Can the Promise of AI Match the Hype? Lessons from RUSH Health System
Rush University System for Health, under the leadership of Jeff Gautney, is developing and implementing a variety of AI tools. In this episode, he shares early lessons and challenges, including the difficulty of quantifying value around some AI initiatives.
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Overview
In this episode, Jeff Gautney, Senior Vice President & Chief Information Officer at Rush University System for Health, shares his career path from consulting to leading IT at a top academic medical center. He breaks down Rush’s digital transformation strategy—leveraging AI and automation, modernizing infrastructure, and driving operational efficiency.
Beyond the technology, Jeff explores how the role of IT leadership is shifting and why change management is now a must-have skill. In this episode, you’ll learn:
- How AI is reshaping healthcare operations—from ambient listening to robotic process automation.
- Why change management is now central to IT leadership and how Rush is embedding it as a core function.
- How automation is helping address workforce shortages while improving efficiency and patient care.

Our Guest
Jeff Gautney
Jeff Gautney is the senior vice president and chief information officer at Rush. At Rush, Gautney leads a team of 500+ healthcare IT professionals, supporting IT needs across the patient care, academic and research missions of the organization.
Gautney has 40+ years of experience in the health provider sector, including roles at professional services, provider and vendor organizations. Prior to joining Rush in 2021, he served as a managing director with Deloitte Consulting’s Health Provider Technology Strategy & Architecture practice. Gautney also served as a senior vice president at Allscripts Corporation, where he was responsible for all IT operations at the company’s largest client, Northwell Health; and as a Partner in Ernst & Young’s Health Provider IT practice, helping to direct the firm’s clinical transformation services in the Northeastern U.S.
Gautney has served in leadership positions with various industry organizations, including Health Level 7 and New York-based health provider collaboratives. He is active in Health Management Academy’s AI Catalyst program, Avia’s GenAI Collaborative and the White House sponsored Healthcare AI Commitments collective. Gautney has also served as an Adjunct Professor at Carnegie-Mellon University and has led seminars in the Rush University Health Systems Management program.
Transcript
Jeff Gautney [00:00:00]:
There’s no doubt that ambient listening is saving our doctors time. However, you know, its across 1000 doctors, it’s saving 3 minutes a day, and so it doesn’t really translate into another visit. So, it’s one of those things where you know there’s a benefit, but it’s not necessarily a reapable you know, benefit and that’s a learning for us, and it’s making us rethink how we look at the return on investment associated with AI initiatives.
Narrator [00:00:19]:
From Healthcare IT Leaders, you’re listening to Leader to Leader with Mike Robin stepping in for Ben Hilmes. Our guest today is Jeff Gautney, Senior Vice President & Chief Information Officer at Rush University System for Health. In our conversation, Jeff discusses the complexities of managing a healthcare IT organization, focusing on Rush Health System strategies in AI, digital transformation and change management.
Mike Robin [00:00:45]:
Hey, welcome, welcome, Jeff. Nice to meet you and to spend time with you. Also spent time, many, many years in this healthcare IT industry and we’re going to cover a lot of ground today from AI to your workforce strategies. But let’s start with your organization. Tell us a little bit about Rush and your health system. Sure.
Jeff Gautney [00:01:03]:
And thanks for the opportunity, Mike. So Rush is medium-sized health system located in Chicago, about three and a half billion in revenue. An academic medical center at its core that’s located in the West Loop in downtown Chicago and then two community hospitals in the western suburbs. Forty or 50 different clinics, about 15,000 employees across the health system. We have a fully integrated university which has three colleges. So it’s a little bit of a different model where, you know, the university and the health system are somewhat separate. They’re, these are fully integrated. So my team supports all of the academic and research missions as well as the patient care mission for Rush.
