Forgive me, then again I basically want to vent. Consider for a 2nd about your neatly being facility or neatly being tool’s IT chief. Would you describe this explicit particular person as controlling or collaborative? Do you although actuality be informed take note of? And what large distinction does it make?
In my situation at Microsoft, I meet with many alternate and medical leaders in well being and healthcare. I furthermore work sparsely with our account executives and picks specialists who establish on IT leaders of hospitals, neatly being methods, and clinics all over the world. Over time, I’ve concluded that IT administration continuously falls into one in all two classes; controlling or collaborative. Inside of of some minutes of journeying most healthcare corporations, I will endlessly inform if the IT administration is controlling or collaborative. There’s additionally steadily an rather direct correlation to the crew’s functionality to innovate and change into.
Despite the fact that the IT chief in a healthcare workforce might grasp rather a couple of titles together with IT Director, Chief Expertise Officer, or Chief Knowledge Officer, for capabilities of this publish I’ll take a look at with the IT chief for the reason that CIO.
The controlling CIO runs a very tight ship. There’s no question about that. He insists that all information about new technologies, products or solutions go exclusively though him or someone in his department. Vendors are not permitted to meet with anyone else in the healthcare organization without the implicit permission of the CIO or his delegate. Meeting with a clinical leader or business leader outside of IT, and especially without the blessing and presence of IT, is strictly forbidden. Breach this rule and there will be hell to pay. The downside of this kind of controlling behavior is that information about new technologies, products and solutions may never reach those who need it most. It’s ironic that in this case the Chief Information Officer seems to be the person withholding or at least filtering the very information his organization needs most. The motivation behind this behavior may be driven by a need to “protect” IT staff from taking on more work. It may also be motivated by fear that a new technology or solution will reduce IT staff and is therefore threatening to the IT department and the CIO’s power in the organization. While withholding or filtering information may be good for the CIO and his staff, it is very damaging to the organization. Clinical and business leaders don’t know that they don’t know. This stifles innovation and holds back the organization in adopting new technologies that will help drive clinical and business transformation.
The collaborative CIO also runs a tight ship, but she is driven to make sure that clinical and business leaders in her organization are up to date on the latest technologies, products and solutions. She is a collaborative mentor who helps other leaders and end users improve organizational performance. She encourages other leaders in her organization to meet with relevant vendors and IT experts to make them aware of the latest advances. She often organizes meetings with vendors and proactively invites other leaders in her organization to attend. She selflessly does what is best for the entire organization rather than what is best for her department. She understands that her organization’s business is patient care and every IT decision and project should be aimed at improving business and clinical processes for better care access, quality and cost. She views IT as a facilitator of business and clinical transformation. She also knows that besides the technology it is more often the people, processes, behaviors and cultures that determine the success or failure of IT projects. Knowing this, she includes stakeholders in the earliest discussions about new technologies and solutions and encourages their continued support, education and involvement every step of the way. She makes sure that every person in her organization has access to the information they need to make the best decisions about what technologies and solutions they will use to drive personal and organizational performance.
So is your IT leader controlling or collaborative? Is he or she driving your organization forward or holding you back? Do you even know? If you are a business or clinical leader in your organization, I would urge you to find out. Like I said, you may not know what you don’t know. Trust me, your fiercest competitors will be those organizations whose technology leaders are far more collaborative than they are controlling.
Bill Crounse, MD Senior Director, Worldwide Health Microsoft