1 00:00:02,405 --> 00:00:05,455 - Elevate your healthcare experience in 2024. 2 00:00:06,175 --> 00:00:08,415 Discover the driving forces, shaping the healthcare 3 00:00:08,415 --> 00:00:11,415 landscape with the NRC health experience perspective. 4 00:00:12,115 --> 00:00:13,815 Be the first to access the insights 5 00:00:13,815 --> 00:00:15,815 and trends in forming the future of healthcare. 6 00:00:16,815 --> 00:00:19,095 Register now to join the live national webcast 7 00:00:19,355 --> 00:00:21,295 and get first access to the report. 8 00:00:21,795 --> 00:00:24,655 Secure your spot@nrchealth.com. 9 00:00:25,725 --> 00:00:28,095 - Welcome back to the Becker's Healthcare Podcast, vote 10 00:00:28,095 --> 00:00:29,615 of the people who power us healthcare. 11 00:00:29,875 --> 00:00:31,215 I'm Molly Gamble, Becker's 12 00:00:31,215 --> 00:00:33,255 and delight to have you join us for another episode filled 13 00:00:33,275 --> 00:00:36,095 of insights from healthcare leaders today, from Dr. 14 00:00:36,225 --> 00:00:39,455 Febby Abraham, executive Vice President and Chief Strategy 15 00:00:39,515 --> 00:00:42,575 and Innovations officer with Memorial Herman Health System. 16 00:00:43,235 --> 00:00:45,775 Dr. Abraham, welcome. Thanks so much for joining me today. 17 00:00:45,955 --> 00:00:48,135 How are you? And where does the podcast find you? 18 00:00:49,755 --> 00:00:51,535 - Hi, Molly. This is very, uh, 19 00:00:51,645 --> 00:00:52,975 very glad to be talking to you. 20 00:00:53,675 --> 00:00:56,735 Uh, I am in Houston and today 21 00:00:56,915 --> 00:01:00,775 and, uh, we just wrapped up a very amazing rodeo season. 22 00:01:00,835 --> 00:01:03,375 It was one of the most attended rodeo seasons in Houston 23 00:01:03,865 --> 00:01:06,455 after the pandemic, and we saw record visits 24 00:01:06,955 --> 00:01:08,855 of people visiting the rodeo. 25 00:01:09,275 --> 00:01:12,015 And personally, I just came back from, um, 26 00:01:12,575 --> 00:01:15,255 a time in the slopes, uh, right after spring break. 27 00:01:15,955 --> 00:01:17,615 Uh, good to be speaking with you today. 28 00:01:18,285 --> 00:01:19,525 - Likewise, thank you so much. 29 00:01:19,525 --> 00:01:21,285 That's a dynamic update rodeo 30 00:01:21,305 --> 00:01:22,725 season and time with the slopes. 31 00:01:23,065 --> 00:01:26,485 But outta curiosity, when is the typical rodeo season? 32 00:01:26,515 --> 00:01:28,245 Like, when does it start and, and end? 33 00:01:29,875 --> 00:01:32,095 - It typically starts with the third week of February 34 00:01:32,115 --> 00:01:34,935 and goes on till about the second, third week of March. 35 00:01:35,305 --> 00:01:36,535 - March. Okay. Got it. 36 00:01:36,535 --> 00:01:38,175 Well, I'm, I'm happy to hear that for Houston 37 00:01:38,275 --> 00:01:40,055 and the area that it was a robust one. 38 00:01:40,595 --> 00:01:43,095 Um, Dr. Abraham, you know, at Memorial Hermann, 39 00:01:43,115 --> 00:01:46,535 can you get us up to speed on what you are spending most 40 00:01:46,535 --> 00:01:48,335 of your time and energy on as of late? 41 00:01:48,475 --> 00:01:50,335 What's commanding most of your attention lately? 42 00:01:52,825 --> 00:01:56,635 - Yeah, as you know, the healthcare environment nationally 43 00:01:56,815 --> 00:01:59,075 and within Houston is evolving quite rapidly. 44 00:02:00,335 --> 00:02:03,875 We have, um, going, we are going through an environment 45 00:02:03,875 --> 00:02:05,995 where we're spending almost four 46 00:02:05,995 --> 00:02:08,395 and a half trillion dollars on healthcare expenditures. 47 00:02:08,815 --> 00:02:10,435 And as you know, the outcomes 48 00:02:10,435 --> 00:02:13,155 that we have in the United States are not among the best. 49 00:02:13,215 --> 00:02:17,475 In fact, if you stack us against the top OECD nations, 50 00:02:17,575 --> 00:02:20,275 we lag on pretty much most of the critical metrics. 51 00:02:20,415 --> 00:02:23,395 So we spend more, we don't get a whole lot 52 00:02:23,535 --> 00:02:25,355 of outcomes in relation to that. 53 00:02:25,745 --> 00:02:28,355 That said, we are investing a whole lot in innovations, 54 00:02:28,825 --> 00:02:31,395 patient experience, and, um, 55 00:02:32,015 --> 00:02:36,115 and generally the satisfaction have areas of opportunity 56 00:02:36,135 --> 00:02:37,515 as we all can attest to. 57 00:02:37,895 --> 00:02:40,395 So those are some of the things that dovetail into 58 00:02:40,395 --> 00:02:42,035 where I'm spending most of my time. 59 00:02:42,615 --> 00:02:46,195 Uh, and specifically what that means is I'm focused on, uh, 60 00:02:46,215 --> 00:02:48,235 for the system and, and to shape its strategy, 61 00:02:48,955 --> 00:02:51,555 building healthy, healthier communities for now 62 00:02:51,555 --> 00:02:53,795 and generations to come, which is Memorial Hermann's vision. 