In Edward Marx\u2019s view, the future of healthcare and the future of IT are inextricably intertwined.\n\u201cWithout technology there\u2019s no way to move the needle\u201d toward the bigger goal of improving care while also lowering costs, says Marx. A veteran executive who has won numerous awards for his technology leadership, Marx joined the Cleveland Clinic as CIO in 2017 with a mission to revolutionize the quality of patient care.\nFewer places offer a better opportunity to do that. Cleveland Clinic has long been ranked one of the top hospitals in the United States, and its cardiology practice is considered second to none. But it struggles with the same cost, paperwork and complexity issues as everybody else in its industry.\nIn response, the hospital has set two audacious goals and is looking to Marx\u2019s team to help deliver on them. The first is to make half of all outpatient visits virtual by 2024, meaning that the interaction between doctor and patient will be conducted electronically. At the same time, it\u2019s seeking to shift one-quarter of in-patient days to in-home care.\nThe technology to achieve those goals is already in place, Marx believes, and it\u2019s anchored in the cloud. \u201cEventually we want to get completely out of the data center business,\u201d he says. \u201cIf a new product we\u2019re considering isn\u2019t cloud-enabled we probably won\u2019t buy it.\u201d\nRobotics and artificial intelligence-enabled intelligent assistants can cut waste out of routine tasks. For example, machine learning algorithms can be applied to radiology so that \u201cinstead of working through thousands of images, radiologists can focus on the images that demand attention,\u201d he says.\nAdvanced analytics can scan patient histories in advance to cut down on unnecessary admissions. \u201cWe can say \u2018You\u2019re an excellent candidate to convalesce at home and we\u2019ll have someone come out and visit you,\u2019\u201d he says.\nThe numbers are compelling: In-home patient care costs an average of 52% percent less than a hospital stay. Patients also sleep better, exercise more and see readmission rates that are less than one-third those of hospital-bound patients. Plus, \u201cNobody likes staying in the hospital,\u201d Marx says.\nThe CIO has moved aggressively to integrate IT staff with their business customers. His staff includes \u201cbusiness relationship managers\u201d who are embedded in the departments they serve. Weekly meetings are held in the offices of business-side customers. And a quarter of his employees have certified clinical backgrounds.\nIs it difficult to find physicians who want to become IT professionals? Marx says you\u2019d be surprised. \u201cClinicians are often drawn to IT, nurses in particular,\u201d he says. \u201cThey spend years on the floor seeing technology at work and develop an affinity for it. They find they love both.\u201d\nMarx believes IT innovation emerges from the people who use IT, and employees who come from healthcare backgrounds instinctively place the needs of patients first. \u201cI can train people in technology, but I can\u2019t train them in compassion and empathy,\u201d he says.\nAnd that\u2019s important at Cleveland Clinic, where Marx says the quality of patient care is a more important metric than dollars. A subscriber to the principles of servant leadership, Marx nurtured his empathy skills through years of volunteer work in poverty-stricken communities in Mexico and Tanzania. Six years ago he and several medical colleagues founded Open Arms Medical Clinic to serve indigenous Maasai tribes in remote Tanzania.\u00a0 The Clinic is still in operation today. As a volunteer patient advocate at Cleveland Clinic\u2019s cancer center, he can often be found chatting with patients while serving them drinks and snacks.\n\u201cYou learn that people have needs beyond the material, and it drives you to develop new solutions to reach them,\u201d he says. At Cleveland Clinic, he\u2019s found a culture that agrees.