Jeff Gautney [00:01:43]:
And we’ve been around since before there was a city of Chicago. Actually there was a Rush before Chicago was incorporated. So there’s a long history which is sort of unusual in the Midwest. It’s very common in the Northeast where places have been around for a couple hundred years, but it’s sort of unusual in the Midwest. So we’re very proud of that, of that heritage.
Mike Robin [00:02:04]:
Well, without a doubt a complex organization that you get a chance to work with. I wanted to kind of skip and learn a little bit more about you. So I love your background. Kind of unique career path of going consulting vendor provider organizations and similar. I worked for years at a vendor, now doing worked on the provider side, so it was similar. But fill us in on some of the details of your background and tell us how this diverse background has prepared you for your role as a CIO at Rush.
Jeff Gautney [00:02:31]:
Yeah, it’s really one of those sliding door kind of careers that I think probably a lot of folks have. Where I hated hospitals, never wanted to be in one and graduated from college and found myself working in a hospital as a mental health worker. Got involved with the implementation of a early on border entry system. Wound up going to work for that software vendor and everything sort of snowballed from there. So I got a crash course in health care IT working at Shared Medical back in the day which was a big employer for a lot of very young people. Similar to how Epic gives a lot of people their start these days. That’s the way SMS was. And went from there into consulting.
Jeff Gautney [00:03:17]:
Wound up becoming a partner at Ernst & Young in their healthcare practice. When I left E&Y decided I wanted to do something different. Went to work for Eclipsis was all scripts Eclipsis Corporation and ran the outsourced operations at Northwell Health in New York City. So as a really great experience to work with and build a team on the provider side and really own what you do and the consequences of your decisions, which was not something you usually have to face in consulting but didn’t feel like consulting was fully out of my blood. Left Allscripts Eclipsis, went to Deloitte and was a managing director at Deloitte in their health care practice for 10 years. And like many people you know at during COVID spending a lot of time looking at myself wondering what am I doing? What do I want to do? What’s this next chapter going to be about? And decided I really wanted to go the CIO route and really wanted to do it with an organization that had a commitment to health equity and put those plans into actual action. And so I’m really proud to say that Rush, you know, is that kind of an organization. It’s.
Jeff Gautney [00:04:25]:
It’s resourceful and large enough to have all of the complex issues and the capabilities that you’d want, but not so large that you’ve got so much technical debt that all you’re really doing is moving things forward an inch because you’ve got to integrate the last five acquisitions and you’re stuck with four ERP systems. And that’s not Rush. So I feel really fortunate for this chapter of my life to work in an organization like this. And I have to say it’s been a revelation in every way. It’s been a really great experience. Three and a half years now here in Chicago at Rush and it’s been really an outstanding experience.
Mike Robin [00:05:02]:
They’re lucky to have you with that breadth and depth of experience. Our Backgrounds do have a lot of connections where we, I’m sure we have mutual friends.
Jeff Gautney [00:05:09]:
No doubt. It’s a small industry, Mike. You can’t make anybody angry at you because, you know, sooner or later they come back.
Mike Robin [00:05:18]:
Exactly right. Hey, let’s, let’s, let’s go and bridge into artificial intelligence. It’s really kind of front and center for most CIOs these days. We recently heard you describe your AI strategy as a four bucket model. Tell us what you mean by that. What does that mean?
Jeff Gautney [00:05:33]:
Yeah, so it’s not so much the strategy as much as how we put the strategy into action that we think about. In these four quadrants there’s a quadrant that’s focused on what we should work on, what are the business priorities, how do we make decisions on how to spend the scarce resources that we have, and how do we prioritize those initiatives and then how do we promote them? We call it our incubator. It’s the one that takes an idea from, you know, through the approval cycle. We have another group that’s sort of the safety net. That’s our governance group, or it came out, was born out of our data governance team and it’s our office of responsible AI. So it includes compliance and privacy and cyber and legal and hr and all of the things, all of the considerations that you need to have. When you’re writing a contract for a new AI system or you’re putting a model into production, then we have a group that’s focused on the data because at the end of the day, all the models in the world, it all comes down to the data that they’re operating against. And so that group is really sourced with what’s the best source of data, how clean is that data, how do we mobilize it, how can it work to support the model that was approved by the incubator? And then lastly there’s like a tools and development group.
