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Foundation Members:
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Healthcare CIO Boot Camp Program Syllabus
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The Healthcare CIO Boot Camp program is tightly focused and highly productive.
Each day we guide you and your colleagues through a logical progression of elite
learning founded on the CIO Success Factors. The CIO Success Factors serve to focus
your development opportunities on a manageable set of critical leadership skills.
Day One
#1 - Set Vision and Strategy: Determine How IT Can Best Serve the Business
Business growth and profitability depend on your IT strategy. You know what's possible. Communicate that vision to key decision makers, your business colleagues, and your IS organization. Forge trusting partnerships. Sustain them by matching IT investments with business goals. Anchor everything to an IT architecture that supports change and catalyzes growth.
Learning Objectives:
- Understand the nature of strategy
- Discuss IT-business strategy alignment/convergence
- Review complementary strategies and strategy evolution
- Define cross cutting strategies
#2 - Make Change Happen: Monitor and Influence the Dynamics of Adaptive Change
In today’s healthcare industry the only real certainty is that there will be constant change. Technologies, regulations, and healthcare practices are transforming rapidly. Organizations that are able to ride this wave of change and harness its power will prosper. Effective healthcare CIOs know that simply reacting to these changes is not enough, they must guide, implement, and adapt to change in a way that is challenging, exciting and a regular part of everyday business. Learn to proactively create change to take advantage of the opportunities in a turbulent environment, cultivate new and more efficient ways of doing business, and improve your organization’s ability to provide quality care.
Learning Objectives:
- Establish a sense of urgency in response to market conditions and opportunities
- Identify the adaptive challenges needed by the business and keep IT focused on them, e.g. close the gap between where the technology is now and where it needs to be
- Emphasize the core values/vision that hold the organization together in the face of constant change
- Remove obstacles to change, e.g., systems, practices, distractions that inhibit change
- Orchestrate the pace, sequence, and timing of change to prevent others from being overwhelmed
#3 - Build Technological Confidence: Demonstrate IT’s Business Value
How can you effectively demonstrate IT's business value? How should you prioritize business-enabling IT investments? Most organizations have more IT-enabled initiatives than they can fund. Learn how to anticipate and assess new technologies, then make decisions about what to fund, what to delay, and what to discard. Understand how to develop defensible metrics that link operational business value to IT value indicators and effectively communicate the value proposition to satisfy all stakeholders.
Learning Objectives:
- Anticipate, find, and evaluate new technological developments
- Educate officers and business unit heads about IT and its possibilities
- Develop networks in the healthcare industry or with other CIOs that bring new business and technology perspectives to the organization
- Gauge the appropriateness and value of new technologies for the business
Small Group Work Study Opportunities throughout Day One
Networking Reception
Day Two
#4 - Instill Customer Service as a Core Value: Ensure Continuous Customer Satisfaction
Customers, both internal and external to the organization, give the enterprise its purpose for existing. To synchronize business and IT to deliver maximum benefits, the CIO must work with customers to understand the greater needs of the business they serve. Instill continuous customer service as a core value in the IT organization and then provide your people with the skills and resources needed to meet these goals. Learn how to balance volatile external forces like business climates, customer expectations, political and economic environments, with slower-moving internal forces. The key: manage the inputs rather than the outputs.
Learning Objectives:
- Treat customers as business partners
- Strengthen IT’s ability to serve by sharing power and building individual capability to address customer’s needs
- Explain technology at levels appropriate for technical and non-technical audiences
- Seek feedback to assess IT’s reputation for value and service
- Contribute to the success of customers and colleagues
#5 - Build a High Performance IS Organization
An organization is only as good as the caliber of its people. As the business changes, a growing mix of relevant business and technical acumen is required. Yet, finding and keeping top IT talent is both challenging and critically important for today’s healthcare IT organization. As the shift from physical assets to knowledge assets continues, CIOs are tasked with building leaner, more responsive infrastructures. Learn how to focus and streamline for new business realities, identify key skills, recruit the right professionals, and manage your people for optimum performance.
Learning Objectives:
- Attract top IT talent by creating a challenging, exciting, and diverse workplace
- Motivate employees by communicating the vision and strategy of the organization
- Distribute leadership in the organization by teaching others to lead
- Prepare the next generation of IT leaders through exposure to industry, technology and business challenges
#6 - Build Networks and Community: Cultivate an Atmosphere of Collaboration
The healthcare CIO faces a complex and demanding world, and managing the complexities of the IT organization is an overwhelming task for one individual. To be successful, the CIO must rely on and leverage networks within the community and develop an accountability framework that will encourage desirable results. Value and cultivate collaboration across functions, organizational boundaries and geographic locations by building relationships based on trust, collaboration, and mutual benefit.
Learning Objectives:
- Build and maintain an active network of internal and external relationships based on shared interests and needs; developing trusting and trusted relationships
- Demonstrate effective give-and-take relationships with others, e.g., senior leaders, physicians and other stakeholders, peers, direct reports, customers
- Demonstrate an understanding of others’ perspectives and agendas
- Effectively balance the interests and needs of IT with those of the broader goals of the organization and community
- Be prepared for the unexpected
Small Group Work Study Opportunities throughout Day Two
Networking Reception and Participant Dinner
Day Three
#7 - Contemporary Best Practices Applied to the Healthcare Information Technology Industry
To build the Information Technology enterprise of the future, CIOs are required to be students of best practices formed within the healthcare industry and increasingly recognize innovations that occur in other leading service sectors. Identifying and rapidly assimilating best practices results in improvements in information technology operations, cost structure, and overall project performance. The CIO needs to create a culture of ongoing improvement that embraces leading practices and benchmarks internal processes with peer organizations.
Learning Objectives:
- Share leading practices that may be readily applied to your own organization
- Indentify key success factors and lessons learned in assimilating practices
- Contribute to the overall learning experience by offering your own leadership perspectives
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