Pros
-CIO/CTO combination has dug us out of a gigantic hole with training, accountability, financial and project forecasting, and management. -Weeded out several people who were cancers within the departments they led, many hold-overs from when the hospital was a county run entity. -Focused directly on employee engagement and communication with regular all staff meetings, communications and status of corporate initiatives. -Raised compensation in areas where we had no chance of attracting top talent in key areas unless leadership went to bat to fix it. -Created definitive job families and levels within them so employees have a clear road map for their self-development and career growth. -Stopped giving employee reviews that were based upon how well you were liked by your manager and not on what you have achieved. -Invested in key areas to improve technology infrastructure instead of focusing purely on expanding the footprint of the EMR (with no accounting for long term impact or cost)
Cons
-Currently in an enormous bubble of deployments, upgrades, and architecture changes that has caused many to feel overwhelmed, or that the rush will never end. -Understaffed for amount of work, which could put systems at risk of not being fully leveraged, or failure. (However, Vidant Health is in 300% better position currently than when the CIO started, despite the current stress on staff.) -Too many Chiefs and not enough Indians. This is currently looked upon by staff as unwillingness of VPs and C-level staff to work with line level employees. (This has leveled, and all management from Managers to Directors, are working people who have direct client facing issue level communications and planning with their customers or line-level employees)