With all the mergers and acquisitions in healthcare, IT departments might be forgiven for experiencing a bit of whiplash.
But IT integration can be a smooth process, provided that thoughtful procedures are in place to guide the transition, health system CIOs told Becker’s.
“I’ve had the most success when digital and technology leaders are included in initial acquisition or merger discussions,” said Jane Moran, chief information and digital officer at Somerville, Mass.-based Mass General Brigham. “Technology is not just an enabler; it’s a strategic capability that plays a critical role in designing how teams, processes and data come together to align on and support a business vision.”
Beyond that, she recommends establishing clear governance and a standardized technology ecosystem vision.
“Acquisition work sometimes takes priority over existing projects and takes significant collaboration and communication,” she said. “Last but not least, celebrate early wins. Transformation is a long game. Recognizing progress early and often helps keep teams engaged and focused on shared goals.”
Bob Berbeco, CIO of Oskaloosa, Iowa-based Mahaska Health, recommends not rushing and starting with the people, not the technology; aligning technical integration with business value; and establishing a core integration leadership team and additional subteams with clearly defined roles and responsibilities.
“Relationship building, building mutual trust, and creating genuine partnerships will go a long way in furthering the converged goals of the overall organization and minimize silos being built,” he said.
He also suggests a structured approach that includes cultural and technical SWOT analyses (strengths, weaknesses, opportunities and threats), strategic roadmaps, stakeholder alignment, and empowered cross-functional teams.
“My advice would be to resist ‘rip and replace,'” said Ash Shehata, CIO of Alhambra, Calif.-based AHMC Healthcare. “Get in there. Understand the business. Peel the onion layer back and make sure you don’t financially impact the business negatively.”
Mr. Shehata has been part of several acquisitions, first with San-Francisco-based Dignity Health before it was acquired by Chicago-based CommonSpirit Health, and now with AHMC Healthcare, a for-profit 10-hospital system. He was CIO for its latest hospital purchase, Daly City, Calif.-based Seton Medical Center, in 2021.
That integration took about 18 to 24 months and saved Seton money because AHMC’s EHR, financial and other IT systems were anywhere from three to 10 times less expensive, he said (AHMC uses TruBridge, formerly CPSI, as its EHR vendor). AHMC also increased Seton’s IT staff, which started reporting to the enterprise level.
Mr. Shehata said he has noticed that the for-profit world is a bit more methodical in its approach to integration and laser-focused on the financials.
“The example I’ll give you loosely is if you were on Cerner and paying $12 million [annually] and we bring you in on a TruBridge system that’s costing $800,000, you can imagine the net savings,” he said.
Some bigger health systems, on the other hand, often look to put the newly acquired hospital on the organization’s standard EHR that might be three times the cost, not considering the financial strain it will place on the facility, he said.
None of the acquisitions he’s been a part of have led to IT layoffs, though there has been some outsourcing of IT positions, he said. In other cases, any job cuts might depend on how closely the facilities are located or if a health system looks to “optimize” its staff after a certain period of time after the deal.
“IT integration isn’t about systems; it’s about people, trust, and culture,” said Muhammad Siddiqui, CIO of Richmond, Ind.-based Reid Smith. “Before touching any tech roadmap, we listen first. Why did they choose that EHR? What pain points drove their workarounds? Understanding the ‘why’ prevents costly mistakes later.”
He said he first focuses on “early wins” involving shared analytics, security standards and creation of digital solutions; implementing cross-departmental joint governance from day one; and identifying integration “champions” who will spot workflow issues before they fester.
“In healthcare, where burnout runs high and digital fatigue is real, how you carry the transition matters more than the tech itself,” he said. “Done right, IT becomes the bridge that helps organizations not just integrate but evolve. This work is complex and personal.”
Little Rock, Ark.-based Baptist Health takes a “two-pronged approach” to IT integration, said CIO Michael Elley.
“First, the people: We bring the IT associates into the fold from the acquired hospital and make them a part of our broader team, focusing on both their skill sets as well as where a need for resources may exist in our current environment,” he said.
“Second, the technology: On the official date of acquisition, we take them live within our systems. We attempt to have the newly acquired facility look as close as possible to all the other Baptist Health hospitals. For those items we are unable to transition prior to acquisition day, we are then hyper-focused on converting those existing systems post-acquisition.”
John Potts, DO, vice president and chief medical information officer of Radnor, Pa.-based Main Line Health, said he brings together key stakeholders — across IT, clinical and operations — early in the process to understand their individual needs.
“For example, clinical teams may require uninterrupted access to the EHR, while IT may need to consolidate infrastructure or standardize device interfaces,” he said. “These discussions help surface potential conflicts or dependencies early, allowing us to codesign solutions that are both technically sound and clinically viable.”
Main Line Health recently acquired an ASC and has been working closely with perioperative leadership, surgeons, nursing, revenue cycle and IT to accurately map the center’s workflows into enterprise systems. That includes aligning documentation templates and uniting imaging and lab interfaces while maintaining patient safety protocols during the transition.
“My advice to other IT leaders is this: Don’t treat IT integration as a back-office function,” Dr. Potts said. “It’s a strategic enabler of clinical and operational excellence. Engage stakeholders early, listen deeply to their needs, and build a roadmap that reflects both the technical and human dimensions of the merger. And above all, ensure that your integration strategy is not just about unifying systems — but about advancing the mission of your organization.”
