In leading aging services organizations, the role of information technology (IT) is undergoing a profound transformation. Traditionally, IT focused on maintaining infrastructure and ensuring operational continuity. Today, as providers increasingly recognize technology’s potential to drive innovation and achieve organizational goals, they are expanding these roles to encompass strategy and innovation.

Traditional vs. Emerging Roles

Historically, IT staff managed hardware, software, and network systems, with little involvement in strategic decision-making. This limited perspective is rapidly changing. Now, providers are creating roles such as “vice president of innovation,” “digital transformation officer,” and “chief innovation officer” to bridge the gap between technology and business objectives.

Bridging the Gap: Technology and Business Objectives

Technology is now viewed as a critical tool for helping aging services providers achieve business goals and enhance the experiences of staff and residents simultaneously. For example, advanced safety technologies, such as wearable devices and smart sensors, can alert staff to emergencies, enhancing the sense of security for residents. These technologies not only improve safety but also enable more efficient and responsive care.

Leaders in these new roles must possess strategic thinking skills, innovation management skills, and a deep understanding of emerging technologies. They need to identify technological advancements that can drive growth and improve organizational performance.

New Roles: United Methodist Communities and United Church Homes

Many LeadingAge CAST members are driving this change. In particular, two LeadingAge CAST Patrons have created new positions that integrate innovation throughout their organizations’ IT efforts.

United Methodist Communities (UMC) exemplified this shift by appointing Travis Gleinig, a CAST Commissioner, as vice president for innovation and chief information officer last fall. Responsible for ensuring UMC’s technology environment is robust and secure, leading digital transformation initiatives, and delivering innovative solutions aligned with organizational goals, Gleinig calls the integration of technology strategy into UMC’s overall strategic planning process “critical.” He explains: “My goal is to implement cutting-edge technologies that not only improve our processes, but also significantly enrich the lives of our residents and empower our team.”

Similarly, United Church Homes a few years ago appointed CAST Commissioner Michael Hughes as senior executive vice president and chief transformation and innovation officer. Hughes’ role focuses on leading major change processes and advancing innovation to better serve residents and older adults who live independently at home. Looking forward, as UCH supports more older adults living at home, technology’s role in facilitating secure communication becomes even more critical. “We need information about risks associated with social determinants of health,” Hughes explains. Already, he’s developing technology initiatives with Speak2Family and Amazon’s Echo Show to help scale the work of service coordinators and support his organization’s hub-and-spoke model that extends UCH’s work into the larger community.

Challenges and Future Trends

Despite the promise of integrating technology with business strategy, challenges remain. Organizations may face resistance to change, skill gaps, and the complexities of new technology implementation. Addressing these challenges requires continuous learning, industry collaboration, and adaptability.

Organizations that want to move in this direction are encouraged to read the LeadingAge CAST white paper, Digital Transformation in Aging Services. This key resource defines digital transformation and its benefits to aging services, then presents multiple pointers on how to achieve this transformation.

The evolution of IT roles in aging services will continue. As technology becomes even more integral to delivering high-quality care and operational efficiency, the demand for strategic, tech-savvy leaders will grow. These roles will be crucial in navigating the digital age while ensuring compassionate and effective care—and highlight a significant shift in how technology is viewed and utilized.

By embracing new strategic roles and integrating technology with organizational goals, aging services providers can drive innovation, improve care, and create better experiences for all stakeholders.