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Today in health, it we're going to take a look at how leading CEOs, cultivate business centric it. Great article in cio.com. We'll talk about it in a minute. My name is bill Russell. I'm a former CIO. For a 16 hospital system and creator of this week health. Set of channels and events dedicated to transform healthcare. One connection at a time.

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Let's take a look at this article. It's a good article. Cio.com September 3rd, Beth Stackpole title is how leading CEOs cultivate business centric. It. And it. The discussion is really around. How do you transform the culture? I think if I had to really encapsulate it, how do you transform the culture in order to make sure that the it organization is business centric? And they have a lot of case studies in here and a lot of different strategies and approaches.

So let me give you a little bit of the excerpt and then we'll go into it. Let's see duke university health system shopped around to fill out it's it ranks much like any other organization seeking candidates with strong technical chops and prior experience in core systems today. It's top it hires have quite a different pedigree while technology prowess remains an important attribute, many in it now hail from different functional areas. The connective tissue being a passion for the intersection of healthcare and business.

I would say this maybe a little differently, but regardless. This is a great approach. So at one point. And we've talked about this over the years. At one point, we were hiring a CIO because they understood what goes on in the data center. And then we moved. Really towards people who understood how to get things done, maybe projects, project management, project execution, and those kinds of things. And now we're saying, you know what?

This stuff is so integrated when you're looking at business. Data and analytics, and then you're starting to look at AI and integrating into workflows. So much of it has to do with that. Now it's a and so one of the ways you can actually make this cultural transformation is in hiring. It's fine.

The shift means it employees have responsibility to flex their technical muscle, but also to contribute to the business of patient care and enabling the healthcare team. Our employees need to understand first and foremost, That their job might be technology, but ultimately what they do is impact and enabled the physician, clinicians, and nurses. Who deliver patient care says Dan Bruno, chief of staff. And chief operating officer at duke health, whether you're working at the service desk, keeping the network secure or providing storage. For research projects.

What you're trying to accomplish is taking care of patients and their loved ones. So it's having that business mindset. That's not the only strategy that is talked about in this. One of the strategies. I really like. Is not. Th they also talk about embedding your it staff. In rounds. And putting them out in the business, but then they talk about the reverse of that, which I find really interesting.

I'm trying to find words where it is an article. But one of the best ways that. Again, reading from the article, what are the best ways to make it? Make it more in tune with the business to build bridges at that breakdown silos and create pathways between the traditional tech organization and various enterprise functions.

Some it organizations are creating business facing it roles. That are aligned for specific areas, such as e-commerce manufacturing, so forth and so on. Alternatively, they are placing line of business workers in it. That's the flip right. So now we're going back out into the organization and we're pulling some of those people into the it organization now in the healthcare world.

And they go on and talk about how duke does this. And the healthcare world, what you might do is you might want to find some physicians, some nurses, and we've been doing this over the years as well. Where you pull them in with some of their some of their extra time or you pay them for some extra time. So you have some tech savvy. Clinicians and you take what piece of time that you can and you bring them in because there are some times when you have these projects that having that perspective, having that lens that only that nurse, or only that physician can have, will really help to move things forward.

And it's a little. I would say. I don't want to use the word better. It's a little, it's a different viewpoint on the thing. If you sent your it. Employees out and they round and they get embedded. They're going to have one perspective, but if you take those people who actually do that work every day, who are. Maybe lean technically a little bit and you bring them in.

They're going to have a completely different perspective. They go on to talk about recruiting strategies and talent pools. That one, we really understand that you're looking at a little different. A little different makeup. But the one thing I would say, if you're going to head down this path, It's don't go hog wild on the business.

Only side of it. You are still it. You still have to provide that technology foundation. I have seen organizations and I have. Used services from organizations that. I think the biggest one is a major airline that I flew out here on today. And if you were to talk to anyone in that organization, they would say that the, it, the backroom operations of the, it is awful. However the front, like the. The customer facing stuff.

It's really cool. Like it knew when I landed at knew where my next gate was, it gave me directions. It, it's a really great customer facing app. And so from that perspective, they've really nailed that. But if you were to ask them about their back office just, they're like, man, it just. It breaks a lot.

It's not functional when something like a CrowdStrike happens, they can't get planes flying again. That kind of thing. So keep in mind that even if you head down in this direction and get that focus on the end-users of the of the equipment you lose that. You can never lose that trust foundation. Is built on your ability to keep the data center running, keep it secure, keep the breaches from happening. Make sure the systems perform at the top level.

Make sure they're generating good quality data from the systems. These are still core. Skills that need to be a part of it. Now you might outsource some of that stuff and maybe more focused on the business. That's entirely up to you. But just keep that in mind as you're heading that direction. And then they also talk about education and training.

You have to. Continue, but what does it look like? To upskill people in this area. And I think one of the ways is you do embed them in two parts of the organization. You do bring people from the organization in to educate them. The more that they're working side by side, hand in hand with the users of the technology, the more they are going to up-skill themselves.

And then they also talk about Rethinking rewards and recognition. Again, I recommend this article. You can find it on our on our site this week. health.com/news. It's a it's a good article. It's a good thought piece for us. How are we going to obstacle? How are we going to become more critical to the business by really understanding the business and serving the business better. So that's all for today.

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You can 📍 find that at this week, health.com. Slash Rubrik. Thanks for listening. That's all for now.