Jeff Gautney [00:06:45]:
You know, what we were finding pretty early on was that kind of everybody had their own toolkit they were bringing to us and their own environment and their own way of testing. And so we said, no, no, no, no, we have to be in the driver’s seat here. So, so we created a tools group that really focuses on that. And, and that group, you know, that model, but especially that tools group, has been really useful in all different kinds of AI. Not just gen AI, but also, you know, when we use AI and medical imaging, when we do robotic process automation, all of those, those groups all are part of those strategies and the implementation of Those solutions as well.
Mike Robin [00:07:21]:
Fantastic. Really good. Well, AI is still very early on. Any early success stories, any pilot programs, anything that, where you can say, hey, this, this may actually work?
Jeff Gautney [00:07:31]:
Well, lots. I mean, you know, that’s the thing. It’s funny how we all say AI is really early on. When we spent this morning probably looking at a weather report and maybe using WAZE to find the best route to come in. I mean, it’s actually been very quietly and very pervasively working its way.
Mike Robin [00:07:48]:
New to health care, probably new to healthcare, probably is the.
Jeff Gautney [00:07:52]:
Yeah, well, yeah. And even then you could say the sepsis protocol, you know, that got released a number of years ago is a form of AI. I’d say, you know, we, like many other organizations have spent some time with ambient listening as an example of AI. We originally were partnered with Microsoft several years ago and were an early adopter of some of that technology. And recently we’ve been working with another company called named Suki that we think is, is doing some great stuff in that space that’s been very successful. We have embraced most of what Epic has offered in terms of, you know, inbox management, discharge summaries, those kinds of things. We’ve worked with Epic on those and pushing that science forward. And then we have a number of models that we’ve put together ourselves, whether they be in medical imaging, working with Bayer and their Calantic framework, or with just our own researchers and faculty.
Jeff Gautney [00:08:47]:
I’d say one of the learnings from all of it, to be honest with you, is and ambient listening or Inbox are both great examples. There’s no doubt that ambient listening is saving our doctors time and there’s no doubt that inbox management is providing a better quality communication and saving some time as well. However, you know, it’s across thousand doctors, it’s saving three minutes a day. And so it doesn’t really translate into another visit. It doesn’t really translate into a budget line item that I could go cut the cost of. It’s one of those things where, you know, there’s a benefit, but it’s not necessarily a reapable, you know, benefit. And that’s a learning for us. And it’s making us rethink how we look at the return on investment associated with AI initiatives.
Jeff Gautney [00:09:35]:
We pretty far into a Copilot, Microsoft Copilot implementation and same thing, the cost to deploy Copilot because it’s not that inexpensive, it’s relatively pricey versus the benefit. We can see the benefit, but I can’t point to something in the budget that’s going to go away because of it. And I can’t point to something in our revenue growth plan that’s directly attributable to the implementation of Copilot. So there’s a little bit of the organization saying, you know, sometimes you have to do this because it gives you a competitive advantage. Ambient’s a great example. I feel like in the competitive Chicagoland market, as we are all in this scrum for clinicians, that not having Ambient will be a significant disadvantage to attracting and retaining clinicians going forward. It’s going to be an expectation, yes. There’s benefit there.
Jeff Gautney [00:10:27]:
Again, can I put a hard number to it? Kind of tough, yeah.
Mike Robin [00:10:32]:
I come with a technology background of EHRs and implementations and relationships. Change management to me was always a very important part of an implementation. I would assume that’s the same when you’re getting into these artificial intelligence and these different platforms. Can you speak just a little bit to the change management aspects of these types of initiatives?
