Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision. Learning Objectives: 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. Russell Branzell, FCHIME, CHCIO President & CEO CHIME

1. 1
HIT Leader 3.0 Cornerstone:
Setting Vision and Strategy in
Dynamic Times
Russ Branzell, CHCIO, FCHIME
CEO/President

3. We’ve come a long way!

5. What’s Important to the C-Suite?

6. American College of Healthcare Executives
Top Issues Confronting Hospitals: 2013
Issue 2013 2012 2011
Financial challenges 2.4 2.5 2.5
Patient safety and quality2 4.9 4.4 4.6
Healthcare reform implementation1 4.3 4.7 4.7
Governmental mandates 4.9 5.0 4.6
Care for the uninsured 5.6 5.6 5.2
Patient satisfaction 5.9 5.6 5.6
Physician-hospital relations 6.0 5.8 5.3
Technology 7.9 7.6 7.2
Population Health Mgt 7.6 7.9
Personnel shortages 8.0 8.0 7.4
Creating ACO 8.6 8.6 8.4

7. How to Be a CEO for the Information Age
Michael Earl and David Feeny
Sloan Management Review, Winter 2000, Volume 41 Number 2
“The implications for existing and
aspiring CEOs are equally clear.
Information technology is now a survival
issue…more and more frequently IT
issues are now wrapped inside wider
questions of business strategy.”

8. The Black Hole of IT Value
“While [the system] has helped [us]
boost patient safety and medication
administration processes, [we have]
put quality of care and improving
safety ahead of ROI and time
savings.”
- VP of Quality and Care Management
“I estimate that about half of our IT
investment generates value . . . I just
can’t figure out which half.”
- Healthcare CEO
“Some healthcare CEOs refer to IT as
that black hole you pour money
into… never seeing results.”
- Healthcare CEO

9. The Healthcare CIO:
From Crawling to Walking Upright, to Carrying the Organization
Knowledge
Purveyor
Technology
Interpreter
Process Visionary
Process
Consultant
Financial Analyst
Change Agent
Educator
Lobbyist
Service Broker
Project Advisor
Venture Capitalist
Customer Service
Innovator
Economist
Risk Manager
Political
Visionary
Application
Purveyor
Vendor Manager
Project Manager
Asset Manager
Problem Manager
Skill Manager
Process Navigator
An Advisor
role
A Driver role
Tech Manager
A Supportive
role
CIO 1.0 CIO 2.0CIO 1.5
An Enabler role
IT Operations
+ +

10. Building Blocks of HIT 2.0
• Healthcare
Information Exchange
• Certified Electronic
Health Record
• Patient Portals
• Data Warehouse
• Business Intelligence
• Complete Data
Integration
• Data Analytics
• World-class IT Team
• Unified
Communications
• ACO System
• Population Health
System
• Document
Management

11. Business Value in Healthcare
Healthcare
Value
˭ Dollars
Spent
Patient Outcomes
&
Revenue
Enhancement
Adapted from Value Measurement for Healthcare, Harvard Business School Executive Education
˭
IT/Informatics
Value

12. Future IT Trends
• Security
• Cloud
• Telemedicine
• Predictive
Modeling
• Patient
Empowerment
• Big Data
• Consumerism
• Consolidation
• mHealth
• BYOD/T

13. versus
Evolution:
gradual development of
something, especially
from a single to a more
complex form.
Revolution:
fundamental change
in a way of thinking
about or visualizing
something.
EVOLUTION
REVOLUTION
vs
.

14. Care Improvement Process
Status Quo – Fee for Service
Wellness Care
Quality Care
Managed Care
Value Care

15. 1) Integration
2) Value (Cost & Quality)
3) Transparency
U.S. Healthcare - Three Process Trends

16. “The job of the leader
isn’t
just to make decisions,
it’s
to make sense.”
The Big MOO, The Group of 33, Edited by Seth Godin.
Quote by John Seely Brown

17. Before Vision and Strategy …
Values
Vision
Mission
Strategy

18. What we are talking about
• 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

19. How do they work together?
Values Mission Vision Strategy
• Determines
distinctiveness
• Prescribes
participation
• Expresses essentials
• Affects action
• Inspires investment
• Leverages leadership
• Supplies success
• Dictates direction
• Formulates function
• Focuses future
• Directs decisions
• Causes congruence
• Enhances
effectiveness
• Ensures endurance
• Facilitates feedback
• Endows energy
• Creates cause
• Fosters failure
(positive)
• Legitimizes
leadership
• Sustains structure
• Commands
commitment
• Accomplishes
mission and vision
• Improves insight
• Maximizes
momentum
• Retains resources
• Accentuates
achievements
Determines Mission and Vision

