FEATURE · SPECIAL REPORT
organization. Factors such as size, budget, maturity, and existing capabilities should be considered when designing the roles.
Reasons some organizations choose to keep them separate include: • Specialized Expertise: Data analytics and digital transformation require special- ized knowledge and expertise. By having dedicated roles for these areas, organiza- tions can benefit from individuals who possess deep knowledge and experience in these specific domains. Separating the roles allows for focused attention on each area, and ensures that the organization benefits from the specialized skill sets and perspectives of professionals dedicated to these fields. • Strategic Focus: Data analytics and digi- tal transformation are strategic initiatives that can significantly impact an organiza- tion's success. By having separate roles, organizations can assign specific individu- als to drive these initiatives with a dedi- cated focus. This enables comprehensive planning, execution, and monitoring of strategies, ensuring that they are aligned with organizational goals and objectives. • Resource Allocation: Combining roles can potentially overload an individual with a broad range of responsibilities, making it challenging to effectively allo- cate time, attention, and resources. Having separate roles for data analytics or digital transformation allows for proper resource allocation, ensuring that each area receives the necessary attention and resources to drive successful outcomes. • Collaboration and Partnerships: By having distinct roles, organizations can foster collaboration and partnerships within and outside the organization. A dedicated data analytics or digital transformation leader can work closely with other departments, stakeholders, and external partners to identify oppor- tunities, develop strategies, and imple- ment initiatives that leverage data and technology effectively. This collaboration can lead to innovative solutions, better decision-making, and improved overall organizational performance. • Evolving Landscape: The fields of data analytics and digital transformation are rapidly evolving, with emerging technolo- gies, methodologies, and best practices. Having separate roles allows individu- als to stay updated with the latest trends, advancements, and regulatory changes specific to these areas. This specialized
knowledge can help organizations adapt and capitalize on opportunities in a dynamic digital landscape. The reality on the ground is that every
patient care organization in this country is different, with a unique operational reality,
institutional history, cultural
challenges, and current C-suite and senior leadership team. Yet, they will all need key capabilities and competencies to drive the necessary change includ- ing strategic visioning, digital health expertise, innovation mindset, systems and design thinking, data science and analytics, collaboration and partnership building, understanding of diversity, inclusion, and health equity, healthcare regulatory and clinical domain knowl- edge, person-centered care, agile program management, interoperability, etc. To prepare for each organization’s
unique digital health transformation and innovation journey, a number of steps are needed in advance of creating new leader- ship roles including: • Conducting a “Current State” Assessment: Perform a comprehensive assessment of the organization's current state, includ- ing its technological capabilities, digital maturity, and pain points. Identify areas where digital transformation and innova- tion can have the most significant impact and address specific organizational needs. • Defining Strategic Vision: Develop a clear and compelling strategic vision for the future. This vision should align with the organization's mission, values, and long-term goals. It should also out- line how digital initiatives will enhance patient care, improve operational effi- ciency, provide growth opportunities, and drive innovation.
Pam Arlotto
Pam Arlotto, LFHIMSS, has a 36-year track record as a healthcare industry consultant and entrepreneur. She is CEO and president of Maestro Strategies (
www.maestrostrategies.com). She is a past national president of the Healthcare Information & Management Systems Society (HIMSS); a founder and former chairman of the Center for Healthcare Information Management; a former board member of the Business School at Georgia Tech, and the Wallace H. Coulter School of Biomedical Engineering at Georgia Tech and Emory. She is a frequent keynote speaker at industry conferences, is often quoted in healthcare publications, and has written numerous articles for healthcare professional journals. She has been featured in the Wall Street Journal and on National Public Radio. She is also a former adjunct faculty member at the University of Alabama at Birmingham.
Mark Hagland
Mark Hagland has been Editor-in-Chief of Healthcare Innovation (formerly Healthcare Informatics), since January 2010. Prior to that, he maintained a decade-long relationship with the magazine as a Contributing Editor. He has 41 years of experience as a professional journalist, including 34 years of experience as a healthcare journalist. He has won numerous national awards for healthcare journalism.
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• Engaging Key Stakeholders: Involve key stakeholders throughout the pro- cess to understand their perspectives, needs, and concerns regarding digital transformation and innovation. This includes community leaders, health- care providers, executives, IT, analytics and quality teams, patients, and other relevant parties. • Establishing Cross-Functional Teams: Create multidisciplinary teams represent- ing different entities across the health and care continuum including community- based organizations, home-based care and ambulatory personnel, public health, and others to ensure alignment of goals and priorities, and collaboration. • Setting Measurable Objectives: Define specific, measurable, achievable, relevant, time-bound, inclusive, and equitable (SMARTIE) objectives for the digital transformation initiative. • Prioritizing Initiatives: Identify and prioritize digital transformation initiatives based on their potential impact, feasibil- ity, and ability to deliver value/ROI in the short and long term. These steps will provide each future-
facing healthcare organization with the specific information needed to thought- fully and strategically design the right portfolio of transformation and inno- vation programs, and leadership roles required to drive the appropriate level of change. As the priorities become clearer, specific plans for risk mitigation, change leadership, resource allocation, and speed to value can be considered in the development of each new position, the recruitment of the right leaders, the alignment of expectations, and the future success of an organization. HI
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