Sue Schade, CIO, University of Michigan Hospitals and Health Centers, Chapter 1

When listing the traits of a successful leader, most people might avoid words like “impatient,” but to Sue Schade, being inpatient means refusing to accept the status quote, and instead aiming higher. “I like to see change; I like to see results,” says Schade, who recently spoke with healthsystemCIO.com about the winding road that took her to the University of Michigan, the steep learning curve all new leaders face, her crusade to get more women in technology roles, and what she believes are the keys to change management. Schade also discusses the balance CIOs must strike between being strategic and operational, her decision to tear down the walls and start her own blog, and what makes the CIO role both challenging and fun.

Chapter 1



* 2014 CIO of the Year — “It truly has been an honor.”

* Being a role model

* Her road to CIO

* Leaving Partners after 13 years — “I wanted to have a broader role.”

* Jumping into an Epic rollout at UMich

* Being the new CIO

* Dealing with history and baggage — “It’s a new day.”



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Bold Statements

To the extent that I can be any kind of a role model for others who are in these situations now and these positions now, I am happy to do that.

It is great to set those long-term goals, but you have to be open to the possibilities and the opportunities and recognize that your path can take different turns at different points in terms of where you go and where you end up.

With some of the changes and increased integration at Partners, I sensed that there would be a diminished role for people who were in site CIO roles, so I had to think about what was it that I wanted next.

It’s all part of the package you look at when you assess the organization, the people — where they’re at, where they’re going, where they have been. Is this going to be a good fit? Am I going to be able to make the contributions needed and be successful in it?

You can’t jump into an organization and think that you know what changes might be needed and make them in the first month or two. It’s really, drink from the fire hose, get up to speed about the organization, the issues, and the people, build the relationships, make the assessments of your team, and also learn the market.

Gamble:  Hi Sue, thank you so much for taking some time to speak with us today.

Schade:  Good morning, Kate. My pleasure.

Gamble:  I’m looking forward to this. I’ve wanted to catch up with you for a while, but it’s been a busy year, so thanks again. I first wanted to congratulate you. I know this is going back a couple of months but, on being named 2014 CHIME-HIMSS John Gall CIO of the Year and obviously a tremendous honor. So I wanted to first talk a little bit about what winning something like that has meant to you?

Schade:  Sure. Thanks for the congratulations. It truly has been an honor. I’ve talked to a number of organizations and publications since it was announced. My emphasis is that it is a recognition of not only what I’ve done within the organizations that I’ve served — here at University of Michigan Health Systems for the last two and a half years and previously at Brigham and Women’s Hospital in Boston, part of Partners, for almost 13 years as the CIO — in addition to the work I’ve done in those organizations, I think it’s a recognition of the contributions that I have tried to make within the industry through my involvement in a number of organizations.

So truly an honor, much appreciated, and to the extent that I can be any kind of a role model for others who are coming behind or who are in these situations now and these positions now, I am happy to do that and really enjoy trying to help others as they develop their work and their own leadership in their organiz...