1 00:00:02,435 --> 00:00:03,535 - Nuance is a pioneer 2 00:00:03,835 --> 00:00:06,495 and a leading provider of conversational AI 3 00:00:06,715 --> 00:00:09,015 and cloud-based, ambient clinical intelligence 4 00:00:09,075 --> 00:00:12,815 for healthcare providers used by 77% of hospitals 5 00:00:12,835 --> 00:00:15,695 and 10,000 healthcare organizations worldwide. 6 00:00:16,195 --> 00:00:19,815 Our AI powered solutions capture 300 million patient 7 00:00:19,815 --> 00:00:21,135 stories each year. 8 00:00:21,755 --> 00:00:24,175 We help unburdened clinicians, radiologists, 9 00:00:24,195 --> 00:00:26,255 and care teams with efficient new ways 10 00:00:26,275 --> 00:00:27,815 to capture clinical information, 11 00:00:28,535 --> 00:00:29,895 applying real time intelligence 12 00:00:30,115 --> 00:00:32,895 for better decision making across the continuum of care. 13 00:00:33,555 --> 00:00:36,655 Now, a Microsoft company Nuance brings industry leading 14 00:00:36,655 --> 00:00:39,655 generative AI and deep vertical expertise. 15 00:00:39,675 --> 00:00:41,495 To address your biggest challenges 16 00:00:41,795 --> 00:00:44,375 and accelerate healthcare outcomes, visit 17 00:00:45,075 --> 00:00:48,575 www.nuance.com/healthcare for more information. 18 00:00:50,965 --> 00:00:53,215 - This is Laura Dedo with the Becker's Healthcare Podcast. 19 00:00:53,835 --> 00:00:55,255 I'm thrilled today to be joined by Dr. 20 00:00:55,395 --> 00:00:57,255 Ben Holman, the Chief Medical 21 00:00:57,255 --> 00:00:58,895 Informatics Officer at Geisinger. 22 00:00:59,315 --> 00:01:00,455 Dr. Homuth, it's a pleasure 23 00:01:00,455 --> 00:01:01,695 to have you on the podcast today. 24 00:01:03,375 --> 00:01:05,315 - Thanks for having me. Dere, a pleasure to be here. 25 00:01:06,695 --> 00:01:08,715 - Now. I'm really looking forward to our conversation. 26 00:01:08,915 --> 00:01:10,395 I, I think, you know, there's 27 00:01:10,395 --> 00:01:11,795 so much happening in the healthcare space 28 00:01:11,795 --> 00:01:14,395 and certainly, um, a lot to be excited about. 29 00:01:14,535 --> 00:01:16,355 But before we dive into the broader questions, 30 00:01:16,415 --> 00:01:17,515 you tell me a little bit more 31 00:01:17,515 --> 00:01:18,715 about yourself and your background. 32 00:01:20,165 --> 00:01:22,975 - Sure, yeah. I guess my background's a little bit eclectic. 33 00:01:23,055 --> 00:01:26,215 I, my background is, I don't come from a it 34 00:01:26,395 --> 00:01:27,615 or technology space. 35 00:01:27,915 --> 00:01:29,695 Um, you know, I was, 36 00:01:30,535 --> 00:01:33,745 'cause I've always been focused on breadth over 37 00:01:33,755 --> 00:01:35,185 depth and, and variety. 38 00:01:35,345 --> 00:01:37,625 I was an anthropology major who wound up going 39 00:01:37,625 --> 00:01:40,105 to medical school who couldn't make a decision 40 00:01:40,125 --> 00:01:41,785 and wound up in internal medicine. 41 00:01:41,925 --> 00:01:44,145 And my clinical practice, uh, 42 00:01:44,245 --> 00:01:47,305 for my first five years was a mix of emergency medicine, 43 00:01:47,305 --> 00:01:49,265 urgent care, hospital medicine. 44 00:01:50,005 --> 00:01:52,865 Um, my administrative roles, you know, 45 00:01:53,935 --> 00:01:55,785 were also fairly varied, 46 00:01:56,025 --> 00:01:58,345 included roles in medical education, hospital quality, 47 00:01:58,535 --> 00:01:59,985 patient blood management, 48 00:02:00,955 --> 00:02:03,655 and then a significant amount of time leading departments 49 00:02:03,655 --> 00:02:04,695 of hospital medicine. 