In 2015, CIOs held the balance of power over IT purchasing decisions, controlling 71%. But this year that figure fell to just 8%. TAMPA, Fla., November 26, 2018(Newswire.com) – A year ago, the buzz swirled on how the role of the incumbent executive-in-charge of healthcare IT systems was quickly evolving from a position focused on providing infrastructure, applications and analytics support to the organization, into an overall strategic business leader. However, as enterprise-wide determinations slowed down, and smaller, departmental-specific technology was getting reviewed, the Line of Business (LOB) management teams promptly acquired power over the IT purchase decision making and influence.88% of non-IT hospital leaders in Q4 2018 see the demand for their technology expertise radically intensifying. And the strategic role of CIOs is markedly decreasing as the shift toward decentralized tech management moves to department heads and LOB executives from the CIO.In 2015, CIOs held the balance of power over IT purchasing decisions, controlling 71% of decisions. But this year that figure fell to just 8%.Traditionally, CIOs called the shots in IT purchasing after aligning with the department on its need, but digitalization is making a permanent change to the health systems IT purchase process, says Doug Brown, managing partner of Black Book. As healthcare organizations transform work processes through digitalization the department leaders involved must logically uphold the authority of those processes.Given the warning signs, it is easy to speculate that the CIOs sovereign technology power is slipping away. Following the money, 45% of all respondents expect that more than a third of all dollars spent on IT will originate from outside the IT department in 2019.Some say the CIO title and role might just end up losing the C over the next few years. In 2018, only 21% of CIOs felt they were meaningfully involved in the creation of market-facing innovations and strategic departmental software selections, says Brown.Of CEOs surveyed, 29% think of their CIOs as tactical — but not strategic enough to navigate the complex healthcare business systems to drive financial success.According to 88% of colleagues in the C Suite, CIOs are seen as developers and deployers of technology, and not usually as a source of innovation and transformation to deliver business value. In other words, they leverage technology — they dont deliver it. Conversely, 81% of CIOs identify themselves in a transformational CIO role (albeit underutilized), as opposed to a functional role, despite what their colleagues perceive.

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