Gary Light, CIO, Memorial Hospital & Health Care Center, Chapter 2

There’s been a lot of discussion about the transformation the CIO has undergone in recent years, and the skillsets that are needed to drive the industry forward. One attribute that’s often overlooked, however, is the ability to manage expectations, says Gary Light of Memorial Hospital and Health Care Center. He believes a core function of the CIO is in marrying “the reality of what we want to do versus what can be done.”

In this interview, Light discusses the essential role IT plays in translating business needs into technical solutions, the importance of engaging stakeholders like the CNO in planning a major migration, and how his team is working to stay ahead of cybersecurity threats. He also talks about the many value lessons he has learned through mentoring, and how he has benefited from a diverse career background.

Chapter 1

Chapter 2



* IT “in a holding pattern” after EHR decision

* Focus on cybersecurity, data analysis & telehealth

* Identifying business value – “It’s protecting the organization from risk.”

* “You have to keep an eye on what’s evolving.”

* CHIME Boot Camp – “That was a turning point for me.”

* “Great experience” with virtual mentoring program



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Bold Statements

I’ve had instances in the past where there were expectations that it was just going to happen; that on a given Monday, all of a sudden we’d come in and we’d be doing CPOE.

Everybody worries about the amount of money that organizations have to invest just to keep safe, without really driving business value. It’s protecting the organization from risk, and that’s always a challenge.

The one thing about cybersecurity is that it’s an ever-changing landscape; as soon as you think you have it figured out, you realize you don’t. And so you have to keep an eye on what’s evolving.

I’ve been in healthcare leadership for 25 years and CIO for a dozen, and although I haven’t led major healthcare organizations, I’ve seen a lot of things. I’ve experienced a lot of things and have insights might help somebody else.

Gamble:  In terms of the people who have gone through EHR implementations before, I guess the hope is that they remember what it was really like — not having rose-colored glasses, or the other extreme.

Light:  As we talked through this, we heard both sides of it. Some people are very nervous about doing it again, and others recognize that it needed to happen. This is the third hospital I’ve worked at, and so I’ve had the pleasure to work with a number of CNOs over those years. One thing that has made a difference for us here is the commitment our CNO has to the training and to the shoulder-to-shoulder support as we go live. It takes a huge commitment on their part of staffing up appropriately, and so that partnership has worked well given the commitment that our patient services areas have to do what it takes.

I have had other instances in the past where there were expectations that it was just going to happen; that on a given Monday, all of a sudden we’d come in and we’d be doing computerized order entry. And so the perspective that our CNO here has toward that has just been a great help to the whole organization.

Gamble:  In terms of where things are now, have you reached a decision?

Light:  We have. The team has made its recommendation, and we’re in the process of financial analysis and negotiation. So we haven’t signed a contract yet, but we know the direction we’re going to go.

Gamble:  That must be a relief in some ways, or at least take off some of the burden.