Approaching health system-level IT redesign

What is it for a private hospital group to become a plan for the digital maturity of the national health system?

Next HIMSS25 Asia-Pacific (APAC) conference In July, Dr. Kun-Ju Lin, deputy chief of Chang Gung Memorial Hospital, Linkou information security committee, will reveal strategies in the continuation of digital transformation and their real application.

The multi-specialty hospital in the city of Taoyuan, Taiwan, has increased on world importance following its consecutive stadium validations for several Himss digital maturity models: Model for adopting electronic medical records, digital imaging adoption model and infrastructure adoption model.

IT news for health care had a rapid conversation with Dr. Lin, who shared his motivations in digital health, the conduct philosophy of their hospital and certain current AI projects.

Q. Dr Lin, could you tell us an interesting fact about yourself or something that very few people know?

A. Although I am a radiologist with almost 30 years of clinical experience, I never intended to become a doctor. My first passion was engineering and computer programming – I was even used to building small computer games during my free time just for fun! This technical curiosity has remained with me.

Today, I still like coding. In fact, beyond my strategic roles at the CGMH, I personally develop light AI tools and digital prototypes for internal use in the hospital, workflow automation with visualization dashboards. This practical state of mind helps me to remain anchored in what is practical and useful for clinicians.

Q. What motivates you in your work around the transformation of digital health?

A. I am motivated by the conviction that technology should serve people, not the other way around. In health care, this means the construction of systems that reduce the burden of medical staff, improve the effectiveness of care and empower patients.

In my own department (nuclear medicine), we are considered a smaller specialty in the hospital. This means that most business level systems, such as DSE or report platforms, are rarely personalized for 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 started to think about how we could develop modular and flexible platforms that could be adapted to the needs of different specialties – not only for my own team, but for the hospital as a whole. It was then that I realized that the digital transformation should be led by a clinician, based on real pain points.

Q. CGMH Linkou quickly becomes a copy for digital transformation on a global scale … What philosophies allow you to innovate and advance so quickly?

A. The CGMH is a private hospital, and this has budgetary constraints. But what we lack of resources, we compare in commitment, creativity and culture. Our founder has instilled a powerful system of values ​​in us: “Nothing in the world is easy, but nothing is impossible. If we do, we do our best.” This state of mind permeates everything – from clinical care to digital innovation. Our success does not come from technology alone, but people who believe in the resolution of real problems and managers who empower action.

We started small – with structured reports – and have grown organically to direct cybersecurity, AI governance, intelligent national health projects and supplier partnerships. What makes CGMH unique is our desire to cross silos and act quickly once we have found a significant value.

Q. Are there any exciting digital projects at your hospital this year or in progress?

A. Yes – several. Based on our DIY DIY MATURITY dynamic HIMSS, we are now expanding our digital innovation beyond the CGMH to the wider ecosystem.

We are actively participating in the national initiative of the Taiwan smart hospital (2024-2029), with objectives for:

• Support digital upgrades in regional hospitals and clinics

• Build an evolving and secure AI ecosystem for clinical use

• Create a vertically integrated digital care route that follows the patient in the settings

During our HIMSS evaluation journey, we realized that our corporate data fabric has enormous potential to support knowledge -focused AI, from the DME structured to the recommendations of the explainable AI. The ministry-led program creates a win-win situation: it accelerates the upgrading of CGMH’s digital infrastructure, and at the same time, allows us to contribute tools and experience to raise the national health care ecosystem.

In parallel, we also implement AI tools in pathology, imaging and access to patients to demonstrate a tangible clinical and operational impact.

Q. What can expect participants to withdraw from your speech this year?

A. Expect a keynote that connects the strategy to the execution of the real world. I will share how the CGMH addresses the transformation as a recast at the level of the system – motivated by people, activated by data and guided by a long -term vision.

Participants will take away:

• How to select the AI ​​and digital tools that bring real value

• How to direct transformation under constraints

• How to engage clinicians, protect governance and ensure sustainability

Digital transformation is no longer a question of “if”. This is how to do things correctly, impacting and empathy.

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The CGMH, Linkou and other leading hospitals in the region will give critical information to their digital transformation to HIMSS25 APAC From July 16 to 18. Don’t miss discussions – Register now.