改变你作为 CIO 的方式对于领导医疗机构的数字化转型至关重要。医疗数字化转型的目标是实现临床、财务和运营的战略目标,但这一过程是复杂的,需要调动技术、资源、流程和人才。
医疗机构工作的每一个方面都受到数字化转型的影响——从增强患者体验到做出数据驱动的决策和自动化流程。由于事关重大,CIO 不能独自行动。
以下是 CIO 在领导医疗行业数字化转型时需要关注的四个步骤:
一、关注医疗机构数字化转型之旅的真正意义
太多时候,医疗保健高管们被前沿技术所诱惑。区块链、虚拟现实和可穿戴设备现在可能很流行,但它们并不等同于数字化。
相反,领导者必须确保他们的组织避免时髦的话题。CIO 必须围绕数字化转型的共同定义达成共识,重点关注公司提高临床、财务和运营绩效的能力。
只有当医疗机构采取深思熟虑、以患者人为中心的方法时,技术才能彻底改变医疗。这种方法强调利用技术来推进长期战略目标,如提供服务、进入新市场、与其他公司结成伙伴关系以建立联盟并加强患者之间的联系。CXO UNION(CXO联盟)、数字化转型网(szhzxw.cn)、中国数字化转型展、华东CIO大会、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂,数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛(陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等)、数字化转型网,走进灯塔工厂系列、ECIO、iTdaily 、It经理人、CIO训练营、数字化江湖等
二、作为新的 CIO 品牌,成为首席 “影响”官
把你的注意力从 “信息”或 “技术”上移开,因为这些并不是加入数字革命的先决条件。虽然 CIO、CTO、CSO、CNIO 和 CMIO 都有可能在数字化转型过程中发挥重要作用,但它影响到一个组织的每一个层次和部门。
转型的进程需要公司高层管理人员的参与。新流行的说法是影响;成为首席影响官。
三、创造可持续的和快速的胜利
这不是一个一蹴而就的项目。它是一个复杂的、全方位的企业计划,必须作为整体业务战略和态度的一部分来实施。
在公司进行计划的过程中,考虑你的战略、可持续性、一致性和其他主题的影响。在执行战略的同时,要考虑每个领域的这些主题。
可持续性——转型计划的目的是在未来一到三年内实现既定的业务和临床成果,并将其维持七年。
协调——确保你的转型计划与公司的主要目标一致,并具有可衡量的临床、运营和财务效果。CXO UNION(CXO联盟)、数字化转型网(szhzxw.cn)、中国数字化转型展、华东CIO大会、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂,数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛(陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等)、数字化转型网,走进灯塔工厂系列、ECIO、iTdaily 、It经理人、CIO训练营、数字化江湖等
四、整体企业的心态转变
文化可以决定的数字战略成功或失败。这里有两个成功所需的关键基础素质。
以不同的方式做事——作为领导者,通过挑战现状来鼓励问题的替代解决方案。即使事情进展顺利,也应该从如何改进的角度看待每一个机会。当你们的团队看到你推动变革时,他们将能够模仿你们的行为。
做出决定——在掌握所有信息之前,迟迟不做最后决定是不利的。因为转型是新的,可能没有足够的数据元素来支持决策。即使没有完整的事实,CIO 们也必须乐于做出明智的选择。记住:不做决定就是一个决定。
医疗转型是一段旅程,而没有终点。这需要 CIO 们有新的思维方式。你必须专注于数字化转型的意义,成为首席影响官,与快速转型相比取得可持续的胜利,并改变企业范围内的心态。通过这些步骤,数字化转型可以取得成功。
作者:David Chou
CXO联盟(CXO union)是一家聚焦于CIO,CDO,cto,ciso,cfo,coo,chro,cpo,ceo等人群的平台组织,其中在CIO会议领域的领头羊,目前举办了大量的CIO大会、CIO论坛、CIO活动、CIO会议、CIO峰会、CIO会展。如华东CIO会议、华南cio会议、华北cio会议、中国cio会议、西部CIO会议。在这里,你可以参加大量的IT大会、IT行业会议、IT行业论坛、IT行业会展、数字化论坛、数字化转型论坛,在这里你可以认识很多的首席信息官、首席数字官、首席财务官、首席技术官、首席人力资源官、首席运营官、首席执行官、IT总监、财务总监、信息总监、运营总监、采购总监、供应链总监。
数字化转型网(www.szhzxw.cn)是聚焦于数字化转型的资讯媒体,是企业数字化转型的必读参考,在这里你可以学习大量的知识,如财务数字化转型、供应链数字化转型、运营数字化转型、生产数字化转型、人力资源数字化转型、市场营销数字化转型。通过关注我们的公众号,你就知道如何实现企业数字化转型?数字化转型如何做?
