I recently spoke at Columbia University to the graduates of their healthcare IT certificate program. I used these slides.
I started with an overview of my top 10 buzzwords for 2013 describing a strategy for each of them:
Secure and Compliant – BIDMC has a multi-million dollar security enhancement program with 14 work streams
Hosted in the Cloud – BIDMC operates 3 private clouds to deliver web-based clinical applications to thousands of users
Service Oriented Architecture – BIDMC builds its own clinical systems using service oriented architectures and enterprise service bus approaches
Business Intelligence – 200 million observations on 2 million patients are searchable via innovative self service data mining tools
Social Networking – BIDMC uses social networking ideas in its clinical applications and uses commercial social networking sites extensively for marketing
Green – BIDMC’s data centers support a 25% annual increase in computing power and storage without increasing our power usage
Federated and Distributed – BIDMC’s merger and acquisition strategy depends up on data sharing among peers rather than centralizing clinical applications into one common system
Patient Centered – BIDMC’s patient and family engagement strategy includes Patientsite, OpenNotes, and new mobile friendly tools
Mobile BYOD – BIDMC applications run on iPhones, Android devices and iPads (with appropriate encryption)
Foundational for Healthcare Reform – BIDMC has embraced global captitated risk, with over 65% of patients in risk contracts in 2013.
I also described the leadership characteristics needed to implement all these concepts in large complex organizations:
Guidance – A consistent vision that everyone can understand and support.
Priority Setting – A sense of urgency that sets clear mandates for what to do and importantly want not to do.
Sponsorship – “Air Cover” when a project runs into difficulty. Communication with the Board, Senior Leadership, and the general organization as needed.
Resources – A commitment to provide staff, operating budget, and capital to ensure project success.
Dispute resolution – Mediation when stakeholders cannot agree how or when to do a project.
Decision making – Active listening and participation when tough decisions need to be made.
Compassion – Empathy for the people involved in change management challenges.
Support – Trust for the managers overseeing work and respect for the plans they produce that balance stress creation and relief.
Responsiveness – Availability via email, phone, or in person when issues need to be escalated.
Equanimity – Emotional evenness that is highly predictable no matter what happens day to day
The students were a great, energetic and inquisitive group. I want to thank Columbia for the opportunity to speak with them.