50 00:02:05,475 --> 00:02:08,735 Um, and I found that informatics 51 00:02:08,835 --> 00:02:11,455 and the intersection between technology and people 52 00:02:11,455 --> 00:02:14,495 and process we're often the means 53 00:02:15,485 --> 00:02:19,105 to the desired ends in both my very personal 54 00:02:19,165 --> 00:02:22,545 and professional roles in the past 55 00:02:22,805 --> 00:02:25,225 and sort of wound up in this role almost 56 00:02:25,945 --> 00:02:27,765 by accident in 2018. 57 00:02:27,945 --> 00:02:30,005 And, um, six years later, 58 00:02:30,075 --> 00:02:32,405 this is the longest I've been doing a single 59 00:02:32,405 --> 00:02:33,525 thing in a single place. 60 00:02:33,585 --> 00:02:37,125 And I, I think I found my home in informatics. 61 00:02:37,145 --> 00:02:40,085 And, and what I've really loved about it is, um, 62 00:02:41,295 --> 00:02:42,665 that it really touches every part 63 00:02:42,665 --> 00:02:44,865 of the organization from the health plan, uh, 64 00:02:45,085 --> 00:02:47,345 to the hospitals, to the physicians and nurses 65 00:02:47,405 --> 00:02:49,985 and the clinics, uh, to the medical school 66 00:02:50,565 --> 00:02:53,385 and every layer of the organization from the CEO down 67 00:02:53,385 --> 00:02:54,425 to the folks at the bedside. 68 00:02:55,665 --> 00:02:58,045 And so, you know, my passion really is 69 00:02:58,885 --> 00:03:01,645 clinical operations quality, trying to make it easier 70 00:03:01,985 --> 00:03:04,325 for our folks at the frontline to take better care 71 00:03:04,325 --> 00:03:05,365 of our patients and members. 72 00:03:07,345 --> 00:03:09,355 - Well, that's great to hear. And certainly such an 73 00:03:09,355 --> 00:03:11,755 important aspect of healthcare today is being able 74 00:03:11,775 --> 00:03:14,635 to have the understanding of both the clinical world as well 75 00:03:14,635 --> 00:03:16,155 as the informatics and technology. 76 00:03:16,155 --> 00:03:19,635 Because like you said, you know, it touches so many aspects 77 00:03:19,655 --> 00:03:23,435 of healthcare delivery as well as system operations and, 78 00:03:23,455 --> 00:03:25,755 and certainly, um, you know, it continues 79 00:03:25,755 --> 00:03:27,155 to evolve and, and grow. 80 00:03:27,845 --> 00:03:30,035 Could you tell me about your most successful project 81 00:03:30,065 --> 00:03:31,195 from the last year or two? 82 00:03:31,305 --> 00:03:34,395 What did you do and how did you measure results? Yeah, 83 00:03:36,005 --> 00:03:38,505 - So it is hard to pick out one project. 84 00:03:38,825 --> 00:03:41,665 I mean, I have two biases that I'll be upfront about. 85 00:03:41,725 --> 00:03:45,905 One is I'm always biased towards projects that simplify life 86 00:03:45,925 --> 00:03:47,425 for our clinicians at the front line 87 00:03:47,425 --> 00:03:49,425 and make it easier for them to do their job. 88 00:03:49,725 --> 00:03:52,785 You know, we, we spend a lot of time standardizing 89 00:03:52,965 --> 00:03:55,305 and creating high reliable systems as we should. 90 00:03:55,445 --> 00:03:58,825 But, but the reality is, at the end of the day, um, 91 00:03:59,165 --> 00:04:01,825 you know, a major, if not probably the most important 92 00:04:02,185 --> 00:04:03,305 variable contributor to the quality 93 00:04:03,305 --> 00:04:04,745 of the care we provide is still 94 00:04:04,815 --> 00:04:06,105 that clinician at the bedside. 95 00:04:06,965 --> 00:04:10,585 And when we can unburden them, take away unnecessary tasks, 96 00:04:10,855 --> 00:04:13,185 make it easier for them to use their judgment 97 00:04:13,245 --> 00:04:16,905 and easier for them to do the right thing, it winds up in, 98 00:04:17,005 --> 00:04:19,425 um, you know, a better experience, better retention, 99 00:04:19,495 --> 00:04:20,945 less burnout, and better care. 100 00:04:21,725 --> 00:04:24,145 So on the physician side, I think everyone knows 101 00:04:24,145 --> 00:04:27,345 that documentation and in basket are two hot, 102 00:04:27,445 --> 00:04:29,785 hot button topics right now in terms of burnout 103 00:04:29,965 --> 00:04:32,985 and, uh, decreased the GA engagement and attrition. 