If we do our jobs right, we’ll be out of a job. By their very nature, internal IT departments are stretched thin, busy putting out technology fires with little time to focus on ever-changing industry best practices. That’s the idea behind LeverageIT™ and our Office of the CTO (oCTO), a transformative process that brings internal IT leadership together with hand-picked former CIOs, CTOs, business owners, and senior healthcare leaders. Together, they implement current industry best practices to evaluate, diagnose, and transform the department to achieve mission-critical results. The LeverageIT™ process empowers senior staff with the tactical IT business skills and knowledge they need to manage a 21st century IT operation.
The LeverageIT™ process and the Office of the CTO provides for governance and leadership of the organization's technology strategy and promotes the development of future IT leaders.
A recent survey of healthcare IT leaders revealed that more than 70 percent had never worked outside the industry. Our Executive Project Officers (EPO) began their careers outside of healthcare, and bring with them the management, business, operations, technical, regulatory, and legal experience necessary to guide the LeverageIT™ process. The results are lower costs, lower operating expenses, cutting edge capability, and increased efficiency.
the LeverageIT™ process
Everyone wants to deliver greater output and results at lower cost. When we start to talk about the Cloud (and isn't everybody?), deriving the relevant costs as inputs to decisions can be quite daunting. Even determining the relevant units of measure for applications and infrastructure is a challenge since the resources that applications consume are the result of hardware and software that come from different licensing agreements and a myriad of purchase orders.
We can make sense of this through our own experience and the framework of the LeverageIT™ process. This includes a Value Assessment, producing useful figures that can be applied in proposed projects as inputs to critical decision making.
LeverageIT™ is typically a 2-3 year engagement consisting of:
TransformIT™. This model illuminates the relationships between technologies in a vendor agnostic fashion. TransformIT™ codifies the transformation of IT infrastructure from beginning to end, lays out a step-by-step path to change visible to all levels of an organization, and establishes technological discipline to govern all future IT decisions.
Office of the CTO. Weekly leadership meetings led by a VertitechIT EPO and Project Manager, focused on breaking down the silos that are often the natural result of an ever expanding IT infrastructure.
Accountability. As the team takes shape, a sense of ownership is created with concrete deliverables assigned to each member of the oCTO.
Expertise. Along with VertitechIT senior architects and engineers, oCTO teams from other healthcare institutions are consulted, sharing their experiences in a variety of areas.
EHR Implementation. Having overseen or assisted with dozens of “go live” events, EPOs are well-versed on multiple platforms.
Security. It’s not a question of if a security breach or ransomware attack will occur, it’s a matter of when. The LeverageIT™ process makes institutional security a top priority, focusing on internal and external threat mitigation, device and network access, data management, third party access, acceptable use, disaster recovery, and incident response.
Cloud Strategy. Deploying a hybrid cloud infrastructure is daunting and must integrate applications, development platforms, identity, and databases. Focus is placed not just on technology, but the CAPEX and on-going OPEX ramifications of public and private cloud offerings.
OS Migration. Strategies are developed for upgrading operating systems and assuring interoperability and flexible, but stringent BYOD policies.
Leadership. The EPO helps to identify members of the oCTO team with senior leadership potential, providing training and guidance to allow for them to drive the improvement process forward and emerge as future executives for the organization.
Evolution. As in-house leadership is cultivated and put in place, the EPO takes on an adjunct advisory role as the oCTO becomes woven into the fabric of the IT department.