Jeff Gautney [00:10:53]:
It’s funny because that was an appendage for a while, right? And now it’s transforming into becoming a core competency. I think first for our, the people that we work with, our operations staff, but now also for my leadership group where the decisions that have to be made around the software are kind of fewer and fewer and the work that has to be done to change people’s jobs, change process, bring people along, identify when people are checking out that work has grown exponentially. And so in a way, the role of, of a CIO and the role of an IT professional I think is changing. You know, we’ve always liked to say that we’re change agents, but we didn’t really apply maybe a scientific methodology to that. But now I see much, much more growth in terms of, within our group. In fact, we just hired a new pretty senior level person to run our change management organization and develop IT as a core competency for our management team.
Mike Robin [00:11:55]:
Fantastic. Great, great response. Great leadership on your side to do that. You know, related to AI, you mentioned in a recent interview that one of the biggest disruptors you see is the pressure to use automation to compensate for talent gaps. And I think you were just hitting on that. How do you see the IT function of the future, handling these gaps or these challenges with AI?
Jeff Gautney [00:12:15]:
Well, ultimately, what I really would hope it’ll become is that as a service line leader sits down and says, here’s my revenue plan for the year. Here’s what I want to accomplish. Here are my strategic goals. Where are the human resource risk areas? You know, and they do that now, but they, they don’t take it to the next level to say, how could I use automation potentially to mitigate some of that risk? So whether that’s taking some of the low level, repeatable tasks that we could use RPA to do and freeing up that budget or freeing up those people and upskilling them, or it’s thinking about the process in a different way, maybe applying some digital technology or some self service or, you know, any one of a number of automations that they could use to deal with that shortfall. I think, you know, there’s no doubt that we’ve long since crossed the line where we’re going to have enough clinicians to care for, you know, an aging, chronically ill population that has a very high expectation of the quality of care that they’re going to deliver, that we’re going to deliver, you know, and so I think tech is one of the ways out of it, maybe one of the only ways out of it, to be honest with you. And that goes across our business. How we educate clinicians and grow and the skill sets that we teach them, you know, as we’re developing the next generation of young clinicians and how to work with this technology is going to be really vitally important to how they approach what they do. It’s an exciting time, It’s a little scary, but there’s no cavalry coming over the hill to bail us out.
Jeff Gautney [00:13:53]:
We’re really going to have to figure this out once and for all. We’ve been talking about it for as long as I can ever remember. Oh, the baby boomers are going to retire. Oh, what’s going to happen then? You know, and guess what? It’s happening. We’re living it. So, you know, now what do we do? And. And then obviously COVID had a significant impact on people’s job satisfaction in our industry. Led to a lot of folks rethinking how they felt about what they do in healthcare.
Jeff Gautney [00:14:20]:
And so we’ve seen fallout from that as well.
Mike Robin [00:14:23]:
Yeah, that traditional AR, HR function is changing as we adopt some of these new strategies as well. So you hit those very well. Digital innovation and consumer experience. You’ve talked about a digital strategy at Rush that has the three main pillars. Tell us what these are, what those are, and kind of how they relate to what you’re thinking about.
Jeff Gautney [00:14:43]:
Sure. Like most folks have, we have a pretty robust digital consumer strategy and it’s based on access and different models for care. So virtual primary care, virtual specialty care, streamlined access, you know, the Ability to engage with us around content and ask questions and symptom checking and all of those things that are very consumer focused. We have a strategy around that and we’re about 18 months, we refreshed that about 18 months ago. So we’re about 18 months into this latest version of the three year plan and it’s been very successful. The other two pillars are focused more internally, so one’s focused on care transformation. So how do we apply digital technology towards things like, you know, virtual nursing or ambient listening or how do you transform the care model? You know, whether it’s increased use of mask by providing, you know, additional digital support for them or providing ways for aids for clinicians who are doing diagnostic reads. You know, so AI protocols that deal with the hanging protocols of what images they should be looking at next or help them do diagnosis in looking for, you know, very fine abnormalities in an image.