20. “ The people in the high-
performance IT organization
don’t feel different from other
corporate citizens…They
operate according to the same
corporate values as everyone
else and are measured by the
same tough performance
standards.”
“Getting IT Right” by Charlie S. Feld and Donna B. Stoddard

21. Strategy Example

22. “Making IT work demands the same
things that other parts of the business
do - inspired leadership, superb
execution, motivated people, and
the thoughtful attention and high
expectations of senior
management.”“Getting IT Right” by Charlie S. Feld and Donna B. Stoddard
Harvard Business Review, February 2004

23. Be a Strategic IT Leader
• Understand the business
• Build bridges with clinicians
• Anchor your thinking in process
improvement and measurement
• Use simple and straight forward
communication
• Establish trust by achieving results
• Look for direction and new approaches
• Contribute ideas and options

24. Engage Your Senior Team
• Explain and educate on the value of IT;
encourage CEO’s visible commitment
• Build relationships with key IT vendors and
suppliers
• Partner with the CMO, CMIO and CNO to
build a strong clinical informatics function
• Work with the CFO to build effective
financial processes and systems

25. Create a Framework for Strategic
Alignment
• Establish an IT executive strategic planning
group (IT governance)
• Guide the executive team to set priorities,
standards and guidelines
• Contribute to decision-making methods
and criteria
• Include regulatory, security and
infrastructure requirements

26. Approaches to 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

27. Approaches to Strategy
Stage 1: Analyze Your Context and Environment
• 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

28. Approaches to Strategy
Stage 2: Identify Strategic Options
• To create a clear advantage and meet your objectives.
1. Brainstorm Options
2. Examine Opportunities and Threats
3. Solve Problems and Fill Gaps

29. Approaches to Strategy
Stage 3: Evaluate and Select Strategic
Options
• Evaluate each option in the light of the contextual factors you
identified in Stage 1. What do these tell you about each option?
• 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, use of Net Present Values (NPVs) and Internal Rates of
Return (IRRs), and Decision Trees are helpful.
• Grid Analysis is particularly helpful for bringing together
financial and non-financial decision criteria

30. Develop the IT Strategic Plan
• 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

31. Cultivate Sponsorship
• Seed formal Executive Sponsor for all IT
enabled strategies
• Use IT as an accelerator of strategy
• Build clinician driven structures to design
and validate applications and to prioritize
demand for optimization and continuous
enhancement of systems

32. Create a Multi-Year Roadmap
• Identify the key IT initiatives
• Identify project schedules and duration
• Include interdependencies
• Use as a basis for developing the business
case and Total Cost of Ownership models
for projects

33. The Big Shift in IT Leadership
Strategy -- 7 Action Steps for CIOs
• Architect the digital blueprint
• Become an information steward
• Get the basics right
• Eliminate cyber threats
• Collaborate around the clock
• Strengthen relationships across the C-suite
• Look above the operational parapet
Linda Ban, "Moving from the Back Office to the Front Lines"

34. 34
Leadership

35. 35
Practical

36. Aligned

37. Aligned Top Five or So
• Thoroughly Understand System Plan
• Determine Enterprise Architecture Requirements
• Build IT Plan to Enable System Plan Success
• Ensure Direct Correlations Between Plans
• External Reviews with Partners & Advisors
• Bounce Concepts & Plan with Steering Cmte

38. Radical?

39. Strategic Advantage Comes via Differentiated
Capabilities, not Position
If we don’t develop differentiated capabilities, the competition will
eventually catch up and pass us
Start Finish
Position
Capability
2 mile / hr.
8 mile / hr.
Differentiated Capability
18 mile / hr.

40. Radical
• Initiate New Business
• New Executive Orientation
• Embed in Governance and PMO Processes
• Engage Rank and File
• Allow Margin for Innovation
• Review & Adjust Quarterly
• Plans Should Reflect Simplicity and Beauty
• Signatures
• Execution > Pontification

42. Care Improvement Process
Status Quo – Fee for Service
Wellness Care
Quality Care
Managed Care
Value Care

43. 1. Don’t accept the status quo
2. Semper Gumby: “Always Flexible”
3. Plagiarism is skill, not a crime
4. Don’t evolve, REVOLVE!!!!
5. Make somebody mad today!!!!
Rules of the Revolutionary CIO

44. Thank you!