Health care CIOs play a crucial role as organizational change agents

The role chief information officer (CIO) was created decades ago, in part, because the IT function in an organization tended to be seen as strategic and CIOs were often meant to focus on enterprisewide initiatives, not just on technology implementation. Given the rapidly evolving use of and dependence on technology today, many organizations now rely on their CIOs to not only lead the IT function but also to serve as the organization’s change agent to facilitate and expedite organizational digital transformation. These leaders aren’t just implementers; they’re translators, visionaries, strategists, and most importantly, influencers. 

And in health care, the CIO as change agent is especially needed given the growing use of artificial intelligence, cloud computing, reliance on automation and need for data analytics, as well as the expanding threats to data security. The following touches on the role of a CIO and how health care organizations can benefit from these essential change agents.

Anticipating disruption, communicating change

Today it is quite common to read about a new cybersecurity incident that crippled an organization’s operations, leading to a costly ransomware payment. Today’s CIOs must be ready to prevent any potential threats that can disrupt the operations of a health care organization. A perceptively skilled CIO can increase their chances of successfully handling any potential major disruptions due to cyber threats by being heavily involved in the interoperation of systems across the enterprise, with policymakers and communicators.

To that end, CIOs should have strategic communication strategies including newsletters, emails and intranet updates to help bridge awareness and provide information to their organization and key stakeholders, along with providing consistent updates on IT projects and cybersecurity measures, while ensuring all communications are clear, concise and free of technical terminology so all parties remain engaged. Effective communication skills are essential to convey complex technical concepts in everyday business language. Implementing technology changes in health care requires constant collaboration. The strong CIO as change agent collaborates closely with clinicians to ensure successful adoption. Their influence extends beyond technology decisions and managing data to broader organizational strategy by improving patient care, reducing costs and enhancing operational efficiency.

In addition, health care CIOs must be mindful of costs. Organizations are navigating tight margins and having a CIO who is able navigate these channels is key. IT solutions are often expensive and require significant time and resources. CIOs who drive significant change should leverage long-term cost optimization strategies throughout the organization, bridging the gap between technology and clinical outcomes, ensuring that IT solutions benefit both clinicians and patients.

Driving change, adding value

Health care organizations will continue to invest in technologies. According to Flare Capital Partners, investors have poured more than $30 billion into health care AI startups in the last three years and roughly $60 billion in the last 10 years. Health information technology projects, with cybersecurity and electronic health record modernization, are topping the list. However, as operating costs remain elevated and a tight labor market prevails, health care organizations must also remain strategic in enhancing their digital transformation and mindful of their return on investment. Investing in tools that can help boost efficiency and reduce waste, while simultaneously improving the quality-of-care delivery, is essential and CIOs play a crucial role. Their efforts can drive:

• Better access and usage of analytics to assess patient and operational trends, providing smart decision making.
• Improved cybersecurity and data privacy.
• Enhanced collaboration and communication throughout the organization.
• Implementation of key systems that improve workflows, patient engagement and operational efficiencies.

These elements all work to advance change and care delivery, as well as fortify overall improvements and resiliency for the entire health care organization and the communities they serve.