Jeff Gautney [00:15:54]:
That digital care transformation is the second pillar and then the third is digital operations efficiency. And RPA is one manifestation of that. But I’d say there’s an awful lot of opportunity for automations and optimization in some of our existing platforms, whether it be Workday or Epic or others that, you know, there are a lot of tools that exist in there that we don’t take as much advantage when squeezing every ounce of the value out there. And so that digital operations efficiency looks at that and also I think gets to foundational challenges that impact the other two. So as an example, schedule books and who controls them and who manages block time, right? These are like third rail politic kind of issues in any healthcare provider. But they really dictate a lot of operations efficiency because they’re the key to unlocking rooms and equipment and, and staff. And then that gets manifest in the consumer strategy and it gets manifest in how the care model changes. But it starts by looking at operations efficiency and how can we be as efficient as possible.
Jeff Gautney [00:17:02]:
That’s one of the things at Rush for us to continue to be viable as a $3.5 billion operation. Remember, we’re in town with advocate Aurora, which is gigantic, right. And Northwestern, which is international in scale. And so for us to be able to compete, we have to compete on quality, which we are. We were number two in Vizient this year, very proud of that. And for, you know, a couple years now, we’ve been in that top three. So you have to compete on quality, but you have to also compete on efficiency and access. We have to be easier for folks to use and we have to be hyper efficient in what it takes for us to provide great care and then we have to meet our quality numbers.
Jeff Gautney [00:17:45]:
So that’s volume vital. It’s intrinsic to us remaining, you know, as an independent organization.
Mike Robin [00:17:51]:
So, oh, great. You know, thinking of those three pillars, I think about leadership as well. And some organizations are hiring chief digital officers, others are consolidating those responsibilities under the CIO. Some is a combination thereof. How do you think about digital as a specialized discipline in this trend towards being both CIO and chief digital officer?
Jeff Gautney [00:18:12]:
I’m old school, Mike. Like, you know, I’ve been at this a little while, so maybe I, I might be thinking about it incorrectly, but I sort of like, oddly enough remember a kind of similar conversation back in 1999-2003 where, you know, it was all about the web and everything was. And oh, that’s a really specialized skill and we really need different people to do it and they have to, you know, wear flip flops and rip jean shorts to work and, and so forth. And that’s cool by me. I’m really all about the ripped jean shorts and the flip flops. But the fact is that, you know, pretty quickly it became clear that there was a piece of that in everything we did. And so it really couldn’t live all by itself because it was dependent on the legacy systems, it was dependent on the data, it was dependent on the workflows that are embedded in those legacy app, those big box applications. So the approach we’ve tried to take with innovation, the other thing that that led to was there was this group of cool kids who had like foosball tables and then there was everybody else that had to live in cubes, right? And so you have like this disenfranchisement, you know, of your workforce and you have a bunch of people who think that all they have to do is like web pages and don’t really understand that it’s all about the workflow, right? So with innovation, with digital and with AI, we’ve taken an approach that said every single person in our organization owns part of this.
Jeff Gautney [00:19:34]:
And so how do we upskill everybody? How do we teach everybody how to use this technology? Now there’s definitely specialized skills, right? Not everybody is going to be a prompt engineer. As an example, however, the Epic team has an AI component, they have an innovation component, they have a digital component to them. The Workday team has the same, the Salesforce team has the same. We do have a small group that deals with sort of those nuances or those digital only applications. But even that group was grown out of Those legacy groups, we moved people who understood Epic into the digital side, as opposed to hiring somebody with digital who had no understanding of how the underlying workflows within Epic were functioned as an example. So I feel really strongly in terms of the leadership that it’s really hard and maybe a mistake to carve out digital from the rest of the information systems platform. What kind of happens? We saw this when we did our plan for operations efficiency and care transformation was we were kind of talking and before you knew it, everything other than cyber was in the scope of one of the. Fell into one of those three buckets, right? ERP fell into it, access center fell.
