IT Optimizers: Strategy, Resources, Results
E-NEWS SPECIAL: IS Interim Management JUNE 2014


Why Using Interim Talent is a Great Transition to a Permanent Resource?
Gayle Braun Yeakle, Practice Director of IT Optimizers, discusses her experience as an interim.

Organizations are often in a state of flux when they encounter change resulting from sudden or unplanned departures of executives, reorganization, transitions in scope and major capabilities, and change, transformation, and restructure initiatives. The best solution is often to bring in an interim to provide order and focus during these challenging situations, delivering quick results, providing stability, direction, and building organizational trust and relationships. Our Practice Director, Gayle Braun Yeakle, shares some of her experience in interim IS leadership roles.

What kinds of interim roles have you served in?
I’ve served in interim CIO and Director roles with emphasis on clinical applications.

Why would it be more beneficial/effective to bring in an interim rather than a permanent?
An interim can come in and do the dirty work so that once the permanent is hired, they don’t have to live with the baggage. An interim can also bridge gaps in between permanents.

What can you tell me about relationship building as an Interim? How does that play out differently than with a permanent?
An interim can be more direct and open earlier than a permanent. They are able to cut to the chase and get work done. Of course, it is still important for an interim to build relationships with medical staff, c-suite, etc but it happens at a different speed than with a permanent. An interim is not afraid to step on toes, while a permanent has to be more politically correct rather than direct.

How have your interim roles help transform the organizations you worked for?
My role as an interim has helped bring stabilization to the organizations, reorganization, policies and procedures, a more customer-focused attitude, and a more customer-driven department than previously.

From your experience, what are some of the special circumstances under which organizations decide they need to hire an interim?
An organization may decide to hire a permanent when they lost IT leadership and they need someone to come in and fill the gap, while they are trying to figure out who they want for the role and while they are recruiting a permanent. If the organization didn’t have a CIO to begin with, they want someone, who has experience, to come in and educate them about the role. Another instance could be when there is some kind of a misfortune, like a failed implementation or a termination and they need someone to come in to stabilize the situation. Also, during large implementations, often an organization will hire interim management to maintain legacy systems so the staff can focus on future systems.

What value to an organizational does an interim bring?
In my opinion, an interim brings a different perspective, as well as new experience, new methodologies, new point of view. An interim is not tied to an organization, so it’s much easier for an interim to point out the weakness and strengths of the organization. An interim can come in and do reorganization, and execute difficult decisions.

* Have IS Interim Management needs? Email Joseph DeLuca or call (510) 287-3920 to schedule some time to discuss your needs at the HFMA ANI 2014 in Las Vegas.

Gayle Braun Yeakle
Gayle Braun Yeakle
Practice Director

Gayle Braun Yeakle is a formidable leader in health care and an innovator in information technology, with over 30 years of executive, IT management, Clinical Systems, and consulting experience. As a Practice Director for IT Optimizers, she has provided strategic planning and interim leadership services for various health care clients, including Tahoe Forest Health District, John Muir Health, Alameda Hospital, Stanford Medical Center, Lucile Packard Children’s Hospital, Torrance Memorial Health System Affiliated Physicians, and Barton Health System.

In operational roles, her team building skills and results-based management practices result in increased productivity and reduced staff turnovers. An integrator by nature, Gayle takes technologies and makes them cost-effective and functional for health care organizations.

Ask Gayle Braun YeakleAsk Gayle a Question

 

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