104 00:04:33,045 --> 00:04:36,385 So, um, we're working on both, um, uh, 105 00:04:36,475 --> 00:04:37,625 along with a lot of other things. 106 00:04:37,685 --> 00:04:40,025 And we've spent a lot of time over the end basket over the 107 00:04:40,025 --> 00:04:44,265 past year focusing on things like better triage at the front 108 00:04:44,295 --> 00:04:47,665 door, um, you know, optimizing our choice architecture 109 00:04:47,665 --> 00:04:49,625 for our patients to promote self-service 110 00:04:49,805 --> 00:04:51,145 so the patient gets what they need. 111 00:04:51,765 --> 00:04:54,265 If they need a me med refill, an appointment, 112 00:04:54,345 --> 00:04:57,905 a virtual urgent care, uh, visit that day, let's get them 113 00:04:57,905 --> 00:05:00,305 that without burdening the care team downstream, 114 00:05:00,375 --> 00:05:01,825 it's a better experience for the patient. 115 00:05:02,245 --> 00:05:04,225 And it's one less message for our physicians 116 00:05:04,225 --> 00:05:05,825 and their care team, um, 117 00:05:05,825 --> 00:05:08,465 eliminating low value messages with another focus. 118 00:05:08,525 --> 00:05:11,665 We realized over the years, we developed this culture 119 00:05:11,725 --> 00:05:14,785 of CCing the primary care doctor on just about everything. 120 00:05:15,165 --> 00:05:16,985 And that a lot of that was unnecessary. 121 00:05:17,575 --> 00:05:20,345 Some of that was automated, some of that was behavioral. 122 00:05:20,765 --> 00:05:22,665 The automated things are easy to turn off, 123 00:05:22,885 --> 00:05:25,265 the behaviors were harder to change, uh, 124 00:05:25,265 --> 00:05:27,545 but we've made progress on, on both fronts. 125 00:05:28,005 --> 00:05:29,025 And so, you know, 126 00:05:29,145 --> 00:05:31,265 we discovered things like when you start digging. 127 00:05:31,475 --> 00:05:34,065 We've been live with EPIC since 1996, 128 00:05:34,245 --> 00:05:35,665 so there's a lot there. 129 00:05:35,685 --> 00:05:37,225 We found things like, you know, 130 00:05:37,225 --> 00:05:41,065 every ED visit not only was the ED note routed to the PCP, 131 00:05:41,065 --> 00:05:43,545 but they also got an a DT notification 132 00:05:43,765 --> 00:05:45,425 and there was no value in having both. 133 00:05:46,085 --> 00:05:47,505 So consolidating that, 134 00:05:47,505 --> 00:05:49,305 and there were a lot of similar examples. 135 00:05:49,805 --> 00:05:52,345 And then getting our specialists to break the habit 136 00:05:52,365 --> 00:05:54,785 of just constantly ceasing the PCP 137 00:05:55,485 --> 00:05:58,420 and really ceasing the PCP when there was an action item 138 00:05:58,505 --> 00:06:00,405 for them, not just as an FYI. 139 00:06:01,025 --> 00:06:02,325 And so that was helpful in terms 140 00:06:02,325 --> 00:06:04,285 of decreasing the low value messages. 141 00:06:04,625 --> 00:06:06,045 We decreased a lot of clutter. 142 00:06:06,055 --> 00:06:08,925 Again, having been live on Epic since 1996, 143 00:06:09,105 --> 00:06:12,565 and with no sort of expiration dates for incoming messages, 144 00:06:12,565 --> 00:06:15,165 we found we had close to 10 million age messages 145 00:06:15,635 --> 00:06:17,605 that we were able to purge from the system. 146 00:06:17,665 --> 00:06:20,485 And then going forward, we have expiration dates 147 00:06:20,485 --> 00:06:23,285 because we know that a lot of messages, if not acted on 148 00:06:23,285 --> 00:06:25,885 with a certain date, are never gonna be seen again. 