63 00:02:54,215 --> 00:02:57,355 And in support of that vision, uh, we really are sort 64 00:02:57,355 --> 00:03:00,805 of focused on a improving access for all the Houstonians 65 00:03:00,805 --> 00:03:02,045 and the communities we serve. 66 00:03:02,805 --> 00:03:07,605 B, how do we sort of improve our value proposition to, uh, 67 00:03:08,125 --> 00:03:09,765 generate the next generation outcomes 68 00:03:09,795 --> 00:03:11,925 that the communities have expected of us 69 00:03:11,925 --> 00:03:13,605 and we've been doing for several years. 70 00:03:14,505 --> 00:03:17,645 But on top of that to, as I was mentioning earlier, 71 00:03:17,745 --> 00:03:19,165 to reduce the total cost of care 72 00:03:19,165 --> 00:03:20,885 and keep people healthy as opposed 73 00:03:20,885 --> 00:03:22,085 to just offering sick care. 74 00:03:22,145 --> 00:03:26,885 So expanding the remit of our mandate to go 75 00:03:26,945 --> 00:03:30,445 beyond, uh, really awesome clinical care and, 76 00:03:30,445 --> 00:03:34,405 and hospitals to have more access points into the community 77 00:03:34,405 --> 00:03:38,485 where people can rely on our expertise to take care of them 78 00:03:38,585 --> 00:03:40,125 and their health needs, uh, 79 00:03:40,265 --> 00:03:42,885 not only when they require, uh, sick care. 80 00:03:43,345 --> 00:03:45,605 Mm-Hmm. . Third area that I'm focused on is 81 00:03:45,605 --> 00:03:48,805 to really improve digitization and the use of technology 82 00:03:48,865 --> 00:03:50,165 and AI in the industry. 83 00:03:50,715 --> 00:03:52,845 That can come in many ways, right? 84 00:03:52,985 --> 00:03:56,845 One, it can improve, uh, the productivity of our workforce, 85 00:03:56,845 --> 00:04:00,125 whether it's a clinical workforce, uh, that is a doctor 86 00:04:00,265 --> 00:04:03,085 or a nurse, an administrative workforce, 87 00:04:03,725 --> 00:04:05,845 somebody who's working in billing or collections 88 00:04:05,985 --> 00:04:09,005 or, uh, you know, in the call center, um, 89 00:04:09,145 --> 00:04:11,605 or somebody who's actually doing in the operational 90 00:04:11,605 --> 00:04:15,605 workforce, which is, you know, uh, taking care of the, the, 91 00:04:15,625 --> 00:04:18,325 the facilities, whether they are clinics or our hospitals. 92 00:04:18,785 --> 00:04:21,445 And we can attest that AI technology 93 00:04:21,505 --> 00:04:24,205 and digitization can not only improve the productivity 94 00:04:24,265 --> 00:04:25,965 of all of that and, and, uh, 95 00:04:25,965 --> 00:04:28,485 provide a seamless workforce experience, 96 00:04:28,495 --> 00:04:31,565 which can help reduce burnout challenges, 97 00:04:31,565 --> 00:04:33,925 which we know is right from the, uh, industry. 98 00:04:33,925 --> 00:04:37,045 And as we learn through the pandemic was a big topic 99 00:04:37,395 --> 00:04:40,245 that we all as health system leaders have been working on. 100 00:04:41,015 --> 00:04:44,275 But at the same time, it can also help improve, uh, 101 00:04:44,455 --> 00:04:45,675 the patient experience 102 00:04:45,855 --> 00:04:48,595 and their navigation of the, their healthcare journey, 103 00:04:49,025 --> 00:04:50,635 both in terms of keeping their health, 104 00:04:50,735 --> 00:04:52,675 but also in how they engage with health systems. 105 00:04:53,375 --> 00:04:56,315 So we've been making, at Memorial Hermann a lot 106 00:04:56,315 --> 00:04:58,115 of investments and partnerships 107 00:04:58,295 --> 00:05:01,475 and innovation bets in the leveraging 108 00:05:01,575 --> 00:05:06,035 how technology is further integrated across our workflows so 109 00:05:06,035 --> 00:05:09,675 that we can improve both our productivity as well as, um, 110 00:05:10,655 --> 00:05:12,115 the, the patient experience. 111 00:05:12,895 --> 00:05:15,475 Uh, and then the fourth area I'm spending a lot 112 00:05:15,475 --> 00:05:20,035 of time on is how do we sort of provide a community health, 113 00:05:20,575 --> 00:05:24,075 uh, focus that can improve the health of all, uh, 114 00:05:24,095 --> 00:05:27,595 all Houstonians, not just the ones who can come 115 00:05:27,595 --> 00:05:30,115 and access to it through a insurance product, 116 00:05:30,295 --> 00:05:33,835 but who are underserved, who maybe don't have an, uh, 117 00:05:33,835 --> 00:05:35,835 insurance today and are not taking 118 00:05:35,835 --> 00:05:37,155 appropriate care of their health. 