Bill Saltmarsh joins me to discuss where a modern CDO gets the inspiration to “operate in the producty way” in his domain, which is healthcare. Now Vice President of Enterprise Data and Transformation and the Chief Data Officer at Children’s Mercy Kansas City, his early days as an analyst revealed a gap between what stakeholders asked for vs. the outcomes they sought. This convinced him that data teams need to pause, ask better questions, and prioritize meaningful outcomes over quickly churning out dashboards and reports.
Bill and I discuss how a producty mindset can be embedded across an organization. He also talks about why data leaders must set firm expectations. We explore the personal and cultural shifts needed for analysts and data scientists to embrace design, facilitation, and deeper discovery, even when it initially seems to slow things down. We also examine how to define value and ROI in healthcare, where a data team's impact is often indirect.
By tying data efforts to organizational OKRs and investing in governance, strong data foundations, and data literacy, he argues that analytics, data, and AI can drive better decisions, enhance patient care, and create durable organizational value.
Highlights/ Skip to:
- What led Bill Saltmarsh to run his team at Children’s Mercy “the producty way” (1:42)
- The kinds of environments Bill worked in prior that influenced his current management philosophy (4:36)
- Why data teams shouldn’t be report factories (6:37)
- Setting the standard at the leadership level vs the everyday work (10:53)
- How Bill is skilling and hiring for non-technical skills (i.e. product, design, etc) (13:51)
- Patterns that data professionals go through to know if they’re guiding stakeholders correctly (20:54)
- The point when Bill has to think about the financial side of the hospital (26:30)
- How Bill thinks about measuring the data team’s contributions to the hospital’s success (30:28)
- Bill’s philosophy on generative AI (36:00)
Links