149 00:06:26,305 --> 00:06:28,565 So just in terms of a, a simple cleanup 150 00:06:28,745 --> 00:06:31,085 and then auto closing, certain types of encounters 151 00:06:31,085 --> 00:06:34,045 that are non-billable telephone encounters were a big one 152 00:06:34,045 --> 00:06:37,925 that wind up generating messages, uh, later on, um, 153 00:06:38,035 --> 00:06:39,045 that are low value. 154 00:06:40,025 --> 00:06:43,245 And then for those messages that really do need to be, um, 155 00:06:44,165 --> 00:06:47,615 handled by the care team, we wanted to provide the 156 00:06:48,125 --> 00:06:51,295 support staff for the physicians with best practices on how 157 00:06:51,295 --> 00:06:53,695 to handle those messages so 158 00:06:53,695 --> 00:06:55,895 that the messages are ideally dealt 159 00:06:55,895 --> 00:06:57,935 with without needing the physician's input 160 00:06:57,955 --> 00:06:59,295 or if the physician's input 161 00:06:59,295 --> 00:07:01,175 or the advanced practitioner's input is needed, 162 00:07:01,565 --> 00:07:02,975 that the message is mature 163 00:07:03,115 --> 00:07:05,855 to provide the incremental information that 164 00:07:05,855 --> 00:07:07,495 that results in less back and forth 165 00:07:07,595 --> 00:07:12,495 and allows the provider to more efficiently, uh, respond. 166 00:07:13,435 --> 00:07:15,935 Um, and then also giving providers, you know, we found 167 00:07:15,935 --> 00:07:18,655 that perhaps not surprisingly, that the extent 168 00:07:18,655 --> 00:07:20,815 to which our providers are 169 00:07:21,425 --> 00:07:24,295 using the most efficient tool sets within our, um, 170 00:07:24,295 --> 00:07:27,695 electronic health record to manage those ME messages 171 00:07:27,695 --> 00:07:30,015 as efficiently as possible using quick actions 172 00:07:30,155 --> 00:07:31,935 and shortcuts was highly variable. 173 00:07:32,555 --> 00:07:33,815 So we had some 174 00:07:33,815 --> 00:07:36,455 of our physicians create short little two minute videos 175 00:07:36,915 --> 00:07:39,655 and best practices documents that we really tried 176 00:07:39,655 --> 00:07:42,375 to socialize peer to peer to make sure 177 00:07:42,375 --> 00:07:43,695 that when those physicians 178 00:07:43,695 --> 00:07:45,975 and advanced practitioners were getting messages 179 00:07:46,405 --> 00:07:49,695 that they had the tools, um, to deal with them 180 00:07:49,915 --> 00:07:51,455 as efficiently as possible. 181 00:07:52,515 --> 00:07:54,935 You know, in terms of measuring the impact, um, 182 00:07:55,195 --> 00:07:56,295 we looked at a couple of things. 183 00:07:56,355 --> 00:07:58,175 We looked at the volume of messages. 184 00:07:58,755 --> 00:08:01,735 Uh, number one, we looked at the time spent in, 185 00:08:01,735 --> 00:08:03,415 in basket per appointment, number two. 186 00:08:03,835 --> 00:08:07,575 And then number three, we did a, um, survey 187 00:08:07,655 --> 00:08:09,895 because we found frequently there, 188 00:08:09,895 --> 00:08:11,455 there's two things that matter. 189 00:08:11,555 --> 00:08:14,415 One is objective reality, are, you know, in this case, 190 00:08:14,435 --> 00:08:15,735 are there fewer messages? 191 00:08:15,835 --> 00:08:17,655 And, and did the, uh, physicians 192 00:08:17,655 --> 00:08:19,335 and advanced practitioners spend less 193 00:08:19,335 --> 00:08:20,655 time managing messages? 194 00:08:21,235 --> 00:08:23,975 But equally important is what were their perceptions, 195 00:08:23,975 --> 00:08:27,815 because we've seen times where objectively work decreased, 196 00:08:27,875 --> 00:08:29,095 but perception didn't change. 