119 00:05:37,215 --> 00:05:39,555 How do we better support them, uh, 120 00:05:39,575 --> 00:05:41,735 but through the right tools so 121 00:05:41,735 --> 00:05:43,375 that they can take care of their health more? 122 00:05:43,475 --> 00:05:47,455 And in order to do all of these things, um, we have defined, 123 00:05:48,075 --> 00:05:49,455 you know, what are some of those big 124 00:05:49,455 --> 00:05:50,895 priorities that we want to do? 125 00:05:50,955 --> 00:05:54,735 How do we do that? And we've, uh, really expanded the range 126 00:05:54,755 --> 00:05:58,565 of how we work with, uh, external partners as well 127 00:05:58,565 --> 00:06:01,885 as invest in internal capabilities to provide some of these, 128 00:06:02,425 --> 00:06:04,885 um, these things I mentioned, uh, 129 00:06:05,015 --> 00:06:07,845 we've launched something called an innovation hub where I'm, 130 00:06:07,845 --> 00:06:12,045 which I'm truly passionate about in trying to, uh, test some 131 00:06:12,045 --> 00:06:14,365 of these solutions, uh, in a small scale 132 00:06:14,465 --> 00:06:16,605 and understanding better how they work 133 00:06:16,605 --> 00:06:18,485 before we sort of expand them across 134 00:06:18,505 --> 00:06:19,885 the platform in a large scale. 135 00:06:20,505 --> 00:06:21,685 And we've also launched 136 00:06:21,785 --> 00:06:25,965 and, um, really rapidly scaled up a direct investments 137 00:06:26,565 --> 00:06:28,485 platform where we support many of these innovation 138 00:06:29,365 --> 00:06:33,165 companies, uh, uh, innovative companies in their remit 139 00:06:33,165 --> 00:06:34,805 to build products and solutions 140 00:06:34,835 --> 00:06:36,405 that solve some of these pain points. 141 00:06:38,345 --> 00:06:40,385 - I mean, Dr. Abraham, there's, there's a lot there. 142 00:06:40,405 --> 00:06:42,745 And I'm, I'm gonna dig into a few of these things in, 143 00:06:42,745 --> 00:06:44,305 in greater detail in just a moment, 144 00:06:44,445 --> 00:06:46,825 but I, I should also remind listeners and, 145 00:06:46,825 --> 00:06:48,385 and check in with you on the fact 146 00:06:48,385 --> 00:06:50,025 that you joined Memorial Hermann 147 00:06:50,085 --> 00:06:53,065 and are now heading up innovations and strategy 148 00:06:53,275 --> 00:06:55,665 after more than a decade with McKinsey. 149 00:06:56,285 --> 00:06:57,945 And I, I was curious too, 150 00:06:58,085 --> 00:07:00,625 before we dig into some of the points you raised about 151 00:07:00,625 --> 00:07:03,345 where you're spending time, you know, what did you find 152 00:07:03,345 --> 00:07:04,945 to be the most noticeable differences 153 00:07:05,515 --> 00:07:09,185 about healthcare strategy moving from the consulting 154 00:07:09,185 --> 00:07:12,945 or advisor side of the aisle to actually being in the game 155 00:07:13,525 --> 00:07:16,505 at a large integrated health system like Memorial Hermann? 156 00:07:17,895 --> 00:07:20,455 - I think you, uh, touched on a very, um, 157 00:07:21,095 --> 00:07:22,415 critical component of that answer. 158 00:07:22,485 --> 00:07:24,695 It's a great question, Molly, in terms of, uh, 159 00:07:24,695 --> 00:07:28,095 being in the game, but I, I, I, I fundamentally believe 160 00:07:28,095 --> 00:07:31,775 that in my role here relative to, um, 161 00:07:32,075 --> 00:07:35,135 an awesome career I had at McKinsey, um, 162 00:07:35,445 --> 00:07:37,335 it's really about the skin in the game 163 00:07:37,355 --> 00:07:41,615 and sort of being the ability to, um, see end to end, 164 00:07:42,075 --> 00:07:46,335 to work with our leaders, our clinicians, our our operators, 165 00:07:46,635 --> 00:07:49,335 to understand some of their real unmet needs 166 00:07:49,335 --> 00:07:52,655 and pain points, understand the community's needs, um, 167 00:07:53,285 --> 00:07:57,575 concept ideas, uh, design programs that will solve some 168 00:07:57,575 --> 00:08:00,855 of those, um, challenges or unmet needs and pain points. 169 00:08:01,635 --> 00:08:04,495 See how they're working, see which ones we want to scale, 170 00:08:04,875 --> 00:08:08,935 um, and which ones are, are working well, that, uh, 171 00:08:08,935 --> 00:08:12,855 really we could sort of drive up more focus on which ones 172 00:08:13,005 --> 00:08:14,215 perhaps were bets 173 00:08:14,215 --> 00:08:16,135 that didn't quite pan out the way we wanted, 174 00:08:16,135 --> 00:08:19,455 therefore, we may want to alter, uh, the way we wanna work. 175 00:08:19,835 --> 00:08:22,335 That's a, that whole end-to-end journey from soup 176 00:08:22,335 --> 00:08:24,815 to nuts is something I'm really passionate about 177 00:08:24,955 --> 00:08:26,055 in my current role. 178 00:08:26,555 --> 00:08:31,055 Um, at McKinsey, we, we will work with clients a lot, um, 179 00:08:31,515 --> 00:08:34,175 in sort of shaping that end-to-end journey and advise them, 180 00:08:34,235 --> 00:08:37,455 but there is a lot more ownership in this role that I, 181 00:08:37,455 --> 00:08:39,335 that I have, have had to experience. 182 00:08:40,035 --> 00:08:43,935 The second, um, thing I would call out is, uh, 183 00:08:44,155 --> 00:08:46,135 the change management aspect of it. 184 00:08:46,495 --> 00:08:48,295 A lot of what works 185 00:08:48,355 --> 00:08:50,775 and does not work in healthcare, as we can all attest 186 00:08:50,825 --> 00:08:52,015 among your listener group. 