Eric Snyder is a visionary leader in healthcare technology with over 20 years of diverse industry experience. His extensive work across multiple sectors has shaped his unique insights into the future of healthcare technology.
Over the past 25 years, I’ve witnessed the evolving landscape of healthcare technology while working in various roles across academic medical centers, non-academic institutions, software vendors, and consulting firms nationwide. Despite the rapid advancement of technology, healthcare remains notoriously slow in adapting to new technological trends. This slow adoption has historically been manageable, thanks to vendors and consultants who shouldered much of the burden of integrating new technologies. Internal staff, therefore, could rely on a small group of knowledge keepers and application administrators for maintenance and support. However, the COVID-19 pandemic laid bare the limitations of this approach, highlighting a critical weakness: the inability to rapidly and accurately share data in real-time.
The emergence of a critical technical gap
As we venture further into an era dominated by artificial intelligence, automation, machine learning, and virtual reality, the technical gap in healthcare is becoming more pronounced. Many healthcare institutions are making substantial investments in generative AI and other cutting-edge technologies, yet they often lack the foundational understanding and expertise needed to leverage these tools effectively. This gap is not just a hindrance. It’s a potential roadblock to meaningful innovation in healthcare delivery and patient care.
In healthcare, clinical professionals such as doctors and nurses are rightly valued for their specialized knowledge and rigorous training. It’s unthinkable to replace them with individuals from other fields who lack the requisite clinical expertise. Yet, when it comes to technology leadership, this principle often does not hold. It is not uncommon to find individuals with MBAs, finance, or even clinical degrees leading technology teams. This is one of the few sectors where such a mismatch in qualifications and responsibilities is prevalent.
Analyzing the data: A concerning trend
To better understand this phenomenon, we conducted an analysis of 41 random healthcare institutions in the United States and their technical leadership. 32 of them (78%) were classified as having a non-technical background based on prior work histories and education, while the remaining 9 (22%) had some form of technical expertise. It is also interesting to note that many organizations did not list their technical leaders along with the leadership team as customary on web pages. Many possessed significant executive-level backgrounds involving extensive skills in business and project management or more clinical-based degrees and backgrounds. While these skills and knowledge are extremely important to have in high technology, to be most effective, they should be paired with that deep technical understanding.
This data highlights a concerning reality: very few technical leaders possess the deep, specialized knowledge and expertise needed to navigate today’s complex technological landscape effectively.
In contrast, when we conducted a similar analysis of executive-level technical leaders in other fields, such as Law and Marketing, we observed the opposite trend. Of the 20 leaders reviewed, all but one had substantial technical backgrounds, suggesting that healthcare may occupy a unique position in this regard.
Why healthcare is an exception
This discrepancy raises a critical question: why is healthcare an exception? One reason could be the complexity of the healthcare environment, where a deep understanding of clinical workflows and patient care processes is just as crucial as technical prowess. While it’s essential to have leaders with strong business and clinical acumen, the implementation of technology decisions should ideally be guided by those with deep technical expertise who can bridge the gap between clinical needs and technological capabilities.
The current leadership model, which often prioritizes business and clinical credentials over technical expertise, has created a significant misalignment that is a barrier to progress. This gap is not just about missing out on the latest trends; it impacts the quality and efficiency of healthcare delivery. For instance, the integration of electronic health records, which was supposed to streamline patient care, has often been cited as a source of frustration for clinicians due to poor design and implementation. A leadership team with stronger technical expertise could potentially begin to mitigate these effects.
The path forward
To truly advance, healthcare must prioritize appointing leaders who possess both technical depth and the ability to bridge the gap between clinical and technological domains. The stakes are too high to allow for continued misalignment. With the rise of precision medicine, telehealth, and AI-driven diagnostics, the need for technically proficient leaders is more pressing than ever.
Healthcare organizations should consider prioritizing technical expertise in new hires. When recruiting for CIO and CTO positions, prioritize candidates with a strong technical background. This does not mean overlooking clinical or business expertise but rather seeking out those who can complement their technical skills with an understanding of healthcare workflows.
Conclusion
Addressing this leadership imbalance is not just beneficial. It’s crucial for the future of healthcare innovation and patient care. As healthcare continues to evolve, the institutions that thrive will be those that recognize the value of technical expertise at the highest levels of leadership. By bridging the gap between technology and clinical care, we can create a healthcare system that is more responsive, efficient, and capable of delivering the high-quality care that patients deserve.
Eric Snyder, Executive Director, Technology Innovation
Eric Snyder is a visionary leader in healthcare technology with over 20 years of diverse industry experience. His unique insights into the future of healthcare technology have been shaped by his extensive work across multiple sectors. As a director at the Wilmot Cancer Institute, Eric has led his team to numerous national accolades, driving innovations that directly affect the health tech landscape. His career is a testament to his exceptional skill in fostering groundbreaking advancements in healthcare technology.
