The idea of being acquired by a health system — especially one as large as Sentara Health — can be daunting for a CIO. But Mike Rozmus viewed it as an opportunity to work closely with Sentara CIO Bert Reece and to try to emulate some of the success the 11-hospital organization has had in its advanced use of IT. In fact, since the merger last year, Rozmus has already incorporated one of Sentara’s best practices by leveraging physician advisory groups to get buy-in on projects. In this interview, Rozmus talks about other changes he has made since the acquisition, what he’s doing to bridge the inpatient and practice environments, the lessons he’s learned being a Meditech 5.6 beta site, and the challenges of dealing with a heavy workload.
Chapter 4
- Staff management and leadership
- The benefits/challenges of poaching from the clinical side of the house
- Dealing with a historically heavy workload, battling burnout
- “There’s only so much organizational change you can absorb at one time”
- Stage 2 MU concerns
- How government programs are crowding out innovation
- Rozmus’ journey: From industrial engineering to hospital CIO
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