Jeff Gautney [00:20:49]:
So it’s kind of like, well then what’s the IT plan? Because if everything is in this digital plan is the only thing that we’re doing is planning cyber. They’re like, oh no, no, cyber has to be in the digital plan too. So I think it’s hard. Now there are organizations that, you know, have merged, like for instance, marketing and communications and with digital and branding. That’s a different skill set. And I do think there’s, you know, a need for that. And I work very closely with ourmarketing communications group. They do an outstanding job.
Jeff Gautney [00:21:18]:
Same thing with operations in terms of content and workflow impacts of these strategies. But as far as the technology underpinning goes, I think it’s a mistake to try to divorce them. And I think when that’s happened in the past, we’ve wound up putting them back together again after a few years because we realized that it’s a channel, it’s a new way of those systems evolving. I’ll give you just one more example. If you were to look at Workday last year, they presented their AI strategy and they talked about job descriptions and how because Workday is all one platform, you could use this AI chatgpt like tool and it would help you synthesize a job description. And that was really cool. It’s this AI function. But the reality is like within two years, that’s going to be the job description function.
Jeff Gautney [00:22:07]:
It’s not going to be this other thing, this other way of writing job descriptions. That’s just going to be the way you write a job description and workday, right? It’s going to be a core part of the platform. And so why treat it like it’s really happening somewhere else to another group? It’s all inside the core. And that way also, you know, people feel like they have career development, that you’re not penalizing them because they are really good at Epic. Ambulatory pharmacy. And they’re stuck there. Right, because the other people get to work on all the cool stuff. Everybody gets to work on the cool stuff.
Jeff Gautney [00:22:41]:
That’s kind of the approach we’ve tried to take so far. It’s working.
Mike Robin [00:22:46]:
Yeah, I love your analogies. I love the stories and how the pieces fit together and sometimes keeping it simple is the best way. I’m sure it’s hard, still hard work, but keeping it as simple and structured as you possibly can. So switching gears kind of beyond digital, what else is on your radar as you head into 2025? Tell us about some of your enterprise IT goals and what you’re planning for the year ahead.
Jeff Gautney [00:23:08]:
Well, we’re in the third year, so I’ve been here three and a half years. So we’re in our third year, moving into our fourth year of what I would say was a cleanup or remediation, you know, project that we’ve had going on with our infrastructure, with our cyber team and so forth. So we have five data centers here at Rush. We’re a three and a half billion dollar organization. I’m not even sure we should have one, but we have five now. One’s more horrible than the next. Three of them have water lines running through them. One of them has a leak in the roof.
Jeff Gautney [00:23:38]:
I call that my water-cooled data center because the water comes in when it rains hard. One of them’s underneath a parking garage, if you can believe that. That’s not a great place to put sensitive equipment. And one of them is in a building that the lease is up in two years. So one of our big projects this year is a cloud migration, but also moving to two industrial-strength colo data centers. I was joking with my team the other day, I said, you know, we’re going from five to seven data centers. They said, yeah, but only till the end of the year and then we’ll be back to two, so.
Jeff Gautney [00:24:07]:
So that’s a big project for us. We’re in the midst of a workday implementation. We have multiple in for systems that we’re replacing with workday and so that’s a big effort for us and a ton of change management associated with that. We’re continuing to grow our Salesforce platform. We’re an early adopter for their Agentforce technology in AI. I think we’re going to talk about that at VIVE in a few weeks and we’re really interested to see how that platform will enable us now that we’ve, we’ve sort of built the base of customer information and customer intelligence within Salesforce. Really interested to see what we could do with that with Agentforce. And we’re, by the way, also doing a service area consolidation in Epic.
Jeff Gautney [00:24:47]:
So we’re kind of tearing the beating heart of Epic out. So it’s going to be a busy year where our team’s excited. A little scared, but excited at the same time.
