Digital Health Transformation: The Good, the Bad, and the Ugly - the strategic role of CMIO
Lutfan Lazuardi
www.ugm.ac.id
Locally Rooted, Globally Respected
www.ugm.ac.id
Locally Rooted, Globally Respected
www.ugm.ac.id
Locally Rooted, Globally Respected
Aspect | Health Reform | Health Transformation |
Scope | Targeted changes within existing systems | Comprehensive overhaul of the entire system |
Approach | Incremental adjustments | Holistic redesign |
Focus | Improve specific areas like access, cost, quality | Integrate new technologies, shift to personalized care |
Challenges | Stakeholder resistance, policy complexity | Cultural shift, technology adoption, investment |
Impact | Measurable but limited improvements | Potential for a resilient, patient-centered system |
Reformation versus Transformation
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Why Digital Health Transformation Fails?
1. Treated as an IT project, not a clinical transformation
2. Lack of clinical leadership in digital decisions
3. Focus on compliance rather than clinical value
4. Weak digital governance and vendor dependency
5. Poor change management and workforce readiness
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1. Technology Is Not the Primary Cause of Failure
McKinsey & Company
“Up to 70% of digital transformations fail — largely due to organizational and people-related issues, not technology.”
2. Poor Clinical Engagement and Workflow Misalignment
HIMSS emphasizes that EHR and digital health failures often result from:
3. Absence of Clinical Digital Leadership (CMIO Gap)
WHO highlights that many digital health initiatives fail because:
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From electronic medical record to lifetime health record and medical data liberation
| EMR | EHR | PHR | ELHR |
Data Ownership | Single Institution/Provider | Healthcare Providers (Shared Access) | The Patient/Individual | The Patient (Primary custodian of the lifelong record) |
Data Scope | Limited: Only data from a single practice/clinic | Comprehensive: Data from multiple providers and facilities | Personal: EHR Data + Self-Monitored Data (Wearables/Lifestyle) | Ultimate: The entire health history from birth to end-of-life |
Primary Focus | Digitization of internal medical charts | Interoperability and coordinated care across institutions | Patient Empowerment and personal health management | Permanent and fully integrated record |
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Why Human & Organizational Factors Matter More Than Technology in Hospitals?
1. Technology does not change care — clinicians do
2. Organizational culture determines digital adoption
3. Leadership alignment matters more than system features
4. Change management is not optional in healthcare
5. Technology maturity follows organizational maturity
Digital health success = 70% people & organization + 20% process + 10% technology
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Diffusion of innovation and leadership style
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CMIO - a new leader for the health system
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Why CMIO (Chief Medical Information Officer)?
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AI-Driven Precision Medicine:
Evolving Legacy Infrastructure with EHR, Biobank, Genomics and Proteomics at UGM
2015 - 2022
Foundations of AI in Healthcare
Data Sources: EMR/EHR, biobanks, genomic data, HDSS (population health data).
Technologies: Big data analytics, medical technologies, connectivity tools
Governance and Ethics
Key Stakeholders: Governments, professionals, academia, industry, society.
Focus Areas:
2020 - 2024
2024-2026
Core application
Precision Medicine:�Personalized care based on integrated health data.
Public Health:�Predictive analytics and population health insights.
Device Development
2026-2030
AI integration
AI as a hub for:
2030-Beyond
UGM contribution
Innovation Centers: Advanced Tech Labs for Global Health.
Digital Solutions:
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It’s you
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