One of the biggest challenges facing hospitals and health systems is a lack of financial transparency — how much is being spent by which departments, and on which technologies. When Chris Akeroyd assumed the role of CIO at Children’s Health, it became immediately clear that there was a communications breakdown, which resulted in overinvestment in certain areas and underinvestment in others. “It was hard to find a strategy,” he recalled in a recent interview. And so, one of his first priorities was to initiate conversations that have been “eye-opening” and have led to reduced spending and a better understanding of the business.

However, for Akeroyd, who has been with the organization since 2015, it’s just one of many areas of focus for his team. During a discussion with Kate Gamble, Managing Editor of healthsystemCIO, he talked about how they’re leveraging digital tools to create a better experience for pediatric patients and their families; his philosophy when it comes to hybrid and remote work models; and the “immense opportunity” that drew him to the CIO role.

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Key Takeaways

* Going from chief digital and technology officer to CIO provided an opportunity to lead the organization “in our next evolution of technology and partnership with the business” and “change how we partner and grow Children’s through its next evolution.”

* One of the keys to recruiting and retaining talent is flexibility and “being able to work and live anywhere,” Akeroyd said. “And so, we’ve diversified our hiring region.”

* As the CIO role continues to evolve, “it’s less about technical knowledge, especially at the more senior levels, and more about your body of knowledge and how you partner and engage with operations.”

* In a highly complex, matrixed organization, it has become critical to implement a solid governance structure and “use caution in terms of who needs to approve and sign off on things.

Q&A with Children’s Health CIO Chris Akeroyd, Part 2 [Click here to view Part 1]

Gamble:  Based on what you’re saying, it’s not surprising to me that you were previously in the CTO role. What was it like to make that transition from chief digital and technology officer to CIO?

Akeroyd:  One advantage is familiarity with the organization. I knew the politics. I knew the people. I knew the teams, so that made it easier. In the same breadth, though, it made it a little bit more of a challenge taking on some of the teams within my group that had not reported to me directly before. From there, it was building relationships and empowering the people who are there. I have strong leaders who their subject areas.

And so, for me, it was casting the vision and getting everybody aligned to that and supporting the changes we’ve been through, which has been amazing to see. But like I said, a lot of the catalyst behind that was the existing relationships and, and knowing people that made that transition, um, straightforward.

 

Gamble:  What was it about the CIO role that appealed to you?

Akeroyd:  Leading this organization in our next evolution of technology and partnership with the business. I saw a big opportunity to change how we partner and grow Children’s through its next evolution as we prepare to increase our brand recognition and the volume of children we support in the North Texas area.