Aligning Teams for Better Network Protection

Tabby Worthington
julie dearinger-smith, podcast

Why Aligning Teams Matters for Network Resilience

For healthcare organizations, the notion that “technology touches everything” is more than a slogan—it’s an everyday reality. In some facilities, the Chief Information Officer (CIO) sits at the executive table, shaping decisions that impact budget, patient outcomes, and strategic goals. In others, IT is sidelined into a purely operational role. Drawing from her extensive career in informatics, Julie Dearinger-Smith details the crucial gap created when teams do not align around holistic network protection. She shares how rapidly evolving digital tools—like advanced EHR systems—can catapult a hospital’s efficiency or fail to deliver tangible ROI. The difference often hinges on bridging communication barriers and embracing the CIO as a translator of both data and business objectives. Her perspective makes it evident that a cohesive, collaborative approach can protect essential services, even as networks multiply in complexity.

Key Takeaways:

Technology’s success depends on strategic leadership, not siloed operations.
Communication fears can overshadow the true potential of digital solutions.
Joint responsibility primes every department to rally behind cybersecurity measures.

Embracing the CIO as Translator Between Tech and Strategy

Julie highlights the unique bilingual nature of the CIO, who stands between technical jargon and C-suite demands. “Someone has to speak the language of technology and the language of the boardroom,” she says. Without that role, big-picture developments—like the shift to fully digital patient records—may turn into short-lived experiments fraught with miscommunication. For instance, mandated security updates might seem arbitrary to finance leaders if framed purely in technical terms.

Conversely, an under-informed CIO who doesn’t understand departmental budget constraints may delay project approvals. This translator dynamic ensures financial realities meet technology needs on even ground. The CIO’s involvement fosters synergy rather than friction by clarifying which systems must be prioritized, which data is most at risk, and how each initiative aligns with broader organizational aims. The result is a network protection plan that responds to real threats while upholding ROI and overall growth targets.

Overcoming Security Intimidation Through Collaboration

Everyone uses technology, yet many non-IT decision-makers shy away from what they perceive as “highly specialized” knowledge. Adding to this complexity, Julie underscores how quickly new developments—from stronger encryption algorithms to the latest device management tools—can overwhelm seasoned leaders. She believes collaboration is the antidote. “Bringing the CIO into leadership discussions early sets the tone,” she notes. When cybersecurity or data privacy concerns are handled in open forums, different departments learn to ask better questions and the entire organization experiences fewer last-minute scrambling sessions.

For instance, marketing might realize how an upcoming campaign’s data capture effort introduces new vulnerabilities, prompting IT to devise a more robust plan. The synergy that arises when everyone accepts part of the responsibility for security transforms intangible threats into proactive strategies, generating both strong morale and improved risk management.

Building Shared Objectives into Network Protection Plans

Technological transformation cannot succeed if “IT alone” pushes accountability. Instead, Julie urges organizations to weave technology decisions into daily operational frameworks. This shared approach recognizes that security is not solely a matter of installing antivirus software or adding network firewalls. It involves carefully vetting cloud services, adopting failover capabilities for remote clinics, and coaching employees on compliance best practices.

By framing these measures in the context of real patient benefits and measurable business impact, leaders spark deeper involvement from clinicians, administrators, and even support staff. “When we speak in terms of improved patient throughput or a few extra minutes saved each day, people embrace the conversation,” she notes. Over time, each improvement—whether an upgraded encryption protocol or a new workflow for data backups—moves beyond pure IT talk, directly contributing to the enterprise’s financial stability and brand reputation.

Conclusion: Strategic Team Alignment Builds Stronger Networks

Julie’s guidance culminates in a vision: a future where “aligning teams for better network protection” becomes more than an ancillary project. Instead, it’s viewed as a core leadership imperative. Health systems can cultivate robust processes that endure frequent technology changes and external threats by forging strong partnerships between finance, operations, and IT. This alignment method keeps the entire enterprise engaged in safeguarding its data—which is crucial for user trust and the bottom line.

Equally important is the mindset shift away from isolation. No single individual or department can guarantee success in network resiliency. Instead, synergy arises from consistent, transparent dialogue. The hospital that invests in resourceful, forward-thinking CIOs, supports them with inclusive conversation, and directs all teams toward the same shared objectives is best positioned to serve patients and stakeholders alike—both now and in the unpredictable years to come.

This article is based on an interview with Julie Dearinger-Smith, Founder & CEO at Contingency Health Solutions

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