanding what those
challenges will be. They listen to the noise that is
created by something that is currently deemed
impractical.
Where can you hear that noise?
…… by staying constantly aware of what is
happening in the world, the nation, the industry,
understanding that what happens today informs
and drives what will be 5…10… 20… years from
now.
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16. How about you?
I challenge you to start to think like a visionary…
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17. What characteristics define being a Visionary?
1. Practice Re-Imagining How Things Are - exploring
possibilities for change can be a portal to seeing the future.
2. Adopt an Outside-In Perspective - Seeing the business
from an outsider's point-of-view is enlightening. The practice can inform
new ways of thinking and doing because it opens a business up to re-
examining its "sacred cows."
3. Ask "Why Not?" - When identifying options, don't give up on a
preferred solution just because it first appears impossible to realize
4. Seek Synergies - Leverage ideas and concepts from like-minded
people.
5. Integrate Disparate Ideas Into Your Thinking -
Innovation can be described as the reapplication of existing technology.
Inc.com columnists Published on: Oct 14, 2014
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18. • Are you stuck in traditional
break/fix cycles?
• Are you unwilling or afraid to be
your own “MacGyver” or to hire
one?
• You are GREAT at solving
problems but are you solving the
right ones and using the right
approach?
Ask yourself if you have been too “practical” in how you solve your
technology problems of today?
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19. Strive to be the CAO – Chief Accelerator Officer !!!!
Make things happen and make them happen fast!
• Try to forget about boundary lines and rules when
thinking through technical solutions. Build your backyard
without any fences.
• Hire the kids who invented amazing apps when they were
12 years old and let them figure stuff out.
• Be an “intern for a day” with an HIT leader, CIO,
Informaticist from another organization or in another
industry
• Be a BFF with a data scientist
• Lead the social media revolution
• Become an “interprofessional” to augment and support the
contributions of others
CA
O
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20. Q & A
Liz Johnson, MS, FCHIME, FHIMSS, CHCIO, RN-BC
Chief Information Officer, Acute Care Hospitals & Applied
Clinical Informatics
Tenet Healthcare
Liz.Johnson@tenethealth.com
A CHIME Leadership Education and Development Forum in collaboration with iHT2
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