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This is Laura Dierda with the Becker's Healthcare

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podcast. I'm thrilled today to be joined by

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Lisa Stump, executive vice president and chief digital

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information officer and dean of information technology

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at Mount Sinai Health System in the Icahn

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School of Medicine.

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Lisa, it's a pleasure to have you on

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the podcast today.

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It's a pleasure to be here. Thank you,

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Laura.

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Now I I'm really looking forward to our

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discussion and learning more about what you're doing

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at Mount Sinai Health System and some of

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the cool things you've got ahead. But before

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we dive in, I'm wondering, could you tell

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us a little bit more about Mount Sinai

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and what makes it unique?

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Sure.

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So the Mount Sinai Health System and Icahn

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School of Medicine,

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is truly an exceptional educational and clinical enterprise.

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We have almost 50,000

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employees, including

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thousands of clinicians and researchers.

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We have, our phenomenal schools of medicine, biomedical

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sciences, and nursing, which are among the world's

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best.

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We are nationally ranked and recognized for providing

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expert care, across a variety of specialties,

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to our patients across the region in our

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eight hospitals, more than 400,

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clinical practices

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and through partnership with community affiliates.

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So, it truly is a special place, you

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know, I'll say right at the top here,

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I've just joined the organization in the last

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three months,

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and the culture of that commitment to each

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other, to our community, and to the world,

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to me is what makes Mount Sinai truly

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unique.

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That's amazing to see here. And it seems

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like a great place to be, a a

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really amazing community to have around you, with

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your teammates as well as the community, like,

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that you're serving. So I know you've recently

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joined the health system, but I'm wondering, is

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there anything you could talk about in terms

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of an accomplishment that you're most proud of

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from the last year?

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Yeah. You know,

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after spending twenty eight years with my prior

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employer,

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making the transition,

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I I would say I I dived in

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early to try to really understand

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the strengths of the team,

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really understand

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the needs of the organization

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and align those two. So in just the

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last three months, I've had the opportunity

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to,

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reorganize and restructure

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my leadership team

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to position us for what I think are

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the really necessary priorities and goals in the

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coming year and to set us up well,

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to operate in in the environment that we

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serve.

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One of the early

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priorities,

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that emanated was around our data,

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and the way that we are leveraging our

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data assets.

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You know, on the one hand, I would

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say another one of the, I think, unique

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benefits,

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or accomplishments here at Mount Sinai,

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we have an an incredible high performance compute

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environment,

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probably one of the largest in the country,

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actually,

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that supports the research

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that is conducted, through the Icahn School of

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Medicine here at Mount Sinai.

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On the other end of the spectrum, though,

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when it came to operational

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and managerial

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reporting,

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that was done in a very distributed way.

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And so I've had the opportunity to stand

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up a new

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enterprise wide data team

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that is working to leverage those data assets

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in a more meaningful way to help the

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organization understand how we're performing,

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where our opportunities

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are for improvement, and whether or not we're

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actually moving the needle.

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And so creating that easier access

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to information,

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not just separate stores of data, has been

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a really early

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win, I think, for the organization and for

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me.

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That's amazing to hear. You know? And, certainly,

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just a true testament to, your ability to

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come in, and learn about the team and

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then grow and and accomplish things right off

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the bat. I think it was really,

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special to hear about how, you know, you

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mentioned being able to jump in, learn from

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others who are already, within the system, understand

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the priorities, and then really, get yourself into

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a position where, there's a strong performance with

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this data. Now when you look ahead for

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the next twelve months or so, what are

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some of the big growth opportunities you have

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your eye on?

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Yeah. So, you know, again, I think we're

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we're starting from a really strong place,

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but I think some of the biggest area

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of growth will be in

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clinical innovation and artificial intelligence.

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I've had the opportunity now to,

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participate

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in

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the selection of our first

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chair of artificial intelligence and human health.

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So we've created a,

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formal department in the Icahn School of Medicine

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dedicated to AI and human health.

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I had the opportunity to participate in that

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search and now onboarding

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that that leader into the space

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and partnering him,

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and our new chief clinical innovation officer

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with a really strong team in our digital

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health space in my in my division here

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in IT. We call ourselves DTP, actually,

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digital and technology partners. So really structuring a

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center of excellence around artificial intelligence,

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digital health, and clinical innovation

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focused on our patients and consumer experience,

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really taking a hard look at the experience

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of our employees,

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and whether or not we've made that

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as seamless and frictionless

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as we can.

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We are looking at the experience of our

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researchers, our faculty, and students,

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and, you know, really

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and the care team, of course, and looking

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at new AI technologies in that space as

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well.

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And so I think the those are the

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biggest areas of growth. How do we

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become a much more agile,

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rapidly learning health system to adapt, adopt, and

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create,

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new tools in the in the space of

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AI.

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That's really cool to hear. And, you know,

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I know AI has been such a huge,

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change and transformation for the health care industry.

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Great

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to know that you've got the somebody leading

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the AI, the chair of AI and human

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health coming in to,

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be part of those efforts. I'm wondering from

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your perspective, you know, so much is,

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happening and change is happening so quickly. How

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do you really,

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decide what to focus in on it and

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where it makes the most sense for you

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to spend your time, effort, and resources

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when it comes to AI and, transforming the

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way you're doing things at Mount Sinai?