187 00:08:52,035 --> 00:08:54,495 And, and Brad, what I personally experience is about 188 00:08:55,425 --> 00:08:56,885 the adoption of great ideas 189 00:08:57,105 --> 00:09:00,485 and to truly understand, uh, what drives adoption, 190 00:09:00,485 --> 00:09:03,125 what are some of the barriers to adoption, how do you work 191 00:09:03,125 --> 00:09:06,005 through that, um, is, uh, something 192 00:09:06,005 --> 00:09:08,085 that I've truly relished in this role. 193 00:09:08,585 --> 00:09:10,125 Um, and it really comes down 194 00:09:10,145 --> 00:09:12,525 to setting up the flywheel of innovation. 195 00:09:13,385 --> 00:09:17,245 How do you sort of start with some few wins that rally 196 00:09:17,945 --> 00:09:19,645 the focus and inspiration 197 00:09:19,645 --> 00:09:22,565 and inspire, um, the work, the, the workforce 198 00:09:22,705 --> 00:09:25,405 and the, the patients to try out some of these innovations 199 00:09:25,875 --> 00:09:28,405 that then creates more momentum for us to sort 200 00:09:28,405 --> 00:09:32,405 of scale a further set of ideas that flywheel of innovation 201 00:09:32,465 --> 00:09:35,125 and sort of trying to sort of foster that as a mechanism 202 00:09:35,265 --> 00:09:37,325 to drive change management, um, 203 00:09:37,505 --> 00:09:41,685 is another aspect I've enjoyed in this role, uh, versus 204 00:09:42,115 --> 00:09:43,325 what I had in McKinsey. 205 00:09:43,555 --> 00:09:45,245 Some of the core components of 206 00:09:45,835 --> 00:09:48,965 otherwise thinking about the big value, creative ideas, 207 00:09:49,125 --> 00:09:51,725 thinking about what really moves the needle, 208 00:09:52,085 --> 00:09:54,245 thinking about a objective 209 00:09:54,345 --> 00:09:58,645 and highly critical thinking based analytical, uh, approach 210 00:09:59,145 --> 00:10:02,765 to how we come to make decisions, are all those things 211 00:10:02,765 --> 00:10:03,965 that I've continued 212 00:10:03,965 --> 00:10:06,365 to quote from my prior experience at McKinsey. 213 00:10:06,865 --> 00:10:11,445 Um, and which has been, uh, hugely helpful, uh, foundation 214 00:10:11,465 --> 00:10:14,045 for me as I've, uh, transitioned into this role. 215 00:10:14,385 --> 00:10:15,385 Mm-Hmm, . 216 00:10:15,915 --> 00:10:17,935 - And you had also mentioned, I mean, 217 00:10:17,935 --> 00:10:19,055 you're touching a lot of different things. 218 00:10:19,055 --> 00:10:20,895 You mentioned improving digitization 219 00:10:21,075 --> 00:10:23,655 and ai, improving workforce product productivity 220 00:10:23,715 --> 00:10:27,255 and new innovation hub, this community health focus, 221 00:10:27,445 --> 00:10:29,975 improving the health of all his houstonians. 222 00:10:30,605 --> 00:10:32,695 What is your team like behind these efforts? 223 00:10:32,795 --> 00:10:36,055 Do you have a distinct team for strategy innovation? 224 00:10:36,355 --> 00:10:37,775 Is there one combined unit? 225 00:10:38,315 --> 00:10:40,295 Can you, can you talk more about the people 226 00:10:40,395 --> 00:10:42,095 around these efforts and then also 227 00:10:42,515 --> 00:10:45,295 how you lead them a a glimpse into your leadership 228 00:10:45,305 --> 00:10:46,655 style, if you'll let us? 229 00:10:48,825 --> 00:10:50,595 - Yeah, absolutely. Yeah. 230 00:10:50,735 --> 00:10:54,875 So, um, along the way, we've, uh, built a team of, um, uh, 231 00:10:55,745 --> 00:10:57,755 just under a dozen practitioners. 232 00:10:58,295 --> 00:11:01,235 Uh, they cut across all of those pillars, 233 00:11:01,235 --> 00:11:04,635 which are strategy, strategic planning, which defines the 234 00:11:04,635 --> 00:11:07,035 what is it that the business is gonna focus on. 235 00:11:07,815 --> 00:11:12,235 Um, then when it comes to the, uh, the how, um, 236 00:11:12,415 --> 00:11:16,395 and the why, we've got, uh, uh, a few execution arms. 237 00:11:16,535 --> 00:11:19,275 One of them is a, uh, corporate development umbrella, 238 00:11:19,275 --> 00:11:22,755 which includes, uh, joint ventures, m 239 00:11:22,755 --> 00:11:25,755 and a strategic partnerships, working with external parties 240 00:11:25,935 --> 00:11:28,875 to bring some of those capabilities on, on the, 241 00:11:29,055 --> 00:11:30,275 the work that I defined. 242 00:11:30,935 --> 00:11:34,955 Um, second is an innovation hub where we sort of take some 243 00:11:34,955 --> 00:11:36,555 of those unmet needs and pain points 244 00:11:36,735 --> 00:11:39,435 and sort of really map, um, solutions 245 00:11:39,435 --> 00:11:41,635 that solve those unmet needs and pain points. 246 00:11:41,745 --> 00:11:44,395 Test them in a small contained capacity, 247 00:11:44,395 --> 00:11:46,755 whether it's one hospital or a handful of clinics. 