ABSTRACT
The consolidation of information technology (IT) teams from individual facilities to an enterprise-wide reporting structure and the transition of IT staff from operating within a diagnostic imaging department, such as Radiology, to an enterprise IT group is common. The plan to optimize this workforce can have undesirable and unintended consequences, if not done correctly. For those organizations seeking to optimize their workforce to deliver the best possible IT services, including to areas that produce and use medical imaging, this can be an exercise of balancing specialized knowledge and centralized staffing capacity planning. Successfully blending staff that have developed through careers in either general or imaging IT areas into a single team structure requires an understanding of their traditional attitudes, priorities, and skill sets. This paper explores the historic similarities and differences in the skill sets and work cultures between imaging and Enterprise IT, and how to use both to deliver the best outcomes.
