Randy Gaboriault, SVP & CIO, Christiana Care Health System, Chapter 3

In 2010, Randy Gaboriault left an industry that thrived on innovation to answer the call of another that “had not incurred disruption in decades.” Healthcare, he believed, offered him an opportunity to “reshape it from my backyard,” and he accepted. Five years later, Gaboriault is leading a top team at Christiana Care that is focused on creating a ‘true community health record’ and harnessing the power of predictive analytics to improve outcomes. In this interview, he talks about the major IT plans on his plate, what he believes are the core competences of health care, what leaders should mean to their teams, and what surprised him most about the CIO role. He also discusses the innovation challenge that was issued to his team, and the trend that CIOs must work to reverse.

Chapter 1

Chapter 2

Chapter 3



* Transitioning to an “entirely new business model”

* Core competencies of healthcare

* The “Holy Grail” of patient engagement

* Identifying the “ticking time bombs”

* Background in manufacturing — “I don’t fit the mold whatsoever.”

* Biggest challenge for CIOs

* His role as “energy source and the communication leader.”



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Bold Statements

It’s building an entirely new business model on top of a business model and an operational engine that has to continue to perform and perform very effectively.

If you’re really driving in value-based medicine and pushing hard-wired science through a process, a core competency of the organization becomes, ‘we have to be able to very quickly assess, digest and diffuse science through a process totally different than the way medicine has been practiced in the past.’

As we think about really the large ecosystem of information, about how we can actually help people and identify them at risk and earlier, and then use engagement tools to help them and help us accomplish a shared outcome?

Healthcare is an industry that has a lot of information, but it’s one that necessarily hasn’t integrated, put together, and leveraged the information that has available. So those factors all were very energizing for me to say, ‘I can come in and actually reshape the industry from my backyard.’

We should be very focused on delivering an exceptional experience for people as they move through, and we should be generating an organization that has strong vitality and that’s able to reinvest in capabilities, competencies, and talent to be able to continually produce that in a very consistent way.

Gamble:  As far as some of the other big priorities on your plate, I know you’re looking at a lot of analytics and some of the other things we talked about. Anything you could think off of the bat that’s something that’s very big on your plate right now?

Gaboriault:  Clearly for us, as probably with a lot of organizations, it’s the transition into building the new capabilities to perform very effectively in a value-based commerce framework. It’s building an entirely new business model on top of a business model and an operational engine that has to continue to perform and perform very effectively in today’s model. So that squarely clearly falls into the number one priority as an organization and a lot of these things fall in an orbit thinking about analytics, information integration, HIE exchange, patient engagement—all these other components start to become what I define as the new core competencies that we actually have to create in healthcare.