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Yeah. It's a great question. You know, I

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I always bring people back to,

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we need to ensure we understand what problem

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we're trying to solve,

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clearly define it, and be sure it's a

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problem that needs our attention right

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now. Right? The pace of change and the

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development of lots of tools and AI models,

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the the they're coming at us fast and

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furious to your point,

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and we can't give every one of them

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our attention. And so ensuring we're solving very

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real problems

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for our patients, for our clinicians, for our

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organization

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really helps set the the key priorities around

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how we frame and focus our energy.

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That's great to hear. Thank you so much

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for going a little bit deeper there. Now

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I know there's a lot of opportunities,

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ahead, but also challenges.

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What are some of those big challenges or

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headwinds that you're anticipating for the next year

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or so?

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Yeah. As I said, I think the pace

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of change is probably one of the most,

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significant

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challenges.

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Even good change is hard. Change is hard,

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for all of us. And,

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you know, our organization

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as a whole

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is undergoing,

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I would say, you know, transformative

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change deliberately.

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We are looking at transforming our basic operating

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models. We've tended to function,

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as I said early in a in a

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fairly distributed

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model, across the enterprise.

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We have new leaders, myself included, but I'm

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not alone

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at that level. There are other new leaders

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in the organization or leaders who have been

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here a long time, but are now functioning

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in new roles.

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And so

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that's a big change.

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Just within my span of control, I'm coming

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in as a new leader, in our digital

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and technology partners. I've reorganized my leadership team,

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and some of the teams underneath them, to

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create

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a workable structure.

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All of that is change.

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And then we're on this rapid pace of

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implementing and introducing

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new technologies and new systems. And so

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really paying close attention to

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the change management,

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and the cognitive burden that that we're putting

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on,

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you know, ourselves,

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and our peers, I think, is something that

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we're very focused on.

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Absolutely.

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It seems like, you know, as you mentioned,

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the there's always new things happening, always new

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things occurring, and change can really be hard

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for people. And so,

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is there anything that you found that's worked

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really well to maybe lessen a little bit

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of that anxiety that comes with a lot

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of

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change? You know, I've I I always like

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to break change down into the sense I

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can't

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and,

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overwhelm people.

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You know, you have to present that clear

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vision,

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so that people get excited and buy in

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to the change,

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but then not overwhelm people with so much

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detail

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right up front. Right? And then break it

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down into those digestible bites,

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and celebrate the wins along the way. So

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when those first two or three milestones have

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been accomplished, right, that we laid out,

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celebrate those,

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clarify that that's now set us up to

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move to steps four, five, and six

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so that people can see always their eye

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on the end game,

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understand what's necessary,

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what they need to commit in the near

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term, and then remind them of the progress

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that we're making.

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That makes a lot of sense.

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Thank you so much for for, explaining that

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a little bit to us. Now before we

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wrap up here, I'm wondering what is the

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number one thing that you're doing right now

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to set Mount Sinai up for long term

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success?

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Yeah. You know, Laura, I'd bring that right

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back to the data. So, you know, as

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I said, we're we're under a major sort

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of transformative

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effort,

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and

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it's data that needs to guide a lot

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of the really challenging decisions that we all

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need to make as leaders, and clinicians in

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the organization.

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And so,

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you know, I'll I'll go back and say

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we're we're today, and I'm just starting to

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get our arms around it with a structure.

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There's a long history here of those

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distributed

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data sources.

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Right? Lots of individual

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departments or teams

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have their own,

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you

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know, source of data or or datasets and

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databases.

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They've then done analysis and produced their own

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reports and dashboards.

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And then you get really intended,

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really smart people in a room, but each

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with their own set of data that's conflicting.

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It's really hard to then make an informed

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decision.

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And so I think one of the biggest

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things we'll do to set the organization up

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for success

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is have a clean set of organizational metrics

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that are tied to the goals that we

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need to achieve

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with a clear and viewable

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set of the definitions,

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around those metrics.

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That that's the only way. We're we're again

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gonna know where are our priorities. Right? Where

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do we need to focus our energy

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to improve

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operations and outcomes

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and then understand if our efforts are making

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a difference? So putting strong governance and making

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data readily accessible

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in a common viewable place.

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You know, again, it's only been three months,

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but as I've started to

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communicate that to key stakeholders across the organization,

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there was an initial, you know, concern and

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trepidation around

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somebody else, you know, analyzing the data that,

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you know, I've done myself for years.

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But very quickly, people see the benefit of

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that common

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source of truth that we can all operate

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from.

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And with so much change, again, so quickly

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without data, you know, we could quickly lose

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our way. So,

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I I think that's that's gonna be a

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really significant impact.

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That's really helpful to know and amazing to

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think about, what it takes to to really

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bridge that gap and and make that change

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and then to have a a data driven

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organization with those metrics and with the information

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really being put to work in the smartest

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way possible.

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Lisa, thank you so much for joining us

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on the podcast today. This has been a

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really fun conversation, and I look forward to

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connecting with you again soon.

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You as well. Thank you, Laura.