Tom Haus

From technology alignment to data intelligence and cross-functional collaboration, HIM leaders are helping shape connected, compliant organizations. Take a look at four focus areas defining 2026.

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🏥 From Overwhelmed to Optimized: How Digital Command Centers Are Reshaping Hospital Operations 📊 Hospital leaders are constantly balancing patient care, staff well-being, and operational efficiency. The recent Newsweek feature on how GE HealthCare technology offers a compelling look at how some of the world’s top hospitals are achieving that balance—with measurable results. Take Children's Mercy Kansas City , for example. After implementing a GE HealthCare Command Center, they reported: ⏱️ 86% reduction in admission delays 🛏️ 24% fewer avoidable bed days 📈 Capacity to treat 300 more patients—without expanding infrastructure For hospital leaders navigating workforce shortages, rising demand, and financial pressures, this isn’t just innovation—it’s a strategic imperative. 🔗 Read the full article: Inside Hospitals' Digital Command Centers https://lnkd.in/gbqYwJHP GE HealthCare Command Center

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Responding to growing demands to deliver exceptional care at lower costs, North Kansas City Hospital (NKCH) sought to improve its population health management and needed a robust data and analytics solution. By implementing the Health Catalyst® Data Platform, NKCH gained access to trusted data and insights, developing a scalable analytics infrastructure to support and advance population health strategic priorities.

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If you’ve ever thought: “CI/CD pipelines should just work.” “Developers shouldn’t have to fight their tooling.” “Platforms should make engineers faster, not slower.” Then this role might be for you. Mitch Enderle and the Developer Experience team at CVS Health are hiring a Lead Director of Developer Tooling to help run the platforms that power tens of thousands of developers across the company. We’re talking: • Enterprise GitHub at scale • CI/CD platforms running thousands of pipelines • Artifact management and developer environments • AI-adjacent development tooling • Modernizing legacy stacks across the enterprise It’s a big platform engineering challenge with a real-world mission — helping teams build technology that improves healthcare experiences for millions of people. If building developer platforms at massive scale sounds like fun, take a look. Plus...pssst....they do the remote thing!

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Q quick way to build trust in technology through the clinical lens. Following up on the Douglas Adams quote from earlier today. Quick implementation checklist (first 90 days) Identify 2–3 clinician champions (one early‑career, one mid‑career) and give them a $50–100k pilot fund. Define 3 outcome metrics: clinician time saved, patient‑reported function, and net cost per episode. Require a short “explainability” brief from vendors describing how the tool affects decisions and how bias is mitigated. Run a 6‑week user‑experience sprint with patients and clinicians to refine messaging (use best‑practice + pain‑science framing). Report results publicly to build internal momentum and external credibility. If we want to stop being laggards, we must fund clinician‑led pilots, make users co‑owners of procurement, and adopt transparent, staged pathways for scaling MSK technologies, so decision makers start thinking like 15–35 year olds. Who, in MSK setting, is ready to lead in tech innovation? American Physical Therapy Association (APTA), AI initiative is an excellent first step. CJ Morrow Andrew (Drew) Contreras

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𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗘𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗡𝗼𝘁 𝗮𝗯𝗼𝘂𝘁 𝗠𝗼𝗿𝗲 𝗧𝗲𝗰𝗵...𝗜𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗠𝗼𝗿𝗲 𝗙𝗼𝗰𝘂𝘀 In #healthcare, “technology enablement” gets thrown around a lot. We talk about new EHRs, cloud migrations, AI-driven analytics, and interoperability, but too often, the underlying challenge isn’t technology at all. It’s 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲. In a fast-growing, provider services organization, especially one backed by private equity, the noise is endless. Every region, practice, and business unit has “must-have” projects. Every vendor has a “transformational” solution. And every executive sees tech as the key to efficiency, growth, and compliance. But without a disciplined framework for deciding 𝘸𝘩𝘢𝘵 𝘮𝘢𝘵𝘵𝘦𝘳𝘴 𝘮𝘰𝘴𝘵, the very tools meant to enable the organization end up diluting its focus and wreak havoc on teams. True enablement doesn’t mean giving every department every tech solution they want. It means enabling the 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯 𝘢𝘴 𝘢 𝘸𝘩𝘰𝘭𝘦 to operate more effectively, securely, and intelligently. That requires saying “no” often and decisively. If a solution doesn’t tie directly to better outcomes, reduced friction, or improved decision-making, it’s probably not enablement. Great technology leaders know that every “yes” carries an opportunity cost. The hard part isn’t choosing between good and bad ideas, it’s choosing between 𝘨𝘰𝘰𝘥 𝘢𝘯𝘥 𝘣𝘦𝘵𝘵𝘦𝘳. That’s where prioritization becomes both an art and a science. Prioritization is how leadership transforms ambition into execution. It forces clarity, builds alignment, and earns credibility with both the C-suite and front-line operators. Without governance, prioritization doesn’t stick. Governance gives structure to decision-making and ensures technology investments remain visible, measurable, and accountable. It defines who decides, how they decide, and what “success” looks like. Good governance is not bureaucracy. It’s the oxygen that allows innovation to breathe safely and sustainably. The best tech leaders don’t define success by the number of systems deployed or projects completed. They define it by 𝗵𝗼𝘄 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗹𝘆 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗱𝗿𝗶𝘃𝗲𝘀 𝘁𝗵𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻’𝘀 𝗺𝗶𝘀𝘀𝗶𝗼𝗻, i.e., better care, smarter operations, stronger outcomes. Enablement isn’t about acceleration. It’s about direction. Technology enablement in healthcare isn’t about chasing innovation, it’s about harnessing it with precision and intent. When 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗮𝘁𝗶𝗼𝗻 and 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 work hand-in-hand, technology stops being a cost center and becomes a force multiplier. It aligns teams, strengthens execution, and ensures that every dollar of investment contributes to better care and smarter growth. Because in healthcare, it’s not the organizations with 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 technology that win, it’s the ones that know 𝘩𝘰𝘸 𝘵𝘰 𝘶𝘴𝘦 𝘪𝘵 𝘣𝘦𝘴𝘵. #technology #innovation

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