248 00:11:47,125 --> 00:11:50,715 Learn from how those, uh, design phases are going 249 00:11:50,855 --> 00:11:54,405 to understand or how best to scale them across the platform, 250 00:11:54,405 --> 00:11:57,045 and what value do they create, how do they, uh, 251 00:11:57,045 --> 00:11:59,045 achieve the objectives that we are seeking. 252 00:11:59,705 --> 00:12:02,605 We have a direct investment arm, which is the third arm, 253 00:12:02,605 --> 00:12:04,165 which think of it as a venture 254 00:12:04,385 --> 00:12:08,405 or a growth equity vehicle that supports great businesses 255 00:12:08,405 --> 00:12:10,805 that are creating solutions that are aligned 256 00:12:10,805 --> 00:12:12,885 with our core philosophy 257 00:12:12,905 --> 00:12:15,845 and how healthcare in the future needs to be, uh, 258 00:12:16,275 --> 00:12:18,565 experienced, accessed, and delivered. 259 00:12:19,225 --> 00:12:23,045 And from that perspective, we've, um, we've created a, 260 00:12:23,245 --> 00:12:26,125 a focus on, uh, not only working with some 261 00:12:26,125 --> 00:12:28,725 of those companies to bring those innovations to our market, 262 00:12:28,785 --> 00:12:30,685 but also thinking about, you know, 263 00:12:30,685 --> 00:12:33,805 how do we support the growth, uh, growth strategic journey 264 00:12:34,225 --> 00:12:37,285 as investors and shape the products that we like. 265 00:12:37,545 --> 00:12:41,045 So we are having that dual alignment of shaping the strategy 266 00:12:41,305 --> 00:12:43,045 for the products that we then eventually 267 00:12:43,095 --> 00:12:44,245 bring into the market. 268 00:12:44,985 --> 00:12:49,005 Uh, and we also have a focus on strategic market insights, 269 00:12:49,055 --> 00:12:51,805 which takes a granular database approach 270 00:12:51,865 --> 00:12:54,805 to understanding the various value pools in health 271 00:12:55,025 --> 00:12:57,805 and healthcare, how those are evolving, uh, 272 00:12:57,865 --> 00:12:59,685 what's shrinking, what's, what's growing, 273 00:12:59,985 --> 00:13:01,885 and where best the system needs 274 00:13:01,885 --> 00:13:03,445 to be positioned to drive that growth. 275 00:13:03,865 --> 00:13:05,285 So these are some of the areas. 276 00:13:05,495 --> 00:13:07,925 These are the five areas, the, the strategy 277 00:13:07,925 --> 00:13:09,725 and strategic planning at the vanguard of it, 278 00:13:09,945 --> 00:13:11,085 the three execution arms 279 00:13:11,105 --> 00:13:14,725 and strategic market insights that the team is focused on. 280 00:13:15,185 --> 00:13:18,525 Uh, there is an expanded member base of the team as well, 281 00:13:18,525 --> 00:13:22,405 which, uh, uh, includes members of our service lines, 282 00:13:22,465 --> 00:13:25,605 our operating teams, um, and, uh, 283 00:13:26,265 --> 00:13:29,965 and other functional teams who provide a lot of input 284 00:13:29,965 --> 00:13:32,325 and passion and energy into a strategic focus area. 285 00:13:32,385 --> 00:13:35,325 So it's very much as is any strategy team, 286 00:13:35,645 --> 00:13:38,045 a collaborative effort that brings together a range 287 00:13:38,045 --> 00:13:39,845 of practitioners, some that are dedicated 288 00:13:40,225 --> 00:13:43,725 and some that are brought in, uh, from, uh, 289 00:13:43,805 --> 00:13:45,325 various functional groups. 290 00:13:45,625 --> 00:13:48,005 And we work collaboratively to shape some of these, 291 00:13:48,505 --> 00:13:49,725 um, objectives. 292 00:13:50,225 --> 00:13:52,445 As it pertains to the team itself, it's a, 293 00:13:52,515 --> 00:13:54,685 it's a diverse team with a range of experience. 294 00:13:54,755 --> 00:13:57,885 Some are deep healthcare practitioners with lots 295 00:13:57,885 --> 00:14:01,285 of experience, um, in life sciences. 296 00:14:01,505 --> 00:14:03,885 And, um, even on the clinical side, 297 00:14:04,225 --> 00:14:05,645 we have a physician in the team. 298 00:14:06,225 --> 00:14:09,805 Um, some have got very new experiences in healthcare. 299 00:14:09,805 --> 00:14:13,365 They, they, they spend their careers in other industries 300 00:14:13,435 --> 00:14:15,485 like oil and gas, which we like 301 00:14:15,485 --> 00:14:17,125 because we, we like the diversity 302 00:14:17,185 --> 00:14:20,685 and fresh eyes that the range of our team members bring. 303 00:14:21,265 --> 00:14:24,925 Um, uh, some are relatively early in their journey as, 304 00:14:25,265 --> 00:14:27,085 as in their fewer years from college 305 00:14:27,465 --> 00:14:29,525 and are sort of starting their journey in healthcare 306 00:14:29,525 --> 00:14:31,365 and shaping their long-term aspirations. 307 00:14:31,395 --> 00:14:35,085 Some have been in the industry for, uh, long, uh, 308 00:14:35,145 --> 00:14:37,845 and they come from diverse range of backgrounds as well. 309 00:14:38,195 --> 00:14:40,205 That includes working at health systems, 310 00:14:40,755 --> 00:14:43,245 working at in management, consulting firms 311 00:14:43,345 --> 00:14:44,805 and investment banking firms. 