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A CIO’s point of view on the definition of digital: Dave Rudzinsky of Hologic

A CIO’s point of view on the definition of digital: Dave Rudzinsky of Hologic

Dec 12, 2016

What is your definition of the digital enterprise? How does it compare to the industry definition of the same?

My perspective on the digital enterprise is when the IT strategy converges with the business strategy. For example, if the business strategy is to accelerate commercial growth, than the digital strategy should do the same. I see the digital enterprise as one where the technology is enabling the business to meet its goals. This definition differs from others in that many see the digital enterprise as primarily mobile or customer engagement technologies. Customer experience is of course a part of this view, but it does not solely define it. Digital is a platform, it is not a tool. We are giving the business a capabilities platform that will tie together the areas of the business that all touch the customer.

What steps in your strategic roadmap were designed to ultimately serve this digital trend?

Pass the puck to where the person is going, not to where they are. That is my approach to strategic road mapping in the digital era. This again alludes to convergence between the business strategy and the technology strategy and creating roadmaps for where we are going not where we are. Where it gets specific in realizing these goals is in the data aspect. Our digital strategy has a strong component of master data management.

You start with the strong foundation of data as an essential component, but the strategy gets realized by having the solutions available to enrich that data to make it much more usable on the other side. Richness of data is where true the digital enterprise is realized. Finally, customer experience is a clear part of the strategy, but so is back office function transformation.

At a high level, what is your vision for the digitally engaged consumer as it relates to your organization’s mission and service?

The prevailing view of digitally engaged consumer takes an outside in This is good, but is myopic to a degree if the inside out is not considered. So, I try to meet in the middle. The consumer is paramount, but so are operations and back office within the enterprise. An enabled consumer will ultimately get frustrated if our organization is not enabled too. An engaged consumer is one where we have an ongoing digital relationship with them.

What have the barriers been to being “digital enabled?”

One of the primary barriers I have seen is our industry. Healthcare is an old industry. We make great technologies to diagnose and treat patients, but the total healthcare experience is not on the cutting edge. These barriers are going away slowly, but there is still a ways to go.

Where is the biggest demand coming from for digital initiatives? How do you solicit requests from the consumer?

The commercial business sector, due to their interface points with consumers and others, is driving much of our digital demand. An integral part of the process is to talk to with customers constantly collecting feedback. In fact, we have a dedicated customer excellence role to develop ideas as a part of improving overall customer experience. Our leadership’s growth goals are also driving digital initiatives as well. Finally, I have seen that business operations is an awesome source for digital ideas. Our laboratories and our supply chain are two great examples.

How do you partner with the “business” team members in your department to create ideas and execute the plan?

We have a clear business relationship management framework in place. This helps to solicit the ideas. Additionally, we have structured an IT investment council to prioritize what is being requested and ensure we are working on the right stuff.

How do you balance over-sharing with data privacy?

Data privacy is a priority at all times. All aspects are considered from personal privacy all the way to intellectual property. We work with our experts on staff in security and risk management. This is key. It all comes down to reducing risk. With that said, if it needs to be done to advance, you just cannot say no because there is risk. You must mitigate the risk at all costs, and move forward so that the business objectives are met.

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