How to Turn "Misfit" Departments Into High-Performing Teams
Daniel Waltz
Retired - Corporate Vice President and Chief Information Officer MyMichigan Health
The Code of Human Connection – Beyond the Syntax
In the early days of software engineering, success was often measured purely in lines of code, system uptime, and technical precision. When Daniel B. Waltz started his career as a computer programmer, he quickly recognized a critical element missing from traditional technology paths: the human factor.
Though he began in programming, Dan earned a degree in Organizational Development—an HR-adjacent discipline focused on how people interact, collaborate, and thrive. This background set him apart in an industry where introversion and isolated problem-solving were the norm.
"I was shocked when I got into the working world and realized that a lot of people in leadership didn't understand bringing people in early on projects, involving them in order to make things successful, and getting them into a decision-making process early." — Dan Waltz
When managing diverse technology departments—including specialized biomedical engineering teams—Dan integrated Emotional Intelligence (EQ) training into standard operations. By prioritizing empathy, open communication, and active team participation over raw technical IQ, he transformed introverted groups into cohesive, highly collaborative units capable of executing high-stakes digital initiatives.
The Servant Leader – Leading from the Hallway
A defining shift in Dan’s career occurred at St. Joseph Mercy Hospital. His mentor, Glenn Iserstat, demonstrated a style of leadership that defied traditional corporate hierarchy.
When Dan was moved into a new support unit, there were only two offices for three people. Rather than claiming the prime workspace, his mentor quietly moved his own desk into the hallway, giving Dan the office so he could focus on the work ahead.
That moment defined Dan's core philosophy: Servant Leadership. True influence isn't asserted through authority or titles; it is earned by putting the team’s needs first.
Dan brought this mindset to every challenge, whether turning around underperforming departments by giving forgotten employees clear goals, or making it a daily habit to know and respect every individual across the organization—down to the housekeepers maintaining the facilities. Respect and empathy became the fundamental prerequisites for leading large-scale digital transformation.
Game Plan for Digital Transformation – The Basketball Strategy
Technology leadership in modern healthcare requires navigating immense complexity, tight budgets, and shifting clinical demands. To manage these variables, Dan drew from his experience as an assistant varsity basketball coach.
On the court, success relied on analyzing opponents, crafting a tailored strategy for every single game, and executing it with discipline. In enterprise IT, the principle remained identical.
During his 11-year tenure as CIO at MyMichigan Health, Dan faced an fragmented infrastructure where patients could have nine different medical record numbers across nine disparate systems.
Key Milestones in the Digitalization Journey:
System Consolidation: Presented a strategic vision to the board to unify disparate health records under a single Electronic Health Record (EHR) platform using Epic Systems.
Scalable Expansion: Successfully scaled the digital footprint from 4 hospitals to 12 hospitals, growing the IT organization from 50 to 250 personnel.
Rapid Deployment: Executed high-speed enterprise integrations, including deploying Epic across 3 hospitals and 40 clinics within a 6-month timeframe.
By viewing digital transformation through the lens of strategic playbook execution, Dan eliminated operational silos, reduced administrative overhead, and built a unified technology core.
Purpose Beyond the Pixels – Technology with a Heart
The true measure of healthcare technology is not found in database architecture or network bandwidth; it is reflected in patient care. Throughout his 30+ year career, Dan continually reminded his engineering and operations teams of the human purpose behind their screens.
"It's about my mom. It's about your mom. It's about your family, your friends, your relatives... When they walk through our doors, we are there to help them improve their health or help them at end of life." — Dan Waltz
Whether stabilizing infrastructure during crisis situations—such as leading remote operations during concurrent pandemic lockdowns and catastrophic local dam floods—or modernizing clinical workflows, the mission remained constant: utilizing digital tools to make life easier for people when they are at their most vulnerable.
The Art of Letting Go – Legacy, Transition, and the Next Chapter
After decades of climbing the technology leadership ladder—reaching the CIO role at age 55—Dan faced one of the most challenging phases of any executive career: retirement.
Stepping away from a dynamic career requires mastering the art of letting go. It means trusting the teams you built, delegating operational authority, and accepting that time is the one resource that cannot be purchased.
Guidance for Aspiring Tech Leaders:
Patience in Career Progression: Leadership growth is a marathon. Focus on building trust, reputation, and foundational skills over long horizons.
Empowerment Through Delegation: Build systems and mentor successors so effectively that the organization runs smoothly in your absence.
Grace in Departures: Celebrate team members when they move on to higher opportunities, recognizing that talent development is a service to the broader industry.
Redefining Purpose: Retirement is not the end of contribution, but a shift in focus—whether toward family, mentoring, or personal passions.
Dan Waltz’s career demonstrates that the ultimate goal of digital leadership isn't just building complex software—it's building people, serving communities, and leaving behind a resilient legacy
Author: Jovilyn Abella
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“It’s about my mom. It’s about your mom. It’s about your family, your friends, your relatives... When they walk through our doors, we are there to help them improve their health or help them at end of life.”
