Issue link: https://beckershealthcare.uberflip.com/i/1161749
47 CIO / HEALTH IT ue for patients and communities and preparing to function in a new world — one that will definitely be digital. Vinay Vaidya, MD. Vice President and CMIO of Phoenix Children's Hospital: My view is that of cautious optimism. e optimism stems from the rapid pace of disruption and innovation that information technology has made possible in the last decade, in almost every field. I have no doubt that technology will play a pivotal role in the coming decade, more specifically through data-driven improvements such as big data, machine learning, AI, and other technologies that are transforming healthcare as we know it today. However, healthcare is a much more complex ecosystem, with many more moving parts than most other industries. is requires a thoughtful, deliberate, and iterative approach to innovation, rather than a magical belief that simply 'Uberization' of healthcare or the next Apple watch or Google glasses could be the magic bullet that will disrupt and transform healthcare. Sameer Badlani, MD. CIO of Fairview Health Services (Minneap- olis): e tech giants are not going to replace healthcare in the way we deliver healthcare when patients are really sick, at least from what I can see. We are the organizations that people trust with their lives. Amazon isn't going to open a hospital; Google won't open a birthing center. But they both are looking for discrete opportunities to get into the healthcare cycle where their competitiveness based on analytics, technology and mindset can disrupt and provide them additional revenue. at's perfectly fine with me because it provides us with even higher impetus to do better for our consumers and self-disrupt. ey can bring a different way of thinking to healthcare — a digital transformation to reconstruct the value proposition. We are going to disrupt ourselves in that way. I think it's really important to look at the challenges from Google and Amazon as making the healthcare experience better. ey are really getting into wellness and diagnos- tics and will likely continue to pursue different spaces in the care de- livery life cycle. In the end it's up to us to reimagine and reinvent our value proposi- tion for our patients. Dual disruption as it's called. n