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Technology Leadership – Practices and Principles

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

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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

  2. Industry Overview(Source - US Census Bureau, 2006Employment 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

  3. 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

  4. 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

  5. Major Transformation Started in 2003 • Elements of Transformation: • Organization/Governance • Leadership • Finances • People/Culture • Processes • Facilities • Tools/Technology MIHS Accomplishments

  6. 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

  7. 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

  8. Key Strategies • Business needs drive technology, not the other way around. • Transformation requires alignment of People, Process and Technology. • Technology should be implemented based on a thorough understanding of needs and objectives. • Focus should be placed on driving value through measurable outcomes. MIHS Technology

  9. Key Strategies • People are motivated by incentives. • Understanding and communicating value is key. • An understanding of why projects and initiatives fail is important to your success. • Rapid, effective transformation is achieved by focusing on evidence based best practices, not reinventing them. MIHS Technology

  10. Technical Competency • Business Acumen • Competency to innovate and apply technology solutions to improve the business • Leadership AND Management Skills Characteristics of a successful IT Leader

  11. Leadership vs Management

  12. Leadership vs Management

  13. Planning and Budgeting Setting Direction Aligning (or attuning) People Organizing and Staffing Controlling and Problem Solving Motivating People Leadership vs. Managership (Source - Kotter, 1990, Harvard Business Review) Managership Leadership

  14. Setting a Vision • Building and Empowering your team • Shaping your Organization’s Culture • Setting Goals and Providing Feedback • Develop and Grow your Influence Critical Success Factors

  15. 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.

  16. 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

  17. 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.

  18. 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

  19. Setting Goals and Providing Feedback Simplified High-Performance Cycle (Source: Locke & Latham, 2002, American Psychologist, 57, 705-717) Willingness to commit to new challenges Satisfaction with Rewards and Performance Goal Core Performance

  20. Setting Goals and Providing Feedback Beware Low-Performance Cycle Unwillingness to commit to new challenges Dissatisfaction with Rewards and Performance Goal Core Poor Performance

  21. 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.

  22. Setting Goals and Providing Feedback SMART goals (Source: Hardingham & Ellis, 2002, The Ultimate Team-Building Toolkit, p. 88) 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

  23. Setting Goals and Providing Feedback

  24. 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”

  25. Thank You & Happy Holidays! Dave Kempson 603-344-8551 dave.kempson@mihs.org

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