197 00:08:29,155 --> 00:08:33,055 And we've seen, uh, situations where objectively work, um, 198 00:08:33,475 --> 00:08:36,895 stayed the same, but people perceived that it was easier, 199 00:08:37,045 --> 00:08:38,095 that there was less work. 200 00:08:38,445 --> 00:08:41,335 Ideally, we wanted to, uh, make progress in both areas. 201 00:08:41,435 --> 00:08:44,855 So we also had a survey, uh, asking people both 202 00:08:44,955 --> 00:08:47,295 before the initiative and six to 12 months 203 00:08:47,295 --> 00:08:49,855 after the initiative, things like, you know, 204 00:08:50,295 --> 00:08:52,335 I received too many in basket messages 205 00:08:52,435 --> 00:08:56,445 and, you know, a Likert scale from disagree to agree. 206 00:08:56,905 --> 00:08:59,285 Um, I receive messages that add no value. 207 00:08:59,605 --> 00:09:01,325 I spend too much time in, in baskett. 208 00:09:01,825 --> 00:09:04,045 So in, in those three domains, you know, 209 00:09:04,045 --> 00:09:05,965 we decreased the total number 210 00:09:05,965 --> 00:09:09,165 of messages per provider per day in primary care by about, 211 00:09:09,545 --> 00:09:10,765 uh, 15 to 20%. 212 00:09:10,945 --> 00:09:15,645 We reduced time in, in per, per, per primary care provider, 213 00:09:15,755 --> 00:09:17,525 also by about 15 to 20%. 214 00:09:18,025 --> 00:09:20,645 And we had statistically significant improvement in all 215 00:09:20,755 --> 00:09:23,045 domains, uh, related to perception 216 00:09:23,105 --> 00:09:24,565 as measured by our survey. 217 00:09:25,305 --> 00:09:26,925 So that was exciting 218 00:09:26,925 --> 00:09:28,965 because I think it's something that matters 219 00:09:29,065 --> 00:09:30,725 and it's a burden to our providers, 220 00:09:31,305 --> 00:09:33,085 but it's really only just the beginning 221 00:09:33,085 --> 00:09:36,125 because there's a huge amount of in basket work still to do. 222 00:09:36,225 --> 00:09:40,405 And one of the big burdens is just the, the rise in 223 00:09:41,185 --> 00:09:44,765 advice messages, which manifest either via the, 224 00:09:44,765 --> 00:09:47,445 the patient portal or via telephone calls that are routed 225 00:09:47,445 --> 00:09:51,285 to our providers and are really asynchronous, um, 226 00:09:51,765 --> 00:09:54,325 telemedicine that's, that's handled via the in baskets 227 00:09:54,385 --> 00:09:57,525 and figuring out how best to measure an account 228 00:09:57,585 --> 00:10:00,005 for this work is an ongoing challenge. 229 00:10:00,225 --> 00:10:02,205 So, um, we have a team 230 00:10:02,205 --> 00:10:03,845 that's continuing to work on the in basket. 231 00:10:03,845 --> 00:10:06,565 There's, this is gonna be a big focus as, uh, part 232 00:10:06,565 --> 00:10:07,765 of our work with Ryzen. 233 00:10:07,925 --> 00:10:10,805 A lot of the things that have mattered to Geisinger, one 234 00:10:10,805 --> 00:10:13,085 of them being, you know, creating simpler, 235 00:10:13,195 --> 00:10:16,125 more effective workflows for our clinicians, uh, 236 00:10:16,225 --> 00:10:18,285 are gonna be priorities for Ryzen as well. 237 00:10:18,345 --> 00:10:19,485 So this work will continue 238 00:10:19,505 --> 00:10:23,125 and we'll figure out, uh, ways, um, to scale that, uh, 239 00:10:23,145 --> 00:10:24,405 in the new parent organization. 240 00:10:26,085 --> 00:10:27,455 - Well, that's fantastic to hear, 241 00:10:27,515 --> 00:10:30,575 and it sounds like an extremely valuable initiatives you've 242 00:10:30,575 --> 00:10:33,495 been able to put in place, especially looking at how, 243 00:10:33,635 --> 00:10:34,855 you know, you're decreasing some 244 00:10:34,855 --> 00:10:36,695 of those low valuable messages and, 245 00:10:36,695 --> 00:10:39,655 and really giving the frontline clinicians time back in 246 00:10:39,655 --> 00:10:41,855 their day, um, in a significant way. 247 00:10:41,995 --> 00:10:45,255 And, you know, um, speaking of that, um, 248 00:10:46,285 --> 00:10:47,895 rise in, in that partnership 249 00:10:47,915 --> 00:10:49,495 and now, you know, becoming part of 250 00:10:49,495 --> 00:10:52,575 that larger organization, I can imagine, um, there are a lot 251 00:10:52,575 --> 00:10:55,375 of big opportunities for, for you and Geisinger. 