What do you need to make a private hospital group a plan of the National Health System digital maturity?
On the upcoming Conference Himss25 Asia-Pacific (APAC) In July, Dr. Kun Lin, deputy head of Chang Gung Memorial Hospital, Linkou Information Committee, will reveal strategies for digital transformation and their utilize in the real world.
The Multi -Hospital Hospital at Taoyuan City in Taiwan increased to global significance after its validations of stage 7 for several digital models of Himss maturity: Model adoption of electronic medical documentation, digital imaging adoption model and infrastructure adoption model.
I quickly talked with Dr. Lin, who divided into his motivations in the field of digital health, hospital driving philosophy and some AI projects in preparation.
Q: Dr. Lin, can you tell us an engaging fact about yourself or something that few people know about?
AND. Although I am a radiologist with almost 30 years of clinical experience, I have never originally intended to become a doctor. My early passion was engineering and computer programming – in my free time I built even tiny computer games! This technical curiosity remained with me.
Today I still like to cod. In fact, in addition to my strategic roles in CGMH, I personally develop lithe AI tools and digital prototypes for internal hospital utilize, from work flow automation to visualization desktops. This practical way of thinking helps me remain justified in practical and useful for clinicians.
Q: What motivates you at work around the digital health transformation?
AND. This causes the belief that technology should serve people, not the other way around. In healthcare, this means building systems that reduce the burden on medical staff, improve care efficiency and strengthen patients.
In my own department (nuclear medicine) we are considered a smaller specialization in the hospital. This means that most systems at enterprise level, such as EHR or reporting platform, are rarely adapted to our needs. Like many other departments in a similar situation, we often have to build tools ourselves.
This frustration has become a source of motivation: I began to think about how we can develop modular, versatile platforms that can be adapted to the needs of various specialties – not only for our own team, but for the entire hospital. Then I realized that digital transformation must be conducted by a clinicist, based on real pain points.
Q: CGMH Linkou quickly becomes an example of digital transformation around the world … What philosophies allow you to innovation and act so quickly?
AND. CGMH is a private hospital that is associated with budget restrictions. But what we lack in resources, make up for commitment, creativity and culture. Our founder instilled in us a powerful system of values: “Nothing in the world is easy, but nothing is impossible. If we do it, we do the best.” This way of thinking penetrates everything – from clinical care to digital innovations. Our success does not come from technology itself, but from people who believe in solving real problems and leaders who strengthen their action.
We started from a tiny age – with structured reporting – and we grew up organically to conduct cyber security, AI management, the National Intelligent Health Projects and suppliers’ partnerships. What makes CGGH unique is our readiness to cross silos and acting quickly when we find significant value.
Q: Are there any invigorating digital projects in your hospital or a pipeline this year?
AND. Yes – a few. Based on our digital rush of Himss, we are now expanding our digital innovations outside CGMH to a wider ecosystem.
We actively participate in the Taiwanese National Intelligent Hospital Initiative (2024–2029), with goals:
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Support digital updates in regional hospitals and clinics
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Build a scalable, safe and sound AI ecosystem for clinical utilize
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Create a vertically integrated digital care path that follows the patient under the settings
During our trip to the Himss assessment, we realized that our fabric of the company’s data has the great potential for knowledge -based support, from structural EMR to explaining AI recommendations. The program directed by the ministry creates a victorious situation: it accelerates the update of the CGGH digital infrastructure, and at the same time allows us to bring tools and experience to raise the healthcare ecosystem throughout the country.
At the same time, we also implement AI tools in pathology, imaging and access to patients to show physical clinical and operational influence.
Q: What can participants expect this year from your main main one?
AND. Expect a speech that combines a strategy with realization in the real world. I will share how CGGH takes transformation as redesigning at the level of the system-fallen by people, enabled by data and directed by a long-term vision.
Participants will take:
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How to choose AI and digital tools that bring real value
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How to transform underlying
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How to engage clinicists, protect management and ensure sustainable development
Digital transformation is no longer a question about “or”. It’s about how to do it well, with influence and empathy.
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