312 00:14:44,905 --> 00:14:47,565 And as I mentioned, even the clinician background 313 00:14:48,815 --> 00:14:51,325 as it pertains to my leadership style. 314 00:14:51,945 --> 00:14:55,565 Um, for me, the fundamental, uh, uh, 315 00:14:56,505 --> 00:14:58,605 way in which I lead is to start with vision 316 00:14:58,665 --> 00:15:00,245 and big, hairy audacious goals. 317 00:15:00,555 --> 00:15:01,845 It's very important for me 318 00:15:01,865 --> 00:15:04,245 and my team to clearly ask, uh, aspire 319 00:15:04,305 --> 00:15:08,565 and define what we define as the North star for why, 320 00:15:08,585 --> 00:15:10,005 why we are doing what we are doing, 321 00:15:10,305 --> 00:15:12,205 and what great looks like. 322 00:15:13,185 --> 00:15:16,085 Um, and, uh, it's, it's something that I hold myself 323 00:15:16,105 --> 00:15:18,965 and my team accountable for in laying that north star. 324 00:15:19,185 --> 00:15:20,725 How are we gonna make a difference in 325 00:15:20,985 --> 00:15:23,565 how healthcare is accessed, experienced, and delivered? 326 00:15:23,915 --> 00:15:27,005 What are some of those critical objectives that we will fund 327 00:15:27,005 --> 00:15:29,365 that will fundamentally change, um, 328 00:15:29,755 --> 00:15:31,645 that healthcare experience of the future? 329 00:15:32,225 --> 00:15:33,925 Uh, and so start with that vision, 330 00:15:33,925 --> 00:15:36,085 which creates a very aspirational 331 00:15:36,085 --> 00:15:38,445 and inspirational mindset for the team members 332 00:15:38,835 --> 00:15:43,325 that we can then take into, um, you know, defining a, 333 00:15:43,665 --> 00:15:45,965 uh, implementation, uh, pathway. 334 00:15:46,865 --> 00:15:50,005 And from that implementation pathway, I really want there 335 00:15:50,005 --> 00:15:51,485 to be transformative change. 336 00:15:51,585 --> 00:15:54,685 So every year we want to look back 337 00:15:54,705 --> 00:15:56,485 and say, Hey, what is the major difference? 338 00:15:56,505 --> 00:16:00,405 We have not only done in terms of the, the goals and vision, 339 00:16:00,505 --> 00:16:04,765 but in terms of actual achieved objectives, how we focusing 340 00:16:04,765 --> 00:16:07,845 and prioritizing our, our time in terms of achieving some 341 00:16:07,845 --> 00:16:09,685 of those big rocks, um, 342 00:16:09,945 --> 00:16:11,445 and how we sort 343 00:16:11,445 --> 00:16:13,325 of meaningfully making a difference into 344 00:16:13,325 --> 00:16:14,485 those, those objectives. 345 00:16:14,905 --> 00:16:17,245 The third area that I, I really sort 346 00:16:17,245 --> 00:16:19,645 of focus on is the focus on innovation. 347 00:16:20,105 --> 00:16:22,645 Um, we should sort of be willing to lean forward 348 00:16:22,905 --> 00:16:25,685 and take risks, make bets, um, 349 00:16:26,025 --> 00:16:28,685 and not chase incrementalism in, in the spirit 350 00:16:28,705 --> 00:16:30,245 of those big, very audacious goals. 351 00:16:30,265 --> 00:16:33,725 So we need to try to come up with an alternative solution 352 00:16:33,725 --> 00:16:37,405 and not always be limited by the, uh, by what is available 353 00:16:37,505 --> 00:16:40,645 and think beyond and our art of the possible as I, 354 00:16:40,705 --> 00:16:43,205 as I frame it to them and, and to myself. 355 00:16:43,825 --> 00:16:46,285 And finally, we should do this in a, uh, 356 00:16:46,285 --> 00:16:49,365 highly collaborative, uh, way where we are able 357 00:16:49,365 --> 00:16:52,205 to challenge each other, challenge all the assumptions. 358 00:16:52,225 --> 00:16:54,845 One of the narratives, I, I often go to them 359 00:16:55,025 --> 00:16:58,405 and turn to my team and, and, and really want to live by 360 00:16:58,465 --> 00:17:02,445 and live by that is around this notion of, uh, you know, 361 00:17:02,445 --> 00:17:03,485 the devil's advocate. 362 00:17:03,485 --> 00:17:07,005 You always have to think about what are the core assumptions 363 00:17:07,005 --> 00:17:09,125 that you're making when you're trying to make a decision? 364 00:17:09,515 --> 00:17:12,445 What are those assumptions are most sensitive to? 365 00:17:12,945 --> 00:17:16,885 Um, a a a potentially a different type of answer. 366 00:17:16,985 --> 00:17:21,085 And understanding how you can critique those assumptions and 367 00:17:21,085 --> 00:17:24,405 therefore, uh, you know, really understand the range 368 00:17:24,405 --> 00:17:25,885 of possible outcomes and be very 369 00:17:25,885 --> 00:17:27,365 deliberate in the path you take. 370 00:17:27,825 --> 00:17:31,045 Uh, and as you do that, um, do that in a way 371 00:17:31,045 --> 00:17:33,525 that is work hard and play hard, so have fun. 372 00:17:33,945 --> 00:17:37,685 Uh, you want to make this, uh, a journey of high impact, 373 00:17:37,705 --> 00:17:41,045 but also a journey of, uh, lots of joy and joy and fun. 374 00:17:41,545 --> 00:17:42,545 Mm-Hmm, . 