252 00:10:55,565 --> 00:10:58,015 What are some of your top priorities over the next 12 months 253 00:10:58,015 --> 00:11:00,535 or so as you, um, continue on the work 254 00:11:00,535 --> 00:11:01,895 that you've been doing historically as well 255 00:11:01,895 --> 00:11:04,695 as move into this, uh, new situation? 256 00:11:07,215 --> 00:11:09,825 - Yeah, well, really the priority for the next 12 months, 257 00:11:10,125 --> 00:11:11,505 uh, you know, as you mentioned earlier, 258 00:11:11,685 --> 00:11:14,265 the announcement came out this week sort of formalizing 259 00:11:15,165 --> 00:11:18,625 the relationship between K and Geisinger. 260 00:11:18,625 --> 00:11:20,985 And, you know, Kaiser Permanente has created this new 261 00:11:20,985 --> 00:11:22,745 organization called ryzen. 262 00:11:23,405 --> 00:11:25,185 Uh, the vision of Verizon is 263 00:11:25,185 --> 00:11:27,305 to spread value-based care in 264 00:11:27,535 --> 00:11:29,305 multi-payer provider environments. 265 00:11:29,445 --> 00:11:33,065 You know, Kaiser Permanente is typically a patient 266 00:11:33,125 --> 00:11:36,265 as a member, and a member is a patient at Geisinger. 267 00:11:36,885 --> 00:11:39,305 Uh, you know, half of our patients are members 268 00:11:39,445 --> 00:11:41,465 and about half of our members are patients. 269 00:11:41,525 --> 00:11:43,945 So we deal with other health insurance companies on the, 270 00:11:44,185 --> 00:11:45,625 on the clinical enterprise side. 271 00:11:45,625 --> 00:11:46,665 And our health plan deals 272 00:11:46,665 --> 00:11:48,825 with network physicians on the health plan side. 273 00:11:49,605 --> 00:11:51,905 So, you know, a lot of the things 274 00:11:51,905 --> 00:11:54,205 that we've been working on, we're going, going to continue 275 00:11:54,205 --> 00:11:57,965 to work on, but figure out how we can do it at broader scale 276 00:11:58,025 --> 00:12:01,605 and how we can take advantages, advantage of resources that, 277 00:12:01,665 --> 00:12:03,845 uh, the KP Foundation brings to the table. 278 00:12:04,465 --> 00:12:06,605 But the high level goals are gonna be to ensure 279 00:12:06,605 --> 00:12:11,285 that all patients receive, uh, evidence-based care, um, 280 00:12:11,555 --> 00:12:12,845 when the evidence is there, 281 00:12:13,345 --> 00:12:15,485 and also that they receive the right level 282 00:12:15,485 --> 00:12:16,805 of care at the right time. 283 00:12:17,105 --> 00:12:19,605 And generally that means moving the care upstream. 284 00:12:19,865 --> 00:12:21,805 So most patients would rather be cared 285 00:12:21,825 --> 00:12:23,405 for at home than in the hospital. 286 00:12:23,545 --> 00:12:26,085 So if we can turn an emergency de, uh, 287 00:12:26,085 --> 00:12:27,925 department visit into a 288 00:12:28,515 --> 00:12:31,205 increased services at home rather than a hospital 289 00:12:31,235 --> 00:12:32,325 stay, that's good for us. 290 00:12:32,325 --> 00:12:33,565 That's good for the patients. 291 00:12:33,785 --> 00:12:36,805 If we can avoid an emergency department stay 292 00:12:36,905 --> 00:12:40,285 by having a timely urgent care stay, that's generally good 293 00:12:40,285 --> 00:12:41,885 for patients, and that's good for us. 294 00:12:42,425 --> 00:12:46,525 If we can avoid a urgent care visit by better, uh, 295 00:12:46,525 --> 00:12:48,285 preventative care upstream, again, that's 296 00:12:49,035 --> 00:12:50,085 good for our patients. 