Cardinal Health’s CIO drives digital innovation inside and outside the company

Cardinal Health is among the largest companies in the world, with annual revenues of approximately $ 180 billion. The company has two main segments of its business: a pharmaceutical distribution segment and a medical products segment. The company’s executive vice president, chief information officer and head of Global Business Services is Michelle Greene. Her proficiency includes leading teams aligned with the two segments, while she also leads horizontal teams crossing them. The latter category includes a digital office and an organization called Fuse, which develops commercial technology. “The advantage I have is not only to focus internally, but also to focus on the outside,” said Greene. “Understanding how we can exploit and find synergies between the technological platforms we are implementing [is also an area of focus]. “

You might think of your organization as an organization that provides glue between the business segments that each could be Fortune 500 companies based on their revenues. “What we’re looking for now is how we can expand a corporate mindset across all of my leaders so they’re not so isolated and focused on one goal,” Greene noted. Asked for examples, he said, “We’ve been working to try to more centralize our data and analytics, anything digital, automation and our AI space. In those spaces you may find you need the support of other teams.” These topics become unifying and offer opportunities for great collaboration across traditional business silos.

The focus on commercial technology is differentiating for a CIO, as Greene and his team focus on both sides of the profit equation: identifying efficiency opportunities while creating new revenue opportunities. As an example of the first, he offered a description of a special solution called Decision Path. “This is a one-of-a-kind solution integrated into electronic health records, providing real-time visibility into our patients’ out-of-pocket expenses,” said Greene. “It helps oncologists make high-quality treatment choices to reduce the burden of financial toxicity. It is a data-driven cost tracking tool that allows oncologists to accurately measure the cost of care at the start and during the episode of care. ”As an example of the episode, Greene talked about the Outcomes Connected platform. “It’s a digital ecosystem and connects our pharmacists, payers and pharmaceutical companies to maximize clinical opportunities,” said Greene. “We address the challenges of drug non-adherence, a common and costly problem. We both have a team. : my team at Fuse They work on these solutions together with the business and it’s just a great opportunity for us [solve] business problems with technology “.

To innovate at the scale needed to grow such a large company, Greene must find creative paths to recruit great talent. Like many other companies, increasing employee flexibility has been a great way to find people who may be away from the company’s headquarters in Columbus, Ohio, who have no interest in relocating. However, he does not take existing talent for granted and promotes an ongoing commitment with them to “recruit” talented team members. “How can we continue to re-engage, re-recruit and ensure we continue to re-engage the talent we have?” Greene asked rhetorically. “Here’s where it has to start. Our HR partners have worked with us to do things like “residence interviews” to understand why people stay and if they have ever thought about looking at other opportunities outside, what drove it and how we can make changes as an organization [to lead more people to stay with Cardinal Health]. “

Greene also noted that ambitious colleagues want to make sure their skills are growing, so providing them with the training they need to feel that growth is vital. Greene’s team has developed a training platform called “Digital U”. It provides courses and certifications to ensure that the team is building the skills of tomorrow. “If we don’t take care of that talent and continue to nurture and nurture that talent, people will find other opportunities outside,” she acknowledged.

Greene is a female Black executive and knows she is part of an exclusive club, but she also recognizes that she has the opportunity to inspire others to achieve higher career goals. She points to the leadership of Mike Kaufman, who was CEO when she joined Cardinal Health and Jason Hollar, who became CEO on September 1 this year. Each stressed the need for greater levels of diversity. Greene also noted that as the company seeks a more diverse workforce, diversity of thinking must also be considered an important factor. “We have to make sure it’s a diversity of thinking,” she said. “How do we do things differently? How do we involve innovation? How do we think outside the box? This is what determines true diversity ”.

When Greene reflected on his own rise, a growth mindset was key. He still continues today, as he personally pays a coach to help him. When colleagues and colleagues seemed surprised by this, she responds by saying, “We will pay for a trainer when we want to lose weight. We will pay someone to do your hair or a stylist to find you the right outfits to wear. We have to make sure that things are really right. important and, if you are serious about developing your career and developing as a leader, you need to embrace it and be ready to do it. “

Greene serves as an amazing role model for others to follow.

Peter High is President of Metis strategy, a business and IT consulting firm. He has written three successful books, including his latest he Achieve agile. Also moderates the Tecnovation podcast series and speakers at conferences around the world. Follow him on Twitter @PietroAlto.

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