375 00:17:43,145 --> 00:17:44,755 - Well, I mean, it sounds like, I, 376 00:17:44,875 --> 00:17:48,355 I can hear from your response initially, the BHAGs 377 00:17:48,655 --> 00:17:50,645 and the vision are very much intact. 378 00:17:50,745 --> 00:17:54,925 It sounds like your team is a masterful one, also with a 379 00:17:55,805 --> 00:17:58,805 collaborative and then focused on innovation, a leader. 380 00:17:59,305 --> 00:18:00,645 But you know, Dr. Abraham, 381 00:18:01,045 --> 00:18:02,805 I also just wanna check in with you in closing here. 382 00:18:02,985 --> 00:18:06,605 One other question. I had lots of focus on AI, 383 00:18:06,605 --> 00:18:09,245 as we've heard lots of focus on virtual capabilities, 384 00:18:09,355 --> 00:18:10,885 meeting more people where they are, 385 00:18:11,385 --> 00:18:12,405 but I also wanted to see 386 00:18:12,435 --> 00:18:15,245 what Memorial Hermann might have planned 387 00:18:15,345 --> 00:18:17,925 or in the works around capacity, um, 388 00:18:17,995 --> 00:18:19,885 with its facilities in coming years. 389 00:18:20,065 --> 00:18:23,045 Are there any current plans of note related 390 00:18:23,105 --> 00:18:24,445 to capital investments 391 00:18:24,445 --> 00:18:26,805 or expansions that our listeners should know about? 392 00:18:28,975 --> 00:18:31,385 - Yeah, as our, and great question. 393 00:18:31,405 --> 00:18:35,025 As our communities are growing, as our population is aging, 394 00:18:35,025 --> 00:18:39,225 and then here in Texas we are, we are, we're blessed with 395 00:18:39,825 --> 00:18:41,825 a good weather, great business, 396 00:18:42,005 --> 00:18:45,425 and, um, living environments with the diverse bank 397 00:18:45,525 --> 00:18:47,905 of people, we're starting to see, uh, 398 00:18:47,965 --> 00:18:49,825 or continuing to see lots 399 00:18:49,825 --> 00:18:52,105 of growth in the populations we serve 400 00:18:52,485 --> 00:18:56,665 and to support that growing population, um, both in the, 401 00:18:56,765 --> 00:18:59,345 the central Houston area and in our suburbs. 402 00:18:59,345 --> 00:19:02,545 We are continuing to expand our, our footprint to support 403 00:19:02,575 --> 00:19:05,705 that growing, um, population and, 404 00:19:05,845 --> 00:19:08,985 and really expanding the access to meet the consumer 405 00:19:08,995 --> 00:19:11,465 where they are for critical services. 406 00:19:11,645 --> 00:19:15,065 We want to be closer to where they live and where they work. 407 00:19:15,405 --> 00:19:17,985 Uh, and for things that are more differentiated, 408 00:19:18,085 --> 00:19:22,145 we have options for them to come to, um, you know, uh, 409 00:19:22,465 --> 00:19:24,105 a higher level of care, for example, 410 00:19:24,165 --> 00:19:27,105 an academic medical center level of care as is required 411 00:19:27,485 --> 00:19:28,705 for some of these procedures. 412 00:19:28,705 --> 00:19:32,425 So we are really expanding our capacity across the markets 413 00:19:32,605 --> 00:19:34,745 we serve when it comes to hospitals. 414 00:19:34,765 --> 00:19:38,465 But I'll also add that we are doing the same as it pertains 415 00:19:38,465 --> 00:19:40,825 to improving access from all those mechanisms 416 00:19:40,825 --> 00:19:41,985 that I was describing. 417 00:19:42,115 --> 00:19:45,185 We've, um, tripled our urgent care footprint in 418 00:19:45,185 --> 00:19:46,305 the last couple of years. 419 00:19:46,435 --> 00:19:49,785 We've created, alongside with one of our partners, one 420 00:19:49,785 --> 00:19:51,225 of the largest home health and hospice 421 00:19:51,785 --> 00:19:53,225 franchises in south Texas, 422 00:19:53,395 --> 00:19:56,705 we've created a very novel population genomics program. 423 00:19:57,085 --> 00:19:58,585 So we are trying to meet the consumer 424 00:19:58,605 --> 00:20:01,785 and send the right patient to the right side of care, uh, 425 00:20:02,005 --> 00:20:05,585 and provide an access point that includes virtual retail, 426 00:20:06,205 --> 00:20:10,465 um, uh, urgent care, uh, home-based care, lot 427 00:20:10,465 --> 00:20:11,545 of home-based options, 428 00:20:11,845 --> 00:20:14,865 and then facility-based care, ambulatory surgical centers, 429 00:20:15,485 --> 00:20:17,945 um, a lot of outpatient infrastructure. 430 00:20:18,845 --> 00:20:22,185 Um, so you'll see when you see Memorial Hermann's presence 431 00:20:22,185 --> 00:20:25,105 in the communities, we, we have 17 hospitals, 432 00:20:25,555 --> 00:20:27,985 which are continuing to grow to your question. 433 00:20:28,365 --> 00:20:32,345 But we also have, um, you know, just under 300 K locations 434 00:20:32,345 --> 00:20:35,905 and over 6,000 physicians practicing as part 435 00:20:35,905 --> 00:20:38,465 of our clinically integrated network to support 436 00:20:38,465 --> 00:20:42,265 that growing, uh, population base, leveraging the assets. 