297 00:12:50,625 --> 00:12:51,925 Uh, and that's good for us. 298 00:12:52,145 --> 00:12:56,165 So, um, and then of course, we just talked about the example 299 00:12:56,165 --> 00:12:58,285 of the in baskets, but continuing to ensure 300 00:12:59,155 --> 00:13:02,405 that we provide our clinicians with simplified 301 00:13:02,505 --> 00:13:04,405 and efficient workflows that make it easier 302 00:13:04,405 --> 00:13:06,725 to get their work done and to provide great care 303 00:13:06,745 --> 00:13:07,965 for our patients and members. 304 00:13:08,495 --> 00:13:11,325 Those are gonna be our, our priorities, evidence-based care, 305 00:13:11,825 --> 00:13:14,685 the right level of care at the right time, ensuring that, 306 00:13:14,785 --> 00:13:18,205 uh, we provide a simplified environment for our clinicians 307 00:13:18,305 --> 00:13:22,155 to do the right thing with less effort at a high level. 308 00:13:22,275 --> 00:13:23,755 I mean, figuring out what that means 309 00:13:24,495 --> 00:13:28,955 and how to do it at scale is gonna be, uh, consuming a lot 310 00:13:28,955 --> 00:13:32,235 of, um, our informatics time, uh, over the next 12 months. 311 00:13:33,585 --> 00:13:36,725 - That's a huge task and especially important, but, 312 00:13:36,825 --> 00:13:38,165 but I know a lot of moving parts 313 00:13:38,165 --> 00:13:40,565 that when you think about the whole system transforming in 314 00:13:40,565 --> 00:13:43,405 certain ways and really getting used to, um, you know, 315 00:13:43,505 --> 00:13:46,325 how you can, uh, problem solve and be creative 316 00:13:46,345 --> 00:13:49,525 and innovative, um, within that value-based care space. 317 00:13:50,025 --> 00:13:51,965 And, you know, along those lines, 318 00:13:52,065 --> 00:13:54,125 as you're looking at those top priorities 319 00:13:54,125 --> 00:13:56,045 as you're looking at being able to, um, 320 00:13:56,045 --> 00:13:58,085 really scale your resources and, 321 00:13:58,085 --> 00:14:00,645 and make sure that every patient receives, um, 322 00:14:01,165 --> 00:14:03,685 evidence-based care, how do you anticipate your 323 00:14:03,685 --> 00:14:04,885 role in teams will change? 324 00:14:04,955 --> 00:14:06,125 What will you need more of? 325 00:14:06,265 --> 00:14:09,525 Um, is there anything, you know, that you're looking to, um, 326 00:14:09,775 --> 00:14:12,845 pivot away from or just love to hear your insights on, 327 00:14:13,185 --> 00:14:14,805 you know, what that looks like for you 328 00:14:14,825 --> 00:14:16,125 and your teams moving forward? 329 00:14:18,055 --> 00:14:19,065 - Yeah, I don't know. 330 00:14:19,165 --> 00:14:23,185 You know, in the short term, a lot of this is work 331 00:14:23,185 --> 00:14:24,545 that we've been doing. 332 00:14:25,045 --> 00:14:26,705 So it's how can we do it better? 333 00:14:26,805 --> 00:14:27,945 How can we do it differently? 334 00:14:28,975 --> 00:14:30,895 I tend to focus on what won't change. 335 00:14:31,595 --> 00:14:35,935 And I think what won't change is the need for informatics 336 00:14:35,935 --> 00:14:38,575 and it to support the strategic needs of the organization. 337 00:14:38,875 --> 00:14:41,815 And so, uh, Geisinger's vision is 338 00:14:41,815 --> 00:14:42,935 to make better health easier, 339 00:14:43,075 --> 00:14:44,695 and that's gonna continue with ryzen. 