Q&A with CIO Craig Richardville, Part 2: “You Have to Sit Back, Listen and Learn.”

For CIOs, especially those who are new to an organization, there’s a lot of focus on the to-do list, and understandably so. But what’s just as important, according to Craig Richardville, is the ‘not to-do’ list. What often happens, he has found, is that individuals can become stuck “spinning their wheels on certain functions or features that aren’t a priority” — and in some cases, won’t ever be. This is where leaders need to set realistic expectations, communicate them effectively, and have a defined ‘no-bucket,’ he said. Recently, healthsystemCIO spoke with Richardville about his first six months at SCL Health, which has included a major restructuring to ensure that the right people are on the bus, and that IT priorities are aligned with the organization’s newly released strategic plan. He also discusses his approach to change management, what he learned during a year-long CIO sabbatical about the enormous potential of innovative startups, and why it’s time to retire the ATM comparisons, once and for all. Chapter 1 Chapter 2 * SCL’s Mission 2025 – “All of our work needs to tie into it.” * First 1-2 months as CIO: “You have to take a step back and just listen and learn.” * The “no bucket” * His goal to “create a world around digital” * The leader’s role in “coordinating events” * Keys to successful change management * Breaking down silos with accountable executives * Anticipating change 3-4 years out – “That’s part of my job.” LISTEN NOW USING THE PLAYER BELOW OR CLICK HERE TO SUBSCRIBE TO OUR iTUNES PODCAST FEED Bold Statements We work as one service unit or division. Everyone has their own tool belt and their own subject matter experts they bring to the table, but we’re looking for unification to support the single strategy. It’s creating a world around digital or a world around data, and making sure we understand what work is being done now and where, so we can make sure there’s alignment and consistency. Part of going through and managing these changes is in truly understanding the impact you’re going to have upon the organization, the patients, and the providers, and making sure this all done in a very thoughtful way. When you know what your vision is and how you want to get there, you can make decisions immediately. We’ve made plenty of decisions over the past six months that support what the vision and direction is going to be — we didn’t have to wait for the whole thing to be built out. It’s our way of being agile. Things that are here today weren’t here a year ago, and some things will happen in a year that are unexpected, and we have to be prepared to be able to take a little bit of a left or a little bit of a right. Gamble:  You mentioned that the organization’s strategic plan was announced in January. Was there an understanding from the beginning that you were going to put together the pieces you felt were necessary to carry out? Richardville:  Exactly, to carry out the corporate strategy. We needed to develop what I call a roadmap, which consists of 10 programs. Those programs support the strategic plan of the organization. And so it’s important for me and for all of our associates to understand that there is one strategy, and all of our work needs to tie into that strategy. When we do things around digital, technology, CRM, or any one of those 10 major programs, those programs are viewed more as a product. We’re moving into a product-type format, where they’re viewed as products and programs versus projects; those tie directly into Mission 2025, which is SCL Health’s brand for our strategic plan.   Gamble:  Right.