The typical healthcare Chief Information Officer is taking on more responsibility for setting strategy and digital transformation, with 84% of CIOs now part of their organization’s executive leadership team.
That’s just one statistic from a recent one WittKieffer survey of CIOs and Chief Digital Officers who also found that the majority (54%) report directly to the CEO.
The report also noted some shifts in IT titles. While traditional CIO titles remain common (71% retain this title), one in five now holds the title of Chief Digital and Information Officer, indicating a shift towards emphasizing digital transformation responsibilities.
Two-thirds of these CDIOs have been appointed in the last three years, indicating a recent trend towards integrating digital functions at a high level.
A much appreciated role
Nick Giannas, senior partner at WittKieffer, said there are few C-suite leaders as critical to an organization’s future as the CIO.
“Healthcare organizations value the role, partnership and impact of their CIO at all levels,” he says. “They seek their advice and guidance in prioritizing digital and AI initiatives to enable efficiencies, improve the patient and provider experience, and healthcare outcomes overall.”
Current IT priorities include preparing for the adoption of AI and machine learning, as expected by 92% of CIOs by 2025.
However, the immediate focus appears to be on foundational efforts, with 47% prioritizing advancing security programs.
Forty percent of respondents said they are committed to major system implementations, such as electronic health records and enterprise resource planning systems.
Abu Mirza, global SVP of digital products and engineering for GE HealthCare, said healthcare systems are increasingly prioritizing the adoption of AI and cloud-enabled technologies, especially those that help with scalability and cost efficiency.
“It’s a trend we will continue to see in 2025, especially as we see such technologies deliver measurable benefits when it comes to improving patient care and improved operational efficiency,” he said.
Job satisfaction, high turnover
Despite high employee turnover (53% of CIOs have taken on this role in the past three years), job satisfaction is high, with 78% describing themselves as ‘extremely’ or ‘very’ satisfied.
Brian Ackley, Chief Technology Officer at UpScriptHealth, says organizations need to think holistically about their technology workforce or they will suffer from high turnover.
“Currently there is a high turnover of employees because skilled employees have many options available to them,” he explains. “If a CIO is happy at their current company, feels respected, valued, reasonably well compensated, and believes there is an excellent career path, there is generally no reason to seek employment elsewhere.”
He added that fundraising for healthcare IT companies has been a challenge in recent years and many companies have been unable to raise a new round of capital, making alternatives intriguing for technology sources.
“There is a very high demand for technology leaders and compensation has escalated,” he said.
Matching the expected CIO compensation
The survey results show that compensation trends parallel this increase in authority, as nearly half (47%) of CIOs hired in the past three years earn more than $500,000 annually.
WittKieffer analyst Zachary Durst said it’s important to emphasize that compensation depends on the organization’s size and scope, geography and other factors.
The report points out that salaries are rising across the board, especially for managers moving to a new employer; a quarter of CIOs who changed jobs increased their income by more than 20%.
“This implies that organizations may need to reevaluate annual salary adjustments to retain existing IT leaders in an increasingly competitive marketplace,” Durst said.
He added that it is important for the organization to know what market expectations are for CIOs and other key IT team members so they can adapt accordingly rather than lose key personnel.
CIOs are planning a larger IT workforce
More than two-thirds (68%) of CIOs surveyed said they plan to retain or expand their IT teams with a strong commitment to internal talent, while 87% of organizations said they plan to have less than a outsource a quarter of their IT functions.
Talent development remains a top priority, although challenges in improving team performance (59%) and creating development opportunities (53%) indicate the need for targeted skills-building initiatives.
Dr. Harvey Castro, a physician and health care consultant, said upskilling programs are an important part of efforts to retain and strengthen internal talent.
“Continuous learning opportunities in areas such as AI/ML, cloud technologies and cybersecurity keep IT staff competitive and prepared for the demands of healthcare technology,” he says.
This commitment to skills development must be accompanied by efforts to build a culture of collaboration, where interdisciplinary teams merge IT and clinical expertise to drive impactful solutions.
To retain top talent, many organizations also set up structured career paths.
“Clear growth opportunities within the organization give employees a reason to stay and develop their careers internally,” Castro explains.
Flexible working models, career development
Additionally, flexible work models, including hybrid and remote options, have become an essential offering, especially as healthcare IT adapts to post-pandemic expectations.
In addition to proficiency in AI/ML and data analytics, an understanding of cybersecurity frameworks is critical to protecting sensitive healthcare data.
“Cybersecurity is a top priority given the importance of protecting patient information,” Castro said.
Hillary Ross, managing partner and information technology practice leader at WittKieffer, recommended that healthcare organizations cast a wider net for talent in other sectors, especially for individuals who may be interested in working in a mission-driven sector as healthcare.
“Create individualized development plans that map out how an individual can grow and progress within the organization and in their career,” she said.
Nathan Eddy is a healthcare and technology freelancer based in Berlin.
Email the writer: nathaneddy@gmail.com
Twitter: @dropdeaded209