340 00:14:45,155 --> 00:14:49,015 And so things like making sure that we're working, um, 341 00:14:49,285 --> 00:14:53,165 hand in glove with clinical operations to improve access 342 00:14:53,225 --> 00:14:54,725 and ease of use for our patients 343 00:14:54,725 --> 00:14:57,085 and members to improve our ability 344 00:14:57,105 --> 00:14:59,205 to manage total health from both the cost 345 00:14:59,225 --> 00:15:00,325 and quality perspective 346 00:15:00,985 --> 00:15:03,645 and creating efficiencies when it comes to operating. 347 00:15:03,665 --> 00:15:07,485 So promoting operational excellence so that we can be, uh, 348 00:15:07,665 --> 00:15:10,325 as effective as possible, as efficiently as possible. 349 00:15:10,385 --> 00:15:13,085 So I think, you know, 350 00:15:13,085 --> 00:15:15,125 those are the things I focus on making sure 351 00:15:15,125 --> 00:15:19,565 that we're really aligned with both the vision and the, 352 00:15:19,565 --> 00:15:22,125 and the strategic priorities down to the tactical level 353 00:15:22,745 --> 00:15:23,765 of the organization. 354 00:15:23,985 --> 00:15:26,725 And so I don't think those are gonna change significantly 355 00:15:26,725 --> 00:15:28,795 because what's important 356 00:15:28,855 --> 00:15:31,235 to Geisinger historically is gonna be what's important 357 00:15:31,335 --> 00:15:35,595 to Verizon, but, um, sometimes hard to predict the future. 358 00:15:35,695 --> 00:15:39,685 So we'll see. But, um, I think as long as we sort of, uh, 359 00:15:40,355 --> 00:15:43,125 keep our eyes on those, you know, that vision 360 00:15:43,385 --> 00:15:44,965 and those priorities, I think, uh, 361 00:15:45,805 --> 00:15:47,325 I think that'll be the most important thing 362 00:15:47,325 --> 00:15:48,325 for our group going forward. 363 00:15:50,385 --> 00:15:51,395 - That makes a lot of sense. 364 00:15:51,495 --> 00:15:54,195 And certainly it is a great way to ground yourself and, 365 00:15:54,195 --> 00:15:56,355 and make sure your continued success, um, 366 00:15:56,585 --> 00:15:58,675 amid all the change and transformation. 367 00:15:59,095 --> 00:16:00,475 And Dr. Homa, thank you so much 368 00:16:00,475 --> 00:16:02,035 for joining us on the podcast today. 369 00:16:02,035 --> 00:16:03,715 This has been a fascinating discussion. 370 00:16:03,795 --> 00:16:04,835 I really appreciate your time, 371 00:16:04,855 --> 00:16:06,755 and I look forward to connecting with you again soon. 372 00:16:08,305 --> 00:16:09,355 - Yeah, sounds great. 373 00:16:09,355 --> 00:16:11,195 Thank you for your time and thanks for the opportunity. 374 00:16:11,475 --> 00:16:12,475 I appreciate it. 375 00:16:15,695 --> 00:16:16,795 - Nuance is a pioneer 376 00:16:17,095 --> 00:16:20,755 and a leading provider of conversational AI in cloud-based, 377 00:16:20,825 --> 00:16:24,115 ambient clinical intelligence for healthcare providers used 378 00:16:24,115 --> 00:16:25,915 by 77% of hospitals 379 00:16:25,975 --> 00:16:29,115 and 10,000 healthcare organizations worldwide. 380 00:16:29,695 --> 00:16:33,035 Our AI powered solutions capture 300 million patient 381 00:16:33,035 --> 00:16:34,435 stories each year. 382 00:16:35,015 --> 00:16:37,435 We help unburden clinicians, radiologists, 383 00:16:37,455 --> 00:16:39,515 and care teams with efficient new ways 384 00:16:39,535 --> 00:16:41,035 to capture clinical information, 385 00:16:41,755 --> 00:16:43,035 applying real time intelligence 386 00:16:43,215 --> 00:16:45,995 for better decision making across the continuum of care. 387 00:16:46,895 --> 00:16:50,115 Now a Microsoft company Nuance brings industry leading 388 00:16:50,115 --> 00:16:52,915 generative AI and deep vertical expertise. 389 00:16:52,935 --> 00:16:54,755 To address your biggest challenges 390 00:16:55,055 --> 00:16:57,635 and accelerate healthcare outcomes, visit 391 00:16:58,335 --> 00:17:01,675 www.nuance.com/healthcare for more information.