I will just say that the prize for the worst behavior in this regard goes to Cerner. They exhibit little respect for CIOs in any organization. At this point I can say that the offenders I knew are no longer with the company.
I echo Justa CIO's comment. Many years ago, a large HIS vendor who for years had oversold technology to our hospital (prior to my arrival) was troubled that they were going to be replaced by another HIS vendor with a much better product at a more manageable price point. They went to the Board to complain. The Board then hired a consultant to validate my work. The consultant supported my effort and endorsed my recommendations so we were able to move forward the selection of a system that's still in place and functioning well today -- nearly 15 years later. Meanwhile, that incumbent vendor's product had soon after been discontinued, and the vendor itself acquired by another. And yes, that vendor was not permitted across our threshold again. No CIO needs a vendor and their self interest to tell him/her how to do his/her job.
VendorEthics - 5 years ago
As a consultant, I've witnessed and experienced a vendor go behind the back of anyone who didn't praise them and give them freedom to say and do what they want. This has been the Cisco way for many years, but the vendor in question has no where near the "reach". When the Director of IT didn't agree, they went to the CIO. When the CIO didn't agree, they went to the COO. Sadly, some healthcare organizations have their own politics and when they don't speak to one another, this behavior continues.
Frank Poggio - 5 years ago
Why shouldn't it happen? If a lab manager goes to a CLIA conference and meets a new vendor with a new solution to a lab problem, is the Lab manager supposed to call the CIO and ask (beg?) permission to talk to this new vendor?
I think CIOs need to be less 'controllers' and more facilitators. When I was a CIO I encouraged it. At the other end of the extreme should a lab manager sign a contract for IT without IT involvement? Of course not!
Furydelabongo - 5 years ago
This shouldn't come as any surprise. I do suspect it happens most often when executive sponsors are new and don't know any better than to trust their consulting connections rather than take the time to understand the talent already in-house. Not that it matters to some CIO in over their head. Maybe all hospitals should be employee owned.
I agree with Justa. I am surprised how often it happens.
Justa CIO - 5 years ago
As far as I am concerned, when this happens, it is the black death for that vendor. If you tolerate it as a CIO, then expect it to continue until such time you are pushed out.
I will just say that the prize for the worst behavior in this regard goes to Cerner. They exhibit little respect for CIOs in any organization. At this point I can say that the offenders I knew are no longer with the company.
I echo Justa CIO's comment. Many years ago, a large HIS vendor who for years had oversold technology to our hospital (prior to my arrival) was troubled that they were going to be replaced by another HIS vendor with a much better product at a more manageable price point. They went to the Board to complain. The Board then hired a consultant to validate my work. The consultant supported my effort and endorsed my recommendations so we were able to move forward the selection of a system that's still in place and functioning well today -- nearly 15 years later. Meanwhile, that incumbent vendor's product had soon after been discontinued, and the vendor itself acquired by another. And yes, that vendor was not permitted across our threshold again. No CIO needs a vendor and their self interest to tell him/her how to do his/her job.
As a consultant, I've witnessed and experienced a vendor go behind the back of anyone who didn't praise them and give them freedom to say and do what they want. This has been the Cisco way for many years, but the vendor in question has no where near the "reach". When the Director of IT didn't agree, they went to the CIO. When the CIO didn't agree, they went to the COO. Sadly, some healthcare organizations have their own politics and when they don't speak to one another, this behavior continues.
Why shouldn't it happen? If a lab manager goes to a CLIA conference and meets a new vendor with a new solution to a lab problem, is the Lab manager supposed to call the CIO and ask (beg?) permission to talk to this new vendor?
I think CIOs need to be less 'controllers' and more facilitators. When I was a CIO I encouraged it. At the other end of the extreme should a lab manager sign a contract for IT without IT involvement? Of course not!
This shouldn't come as any surprise. I do suspect it happens most often when executive sponsors are new and don't know any better than to trust their consulting connections rather than take the time to understand the talent already in-house. Not that it matters to some CIO in over their head. Maybe all hospitals should be employee owned.
I agree with Justa. I am surprised how often it happens.
As far as I am concerned, when this happens, it is the black death for that vendor. If you tolerate it as a CIO, then expect it to continue until such time you are pushed out.