Erik Pupo, CIO, Columbia University Irving Medical Center, Chapter 2

“I tend to have a pessimism and skepticism around technology.”

It’s not every day a healthcare IT executive utters those words (at least, not publicly). But for Erik Pupo, who recently took on the role as CIO at Columbia University Irving Medical Center, it doesn’t mean being averse to technology, but rather, taking a more realistic approach to what it can and can’t do. At least, not until the right pieces are in place.

Recently, Pupo spoke with healthsystemCIO.com about the priorities on his plate, most of which revolve around plans to move to a single EHR platform, and creating the infrastructure and governance to make that a reality. He also talks about how his diverse background has helped prepare him for his first CIO role, the two-way street that needs to happen with change management, and the potential mobile health offers in improving care delivery.

Chapter 1

Chapter 2



* Past experiences in consulting & government – “I’ve seen what works and what doesn’t.”

* Key role of governance in driving change

* His admitted “pessimism and skepticism around technology”

* Value of working with “diverse, challenging groups”

* Mobile health goals – “We’re focused on how we can get more out of the data.”

* Working with NY Quality ACO to incorporate SDoH

* Columbia & NYP – “It’s a technology test bed.”



LISTEN NOW USING THE PLAYER BELOW OR CLICK HERE TO SUBSCRIBE TO OUR iTUNES PODCAST FEED

Bold Statements

It always comes down to the ‘how.’ We can say we’re going to do certain things, but how we do it — how we involve others in doing it — is very important.

You start to learn, with technology, what it can and can’t do. You start to learn about how many problems relate more to behavior than to a technology solution, and you can apply that across other types of challenges.

I tend to have a level of pessimism and skepticism about technology, which is unique. The CIO is supposed to run around and say, ‘technology is the greatest thing ever.’ I’m much more selective about what it can and can’t do, and trying to target technology to specific areas.

There are also opportunities where it hasn’t been applied — or hasn’t been applied well. I like being in those types of environments, because there’s an opportunity to turn things around and have technology play a role in changing behaviors.

Gamble:  I’m sure there are challenges being new to an organization. But it seems you haven’t faced too much resistance in driving change.

Pupo:  For me coming in, there hasn’t been a tremendous amount of resistance because of my background and having worked in a lot of different healthcare organizations, and a recognition that there are a lot of things we need to do. They’ve been very receptive, from the entire executive leadership team to the departments. It always comes down to the ‘how.’ We can say we’re going to do certain things, but how we do it — how we involve others in doing it — is very important.

 

Gamble:  Let’s talk about what you were doing in your most recent roles. I know you have a pretty diverse background.

Pupo:  I’ve worked for almost 20 years in various roles in consulting, and in the vendor software space. I’ve even done projects at the Internal Revenue Service. So I have a very broad background — not just in healthcare but in information technology overall, working with clients from the payer community, life sciences, medical device manufacturers, and providers. I’ve done work with various federal health operating divisions as part of the Department of Health and Human Services, the VA, and the Department of Defense and Military Health.