JULY 2018CIOAPPLICATIONSEUROPE.COM8IN MYOPINIONHealthcare as it could be in 2030s a Chief Information Officer, I spend the bulk of my management time in the real world of I.T. costs, suppliers, business planning, operations improvement, projects, human dynamics and, of course, risk management and cybersecurity. I expect that is true for most of my peers as well.Achieving alignment of evolving business strategies with the power and delivery of information technology is typically the premier attribute looked for in senior I.T. leaders. So strategic thinking is not rare in healthcare or in healthcare I.T. leadership. In fact, just the opposite-- it's to be expected.Thus, this is not intended as strategy. Rather, it's about possibility; perhaps even inevitability. It's more about where the ceaseless pace of technology innovation might carry us as an industry and a society.I am trying to be more realistic than futuristic. To do that, I propose picking AALAN V. ABRAMSON, PH.D. SVP OF INFORMATION SERVICES & TECHNOLOGY & CIO, HEALTHPARTNERS
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