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

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

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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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”

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

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?

Val

ues

an

d M

issi

on

Dri

vers

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!!!

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

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

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.

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

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

….. 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

Now go make it happen

Choose to be a Visionary

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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How about you?

I challenge you to start to think like a visionary…

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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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• 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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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

CAO

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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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