Q&A with CIDO Tom Barnett, Part 1: “Process Is Always Upstream from Technology.”

In healthcare, the terms ‘large organization’ and ‘agility’ typically don’t go together. In fact, most have come to believe that the bigger a health system’s footprint gets, the harder it becomes to introduce change.

If that’s the case, then Baptist Memorial has achieved unicorn status. Despite its size — 22 hospitals spread out over three states — Baptist has consistently demonstrated a willingness to take on new technology, according to Tom Barnett, who serves as Chief Information and Digital Officer. Case in point: it was one of just a few organizations selected to implement Epic’s new integrated video platform last year. “That type of agility for an organization of this size is extremely gratifying and exciting to work with,” he noted.

What makes that possible, according to Barnett, is Baptist’s methodical approach to change management, and its unwavering focus on process and workflow before technology. During a recent interview, he talked about the multifaceted strategy his team uses when planning an initiative, how they’ve adapted lessons learned from other industries to improve efficiencies, and how to differentiate a vendor from a partner. Barnett also discusses his team’s goal when it comes to improving patient experience, and why he believes the most important thing a leader can do is to make himself or herself available.

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Key Takeaways



* The CIO role is no longer just the “keeper of operational systems.” As digital technologies become more pervasive, it’s becoming reflected in the role.

* Merely introducing technology and assuming it’s going to drive organizational change is naïve. “You have to focus on streamlining a workflow and a process.”

* By leveraging metrics, organizations can establish specific objectives and figure out how to get there. “What is your target condition, and what are the activities you need to affect or improve or redesign or streamline that are going to move the bar?”

* Even if it’s something as simple as taking a page from Chick-Fil-A’s line expediting strategy, “there’s a lot to learn” from other industries, especially now.

* The keys to getting to know a team that’s mostly remote? Using small focus groups, making yourself available, and listening.





Q&A with Tom Barnett, Part 1

Gamble:  You’ve been with Baptist Memorial since May of last year, correct?

Barnett:  That is correct.

 

Digital as “the next progression”

Gamble:  Your title is Chief Information and Digital Officer. What does that mean to you having digital in the title? Do you approach it differently, or do you think the role itself is evolving in that direction?

Barnett:  From my standpoint, I think for a lot of C-level leaders in technology, the role is morphing into that. It’s almost like the next progression. Historically, the CIO has been the chief keeper of operational systems, so to speak. The CIO is usually responsible for the uptime, for the major applications, for enterprise level applications and hardware, and so forth.

Now, however, there are two things happening. One is that we’re beginning to embrace more cloud technologies. It’s not so much about being able to go into the building and make sure the server is nice and safe. Healthcare has been driven in a different direction.

Over the past decade — and particularly with Epic, I see the fusion of a few things. It’s no longer just software; it’s workflow intermingled with software. And that title of being keeper of the data center, so to speak,