Technology Leadership – Practices and Principles
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1 Technology Leadership – Practices and Principles Perspective of a Hospital CIO David J. Kempson, MBA, PMP VP & Chief Information Officer Maricopa Integrated Health System Phoenix, AZ Society for Information Management Arizona Chapter, December 2009 Meeting
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Technology Leadership – Practices and Principles. Perspective of a Hospital CIO. David J. Kempson, MBA, PMP VP & Chief Information Officer Maricopa Integrated Health System Phoenix, AZ. Society for Information Management Arizona Chapter, December 2009 Meeting. - PowerPoint PPT Presentation
Transcript of Technology Leadership – Practices and Principles
1
Technology Leadership – Practices and Principles
Perspective of a Hospital CIO
David J. Kempson, MBA, PMPVP & Chief Information OfficerMaricopa Integrated Health SystemPhoenix, AZ
Society for Information ManagementArizona Chapter, December 2009 Meeting
Industry Overview(Source - US Census Bureau, 2006
Employment In The Health Service Industries)
There are more than 900K physicians in the US of which
560K are office based.
US Hospitals
– 3003 Non Profit (61%)
– 1163 Government (24%)
– 749 For Profit (15%)
Fragmented Industry
– Top 50 generate < 30% of revenue
Industry Trends(Source - Health Research Institute. (2009). Top nine health industry issues in 2009.
PriceWaterhouseCoopers.)
Rapidly Rising Costs
Increased Government Regulation
Increased Utilization of Wellness Incentives and
Preventative Medicine
Pay for Performance
Increased use of Technology
Challenges Managing the Uninsured and Underinsured
Transition to ICD-10
About MIHS
2 Hospitals
700 Inpatient Beds
Level 1 Trauma Center
Nationally Acclaimed Burn Center
Children’s Hospital
10 Family Healthcare Clinics (FQHC)
HIV Clinic
Urgent Care Center
Multi-Specialty Center
Health Plan
Attendant Care Program
MIHS Accomplishments
Major Transformation Started in 2003Elements of Transformation:
Organization/GovernanceLeadershipFinancesPeople/CultureProcessesFacilitiesTools/Technology
MIHS Accomplishments
4,000 emergency and trauma patients
2nd largest burn center in the US
300,000 outpatient visits
Largest provider of inpatient psych care
Train more Than 400 Physicians per year
Last year MIHS provided $92 million in
healthcare services and programs to the
community. This includes uncompensated
care, medical education, public programs,
community services and research.
40 Bed Neonatal Care
MIHS Technology
IT Planning 5 – 10 Year Strategic Plan 3 Year Detailed Operations Plan Annual Capital and Operating Budgets
Three legged approach
IT Governance Infrastructure Applications
MIHS Technology
Key StrategiesKey StrategiesBusiness needs drive technology, not the other Business needs drive technology, not the other way around.way around.
Transformation requires alignment of People, Transformation requires alignment of People, Process and Technology.Process and Technology.
Technology should be implemented based on a Technology should be implemented based on a thorough understanding of needs and objectives.thorough understanding of needs and objectives.
Focus should be placed on driving value through Focus should be placed on driving value through measurable outcomes.measurable outcomes.
MIHS Technology
Key StrategiesKey StrategiesPeople are motivated by incentives.People are motivated by incentives.
Understanding and communicating value is key.Understanding and communicating value is key.
An understanding of why projects and initiatives An understanding of why projects and initiatives fail is important to your success.fail is important to your success.
Rapid, effective transformation is achieved by Rapid, effective transformation is achieved by focusing on evidence based best practices, not focusing on evidence based best practices, not reinventing them.reinventing them.
Characteristics of a successful IT Leader
Technical Competency
Business Acumen
Competency to innovate and apply technology solutions to improve the business
Leadership AND Management Skills
Leadership vs Management
Origin of two words (Source: Kouzes & Posner, The Leadership Challenge)
“Lead” “Manage”
“go, travel, guide” “hand”
Leaders “go first” Managers “handle” things
Leaders show the way Managers maintain order and control
Especially in times of upheaval or change
Leadership vs Management
Loosely, we could say that …
Leaders build organizations and make revolutionary changes when necessary.
Managers maintain organizations and operate them on a day to day basis.
Setting Direction Planning and Budgeting
Aligning (or attuning)People
Organizing and Staffing
Motivating People Controlling andProblem Solving
Leadership vs. Managership (Source - Kotter, 1990, Harvard Business Review)
Leadership Managership
Critical Success Factors
1) Setting a Vision
2) Building and Empowering your team
3) Shaping your Organization’s Culture
4) Setting Goals and Providing Feedback
5) Develop and Grow your Influence
Setting a Vision
Identify your organizations “core purpose” The organizations reason for being. Idealistic motivations for doing the company’s work.
Articulate a shared destiny We are in this together. We have common purpose, something important to accomplish.
Building & Empowering Your Teams
Recruit the right people Communicate value of new team members.
Create sustaining trust Ability Integrity Kindness
Provide training to your teams
Use cooperative rewards in lieu of competitive
Building & Empowering Your Teams
Generally people want empowerment with accountability! Empowerment – Know when to use it
Internal vs External Commitment
To develop empowered teams, create a work environment that increases internal commitment.
Shaping your Organization’s Culture
Culture: shared set of beliefs, values, and norms“Norms” may be the most important piece
Socially created expectations about behavior, that characterize what is acceptable & desirable vs. what is unacceptable & undesirable One way to think about norms: “the way things are done around here” Norms largely determine how people behave (even) when they are not being watched
Primary Goal – Internalize norms and values
Setting Goals and Providing Feedback
Simplified High-Performance Cycle (Source: Locke & Latham, 2002, American Psychologist, 57, 705-717)
Goal Core
Performance
Satisfaction withRewards andPerformance
Willingness tocommit to new
challenges
Setting Goals and Providing Feedback
Beware Low-Performance Cycle
Goal Core
PoorPerformance
Dissatisfaction withRewards andPerformance
Unwillingness tocommit to new
challenges
Setting Goals and Providing Feedback
Parkinson’s Law
Work expands to fill the time available.
If you set a specific goal, make sure it isn’t too easy.
When too much time is allocated for a goal, overall performance is reduced.
So the goal needs to be sufficiently difficult for the time available.
Setting Goals and Providing Feedback
Specific– Specific exactly what you want to do.
Measurable– You need to know whether you have achieved your objective.
Achievable– Goals should be difficult but hard (more later)
Relevant– Relate goals to the organizations’ vision, mission, and
strategic plan
Trackable or time-bound– Set specific time-limits to go with specific goals
SMART goals (Source: Hardingham & Ellis, 2002, The Ultimate Team-Building Toolkit, p. 88)
Setting Goals and Providing Feedback
Giving Feedback1. Focus on specific behaviors and remember that specific goals work best.
5. Ensure understanding
2. Keep it impersonal, This avoids defensiveness
6. If negative, make sure recipient can control the behavior
3. Keep it goal-oriented 7. Tailor the feedback to the person
4. Time it well
Develop and Grow Your Influence
Recognize that your success is rooted in your ability to influence.
Listen to and understand the interests of others.
Make moves away from the table.
Act first – take the initiative to help.
Read - Robert Cialdini’s book “Influence: Science and Practice”
