Jack O’Hara has seen a hospital shut down.
It happens via blurry paperwork and running out of time. O’Hara, through COVID, was chief information and transformation officer at Illinois-based medical center Springfield Clinic. And he and his team were feverishly trying to figure out why the financials of the system’s northern rural market were so wildly off. Data was diffuse at best, and Excel files were “wheel of death-ing.” And come the next board meeting, lacking clarity, leadership shut it all down.