Mike Robin [00:24:57]:
Well, fantastic. That’s not an easy thing that you’re doing. Yeah. I had a client of mine that had thought that it was a good idea to put their data center underneath a swimming pool. So it was in a center and the swimming pool was above it. And, yeah, not the best idea, but let’s wrap up. Lastly, you’re there three and a half years now, your first CIO role, and again, congratulations on that. You’ve done wonderful things there.
Mike Robin [00:25:20]:
But tell us what surprised you the most and what’s been your biggest learning or takeaway for you. So something you could share with your peers that are saying, hey, this, the CIO job is pretty easy. But it’s not. I know that.
Jeff Gautney [00:25:32]:
Well, that. Definitely not that. I mean, it’s very funny because you think when you’re a consultant, because you’re traveling, you know that your life is a grind and how hard it is. And then you get into an operations job like this and you realize that your life’s not your own. You come in every day with an idea about what you’d like to accomplish them, and life happens all around you. Things break, things happen. And. And your priorities go out the window because you’re dealing with that.
Jeff Gautney [00:25:56]:
So that was a real adjustment. One of the things I really loved was being part of a team dealing with difficult ethical and equity issues and running a healthcare business, like, actually being a valued part and having a voice in that kind of a group was a real, very different experience than being consultant, where you’re really there to do a thing, you know, and you want to get everything out of the way to do that one thing. That’s what you’re there to do. And this is really different. It’s every bit as exciting and rewarding as I thought that it would be. Biggest challenge, to be honest with you, particularly over the last 12 months has been cyber. Like, I just never get a good night’s sleep. And I slept like a baby when I was a consultant.
Jeff Gautney [00:26:39]:
Everybody’s like, oh, I can’t sleep in a hotel. I slept on airplanes, slept in hotels, back a car, cars, no problem. Ever since I became a CIO, not one wink, not one wink, because I’m just waiting for the next crowd strike or somebody kicks out a cable and blows up the shorts out the whole head of a rack of servers that happen to control the parking lot arms. So now nobody can get out of the parking garage. There’s always something breaking. There’s always a cyber threat lurking. That level of vigilance. I have great respect for people who have done this job for 30 years.
Jeff Gautney [00:27:15]:
I’m pretty sure I couldn’t do it for 30. I’m really enjoying doing it for three, but I don’t think I would have made it for 30. So I have many, many, much, much, much respect for all of you who have done this and been very successful at it.
Mike Robin [00:27:29]:
Yeah, it’s been the year of the cyber attack, so I, I could see why that would keep you awake. The health system I’m working with had a pretty, pretty significant outage because of that. But Jeff, it has been my pleasure and honor to to meet you and to get a chance to talk with you. I know that your insights are going to be valuable for our listeners, so thank you so much for joining us today.
Jeff Gautney [00:27:51]:
Thanks Mike. I really appreciate the opportunity and wish you very well. And to all of your listeners, thank you.
Mike Robin [00:27:59]:
Jeff had so much to share about the need for engagement, increased efficiency in healthcare and how we can deliver it. Here are a few of takeaways from our conversation. Number one, AI is a must-have for staying competitive according to Jeff, but some of the initial productivity gains may not be as significant as promised. Number two, change management has become central to IT leadership. It’s no longer just about tech. You have to help people adapt to new tools and workflows. Number three, Jeff was refreshingly honest about the ups and downs of being a CIO. It’s a constant balancing act between putting out fires and driving long-term innovation. So what did you think? What were your big takeaways from this episode? I’d love to hear from you on our social media channels or drop me an email from our website at Healthcare IT leaders.com.
Mike Robin [00:28:58]:
Thanks for joining us for Leader to Leader. To learn more about how to fuel your own personal leadership journey through the healthcare industry, visit healthcareitleaders.com don’t forget to subscribe so you don’t miss any insights and we’ll see you on the next episode.