【CXO UNION部分社群会员】000001平安银行CIO、000002万科CIO、000004国华网安CIO、000005星源CIO、000006深振业CIO、000007全新CIO、000008神州高铁CIO、000009中国宝安CIO、000010美丽生态CIO、000011深物业CIO、000012南玻CIO、000014沙河股份CIO、000016深康佳CIO、000017深中华CIO、000019深粮控股CIO、000020深华发CIO、000021深科技CIO、000023深天地CIO、000025特力CIO、000026飞亚达CIO、000027深圳能源CIO、000028国药一致CIO、000029深深房CIO、000030富奥股份CIO、000031大悦城CIO、000032深桑达CIO、000034神州数码CIO、000035中国天楹CIO、000036华联控股CIO、000037深南电CIO、000038深大通CIO、000039中集集团CIO、000040东旭蓝天CIO、000042中洲控股CIO、000045深纺织CIO、000046泛海控股CIO、000048京基智农CIO、000049德赛电池CIO、000050深天马CIO、000055方大集团CIO、000056皇庭国际CIO、000058深赛格CIO、000059华锦股份CIO、000060中金岭南CIO、000061农产品CIO、000062深圳华强CIO、000063中兴通讯CIO、000065北方国际CIO、000066中国长城CIO、000068华控赛格CIO、000069华侨城CIO、000070特发信息CIO、000078海王生物CIO、000088盐田港CIO、000089深圳机场CIO、000090天健集团CIO、000096广聚能源CIO、000099中信海直CIO、000100TCL科技CIO、000150宜华健康CIO、000151中成股份CIO、000153丰原药业CIO、000155川能动力CIO、000156华数传媒CIO、000157中联重科CIO、000158常山北明CIO、000159国际实业CIO、000166申万宏源CIO、000301东方盛虹CIO、000333美的集团CIO、000338潍柴动力CIO等
原文:
Altering your approach as a CIO is critical in leading digital transformation within healthcare organizations. The goal of healthcare digital transformation is to achieve clinical, financial, and operational strategic goals, but this journey is complex and requires the mobilization of technology, resources, processes, and talent.
Every aspect of what healthcare organizations do is affected by digital transformation – from enhancing the patient experience to making data-driven decisions and automating processes. With so much at stake, the CIO cannot go it alone.
Here are four steps for CIOs to focus on when they are leading digital transformation in healthcare:
Too often, healthcare executives are seduced by cutting-edge technologies. Blockchain, virtual reality, and wearable gadgets may be popular now, but they aren’t the same as digitalization.
Instead, leaders must ensure their organizations avoid shiny objects. CIO must build consensus around a shared definition of digital transformation, focusing on the company’s ability to enhance clinical, financial, and operational performance.
Technology can revolutionize healthcare only if healthcare organizations take a thoughtful, patient-centered approach. This method emphasizes using technology to advance long-term strategic objectives such as providing services, entering new markets, and forming partnerships with other companies to create alliances and strengthen connections between patients.
Shift your attention away from “information” or “technology,” as these aren’t prerequisites for joining the digital revolution. While the CIO, CTO, CSO, CNIO, and CMIO are all likely to play essential roles in the digital transformation process, it affects every level and department of an organization.
Transformational progress necessitates the buy-in and engagement of executives across the company hierarchy. The new buzzword is impact; be the chief impact officer.
This isn’t a one-and-done project. It’s a complex, all-encompassing corporate plan that must be implemented as part of an overall business strategy and attitude.
Consider the impact of your strategy, sustainability, alignment, and other topics as the company goes through its plan. Consider these themes in each area while executing your strategy.
Sustainability – The transformation program aims to deliver stated business and clinical outcomes over the next one to three years to maintain them for seven years.
Alignment – Make sure your transformation initiative aligns with your company’s primary objectives and has measurable clinical, operational, and financial effects.
Culture can make or break your digital strategy. Here are two crucial foundational qualities needed for success:
Doing things differently – As a leader, encourage alternative solutions to problems by challenging the status quo. Every opportunity should be looked at in terms of how it may be improved, even if things are going well. Your teams will be able to copy your behavior when they see you driving change.
Make a decision – It’s a disadvantage to linger on making a final decision until you have all the information. Because transformation is new, and there may not be enough data elements to back up a decision. CIOs must be comfortable making an informed selection even if complete facts aren’t available. Remember: not making a decision is a decision.
Transformation in healthcare is a journey, not a destination. And it requires a new way of thinking for CIOs. You must focus on the meaning of digital transformation, become the chief impact officer, make sustainable wins vs. quick ones, and shift the enterprise-wide mentality. With these steps, digital transformation can be a success.
更新时间:2024-08-24
本站资料均由网友自行发布提供,仅用于学习交流。如有版权问题,请与我联系,QQ:4156828
© CopyRight 2008-2024 All Rights Reserved. Powered By bs178.com 闽ICP备11008920号-3
闽公网安备35020302034844号