Whilst your organization has been in media quite often, before we move on, we’d like to hear about the vision and mission of the company.
What is your role as a CTO in the business?
How do you meet the expected goals and OKRs of your customers?
Do you feel the need to follow an innovation management process? If not, why?
How do you tackle the struggle to convert requirements into actionable items for the innovation team to work on?
What mistakes were made during the expectation phase, and how were those mistakes tackled?
As the CTO of a company do you treat innovation as an ongoing discipline? If yes, who are involved in developing and implementing innovation as an ongoing discipline?
How do you in your role as a CTO help your organization manage turnover and succession so the skills and capabilities needed for innovation are maintained and deepened over time through the innovation lifecycle stages?
What advice would you provide to your innovation development team on fulfilling the ever-changing expectations of your buyers?
How do you prioritize innovation tasks? What are the parameters that you consider for prioritization?
How do you evaluate and validate your buyer needs before a pilot?
How much do you care about social proofs on review sites such as KLAS, Gartner, F&S etc to evaluate innovations and why?
Has innovation implementation strategies at your organization affected the way you hire staff?
What do you focus the most when deciding about innovation partnerships with other organizations?
What mistakes were made during your early adoption phase, and how were those tackled?
What processes in the pilot stage have helped you identify innovations tailored (personalised care) to the diverse needs of your buyers?
How do you decide about the size of the pilot and effort and keep it in check and the right size?
What common mistakes have you identified in the procurement process at the buyer’s end over the years?
What steps do you to take to tackle problems that rise due to innovation failures?
How do you deal with innovation failures, when is it part of the process, and when is it unacceptable?
How do you monitor/measure that the innovation is heading toward the right path in the direction of addressing your buyer’s needs?
How do you encourage your staff to embrace innovation?
What qualities and skillsets have you noticed that characterize top innovators?
How do you deal with staff that work against the culture of innovation adoption?
What are the most significant steps an innovation leader at an organization take to remain effective in their job?
How do you assure leadership and decision-making flexibility to facilitate a long-term innovation strategy that can evolve and change?
What steps do you take to effectively incorporate innovation oversight into governance work?
What people and skills do you search for staffing the innovation function? What are their specific roles and responsibilities?
As part of Medigy’s Innovation Ontology playbook we identified a couple of assets essential for innovation practitioners to innovate efficiently, is there an asset that you believe is important to add to this list from the perspective of a CTO of a healthcare innovation organization? If yes, what would that be and why?
We’d love to receive an interesting case study about CareCloud.
Who is your ideal customer?
What results have you achieved for past customers?
Why should customers pick CareCloud over your competitors?
In one of your articles in Managed Healthcare Executive you mentioned having collaboration among organizations, and a new sense of purpose with regard to interoperability. Especially post pandemic It’s time to re-evaluate the industry commitment to interoperability. So, why do you think interoperability is such a challenge to the healthcare industry?
How is CareCloud’s technological infrastructure contributing towards erasing some misconceptions on this subject and helping its customers?
As per your recent press release and an article in HealthcareIT Today, it is evident that CareCloud is embarking its journey on two major healthcare sectors namely home healthcare and chronic care management. Congratulations! In fact, Medigy’s community of practice (CoPs) also focus on these major sectors. So, my question, how is CareCloud leveraging its technological infrastructure to help providers achieve their goals on care delivery and patients to enhance their care experience?
When you joined CareCloud, how would you describe the state of technology in the organization? Were there any major challenges to overcome?
We’d like to hear from you on the changes you brought about as the CTO of CareCloud in terms of culture, methodology (agile, waterfall, lean), infrastructure, digital transformation, technology driven business functions and customer experience.
What challenges and opportunities do you see in the modern healthcare CTOs that are fully engaged with various stakeholders unlike the CTOs of the past that remained siloed off from the rest of the organization? How do you think this new change is impacting the healthcare innovation space?
In your current role as a CTO how are you helping CareCloud differentiate itself from competitors?
What’s your advice for young CTOs that are within the healthcare innovation space?
If you were asked to share one useful tool, book, and an internet resource for budding CTOs in the healthcare innovation space, what would they be?
How would you describe yourself?
(a) CTO that drives digital innovation, (b) transforms business model, (c) manages IT operation, or as a (d) CTO that optimizes business operation.
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