437 00:20:42,425 --> 00:20:43,425 I referred to 438 00:20:46,225 --> 00:20:47,225 - Dr. 439 00:20:47,225 --> 00:20:49,135 Fabe Abraham, executive vice President, chief Strategy 440 00:20:49,135 --> 00:20:51,815 and Innovations officer with Memorial Hermann Health System. 441 00:20:51,975 --> 00:20:54,375 I wanna thank you so much for being our guest today, 442 00:20:54,475 --> 00:20:58,335 for getting me up to speed on the big, hairy audacious work. 443 00:20:58,335 --> 00:21:00,775 You're leading at the system, which, like you said, 444 00:21:01,135 --> 00:21:03,335 17 hospitals, more than 300 locations. 445 00:21:04,155 --> 00:21:06,135 Dr. Abraham, any closing thoughts 446 00:21:06,135 --> 00:21:07,495 or parting thoughts you'd like 447 00:21:07,495 --> 00:21:08,695 to share with our listeners today? 448 00:21:09,725 --> 00:21:11,065 - We covered a range of it, 449 00:21:11,085 --> 00:21:14,185 and one of the things that I'm starting to sort of, um, 450 00:21:14,395 --> 00:21:16,785 spend a lot of time on, and I'm sure my peers 451 00:21:16,845 --> 00:21:19,425 and colleagues will find it equally, uh, 452 00:21:19,425 --> 00:21:20,705 illuminating and illustrating. 453 00:21:20,705 --> 00:21:21,705 We talked about ai, 454 00:21:21,705 --> 00:21:24,625 but there is another dimension I'm pretty passionate about, 455 00:21:24,785 --> 00:21:28,425 which is around this notion of integration of medical care 456 00:21:28,455 --> 00:21:31,745 with other aspects of how health is gonna be delivered. 457 00:21:32,165 --> 00:21:35,265 So think about life sciences and the pharmacy side. 458 00:21:35,265 --> 00:21:37,665 Think about food as medicine, think about transportation, 459 00:21:37,885 --> 00:21:40,305 access, various social determinants of health 460 00:21:40,375 --> 00:21:43,065 that are required to keep the, the patient's healthy. 461 00:21:43,565 --> 00:21:44,985 And as you sort of peel the layers 462 00:21:44,985 --> 00:21:46,905 of the onion across each one of those buckets, 463 00:21:46,905 --> 00:21:48,185 there are lots of innovations 464 00:21:48,185 --> 00:21:49,665 and trends that we 465 00:21:49,665 --> 00:21:51,945 as leaders at health system will need to integrate. 466 00:21:51,945 --> 00:21:56,185 And particularly for me this year, the focus is um, uh, 467 00:21:56,205 --> 00:22:00,265 and um, and uh, uh, uh, inspiration is drawn 468 00:22:00,265 --> 00:22:02,105 through the life sciences vertical. 469 00:22:02,315 --> 00:22:05,745 We're seeing a lot of innovation coming in the, uh, on the, 470 00:22:05,805 --> 00:22:07,665 on the product side with new drugs 471 00:22:07,665 --> 00:22:10,025 that are solving specific problems like 472 00:22:10,455 --> 00:22:13,665 what we've heard the GLP one, uh, drugs when it comes 473 00:22:13,665 --> 00:22:16,505 to obesity, but there's also a lot of great innovations 474 00:22:16,765 --> 00:22:18,265 and cell and gene therapies 475 00:22:18,365 --> 00:22:22,065 and drugs that solve, uh, the Alzheimer's challenge. 476 00:22:22,405 --> 00:22:24,905 And how do we sort of stay at the forefront of bringing 477 00:22:25,045 --> 00:22:26,105 so those innovations 478 00:22:26,105 --> 00:22:28,305 and looking at the entirety of the, uh, 479 00:22:28,305 --> 00:22:30,065 medical experience is important. 480 00:22:30,205 --> 00:22:33,545 And so we are trying to, uh, understand that space better 481 00:22:33,605 --> 00:22:35,225 and linking the two as well 482 00:22:35,225 --> 00:22:37,105 as in the pharmacy benefit management space. 483 00:22:37,105 --> 00:22:40,145 In order we sort of create a holistic, uh, 484 00:22:40,215 --> 00:22:44,785 medical plus non-medical IE pharmacy and, and, uh, food 485 00:22:44,785 --> 00:22:47,385 and other factors that I mentioned to sort of drive 486 00:22:47,385 --> 00:22:49,225 that total health, uh, narrative. 487 00:22:49,865 --> 00:22:51,765 - Mm-hmm, a forward looking 488 00:22:51,765 --> 00:22:53,005 thought for all of us to keep in mind. 489 00:22:53,165 --> 00:22:56,285 I think if the GLP one is any indicator of 490 00:22:56,285 --> 00:22:58,885 what can be unlocked through advancements, like you said, 491 00:22:58,885 --> 00:23:01,125 with gene therapies and other drugs around neuro, 492 00:23:01,705 --> 00:23:02,885 uh, generative disease. 493 00:23:02,945 --> 00:23:05,965 And, um, we're in for a really interesting decade 494 00:23:06,095 --> 00:23:07,125 ahead of us, Dr. 495 00:23:07,125 --> 00:23:09,805 Abraham. So again, thank you so much for being our guest. 496 00:23:09,925 --> 00:23:11,085 I hope we can do this again soon 497 00:23:11,085 --> 00:23:14,125 and check back in with you, uh, again in a year ahead. 498 00:23:15,645 --> 00:23:17,145 - No, it was a pleasure talking to you, 499 00:23:17,245 --> 00:23:19,665 and thanks to everyone who tuned in.