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Indecision in Upgrading Infrastructure – Blamed on Meaningful Use

Posted on January 6, 2017 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

In a conversation I had with Steve Prather, CEO at Dizzion, he made a really interesting observation about meaningful use causing delays in upgrading infrastructure at many healthcare organizations. It’s not hard to see how spending millions, hundreds of millions or even billions of dollars on EHR and related services in order to meet the meaningful use requirements could cause budget cuts in other areas like upgrading infrastructure.

Of course, the opposite can be true as well. I know when we first implemented an EHR, a good portion of the EHR budget was to upgrade some of the infrastructure needed to support the new software. I’m sure that probably means that some infrastructure benefited from the EHR upgrade and meaningful use, but I’m sure some infrastructure spending also got cut or delayed.

In my conversation with Steve he went on to observe that much of the hardware in healthcare organizations had gotten so old, indecision and delays were no longer a choice. Having talked to many CIOs, they feel this in their organizations. While many CIOs want to move on to more strategic efforts, there’s still a big part of any CIOs job that requires them to maintain and upgrade their IT infrastructure. Although, it seems that many of them are looking to push this responsibility off to a kind of IT COO position.

I’ll be interested to watch and see how these organizations approach their infrastructure upgrades. Will most continue to do all the work in house or will they start to outsource this essentially commodity task to an outside company? There’s a really interesting case for why organizations should outsource this work as opposed to continuing to do it in house. All of this points back to the CIO becoming a vendor management organization.

Has your infrastructure upgrades been delayed by meaningful use? Is your organization looking to finally upgrade or is MACRA going to delay things further?

Are CIOs Now Vendor Management Organizations?

Posted on October 21, 2016 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

Over my past 11 years blogging on healthcare IT, I’ve seen a dramatic shift in the role a CIO plays in healthcare organizations. This was highlighted really well to me in a recent interview I did with Steve Prather, CEO of Dizzion. He commented that hospital CIOs are now mostly vendor management organizations.

I thought this was the perfect way to describe the shift. One challenge with this shift is that many hospital CEOs haven’t realized that this is what’s happening. In many hospital executives minds, the CIO is still generating code, implementing servers, network switches, rolling out desktops, and cabling. In most cases, this couldn’t be further from the truth. Yes, the CIO still has to make sure there’s a high quality network, servers, and desktops, but that does little to describe the work a CIO actually does.

Instead of getting into the nitty gritty, most CIOs have become professional vendor managers. This has become the reality as most of what people think of IT (servers, desktop, networks, email, etc) have become commodity services. There’s very little strategic advantage to do these things in-house. They’ve become such commodity services that it costs much less to outsource many of these services to an outside vendor.

What does this mean for the CIO? Instead of being Microsoft or Cisco certified, they need to be well versed in relationship management. That’s a big shift in philosophy and a very different skill set. In fact, most people who have those type of tech skills and certification are people that can struggle with relationships. There are exceptions, but that’s generally the case. CIOs that can’t handle relationships are going to suffer going forward.

Lest we think that this is a change that’s specific to healthcare, it’s not. This shifting CIO role is happening across every industry. In fact, it highlights why it’s not a bad idea to consider CIOs from outside of healthcare. If you can’t find a CIO who has healthcare experience, you could still find a great CIO from outside healthcare as long as they have the right relationship management skills.