1 00:00:00,719 --> 00:00:04,000 Exciting things are happening at Becker's Healthcare. Stay 2 00:00:04,000 --> 00:00:06,240 ahead of industry trends with the new Becker's 3 00:00:06,240 --> 00:00:08,419 CFO plus Revenue Cycle podcast, 4 00:00:08,880 --> 00:00:11,119 your go to source for insights from top 5 00:00:11,119 --> 00:00:14,154 healthcare finance leaders. Tune in wherever you get 6 00:00:14,154 --> 00:00:15,054 your podcasts. 7 00:00:15,914 --> 00:00:18,475 And don't miss the tenth annual health IT 8 00:00:18,475 --> 00:00:22,154 plus digital health plus RCM conference, happening September 9 00:00:22,154 --> 00:00:24,474 30 to 10/03/2025 10 00:00:24,474 --> 00:00:25,214 in Chicago. 11 00:00:25,755 --> 00:00:26,879 Join thousands of 12 00:00:27,279 --> 00:00:30,079 executives, engage with industry leaders, and explore the 13 00:00:30,079 --> 00:00:31,619 future of health care innovation. 14 00:00:32,320 --> 00:00:36,719 Learn more about our upcoming events at beckershospitalreview.com. 15 00:00:36,719 --> 00:00:37,539 See you there. 16 00:00:38,320 --> 00:00:40,399 This is Laura Dirdo with the Becker's health 17 00:00:40,399 --> 00:00:42,454 care podcast. I'm thrilled today to be joined 18 00:00:42,454 --> 00:00:43,754 by Praveen Chopra, 19 00:00:44,134 --> 00:00:46,695 chief digital and information officer at Amplify Health. 20 00:00:46,695 --> 00:00:48,054 Praveen, it's a pleasure to have you on 21 00:00:48,054 --> 00:00:49,034 the podcast today. 22 00:00:49,574 --> 00:00:51,274 Oh, it's a pleasure, Laura. 23 00:00:51,655 --> 00:00:54,534 Absolutely. Well, I'm excited for our conversation. I 24 00:00:54,534 --> 00:00:56,054 think this will be a fun one, and 25 00:00:56,054 --> 00:00:58,350 and certainly there's so much happening in the 26 00:00:58,350 --> 00:01:01,550 health technology space. Things are changing so quickly. 27 00:01:01,550 --> 00:01:03,149 So, you know, it'll be really interesting to 28 00:01:03,149 --> 00:01:05,390 hear your perspective on where we're at today 29 00:01:05,390 --> 00:01:06,829 and and what you see for the future. 30 00:01:06,829 --> 00:01:08,829 But before we dive in, I'm wondering, could 31 00:01:08,829 --> 00:01:10,109 you tell us a little bit more about 32 00:01:10,109 --> 00:01:12,049 Amplify Health and what makes it unique? 33 00:01:13,344 --> 00:01:13,984 Yeah. Actually, 34 00:01:14,625 --> 00:01:15,504 Amplify Health, 35 00:01:15,984 --> 00:01:18,724 I think is the name is fairly new. 36 00:01:19,344 --> 00:01:20,405 It came about, 37 00:01:20,864 --> 00:01:21,364 through 38 00:01:21,665 --> 00:01:23,125 a combination of 39 00:01:24,465 --> 00:01:27,024 two very well respected health systems in the 40 00:01:27,024 --> 00:01:27,524 Midwest, 41 00:01:28,689 --> 00:01:30,709 Cognizant Health System and Better Health. 42 00:01:31,250 --> 00:01:32,290 We serve, 43 00:01:32,930 --> 00:01:33,909 Laura, over 44 00:01:34,689 --> 00:01:37,269 four states, Wisconsin, Iowa, Minnesota, 45 00:01:37,569 --> 00:01:38,310 and Michigan. 46 00:01:39,090 --> 00:01:41,329 We have over 11 hospitals and, 47 00:01:41,810 --> 00:01:42,129 or, 48 00:01:42,609 --> 00:01:43,509 one of the clinics. 49 00:01:44,265 --> 00:01:46,585 So it's a combination of both urban and 50 00:01:46,585 --> 00:01:49,385 rural health, majority being in the rural health 51 00:01:49,385 --> 00:01:49,885 setting. 52 00:01:50,185 --> 00:01:52,125 And I think what, makes us 53 00:01:53,784 --> 00:01:54,284 unique 54 00:01:55,625 --> 00:01:58,685 is I think about our intentional focus on 55 00:01:59,310 --> 00:02:01,250 leading with love and empathy 56 00:02:01,549 --> 00:02:02,209 to deliver 57 00:02:02,989 --> 00:02:04,930 convenient care close to the home 58 00:02:05,390 --> 00:02:07,010 with top notch quality. 59 00:02:07,549 --> 00:02:09,550 So that has been our mantra, and I 60 00:02:09,550 --> 00:02:12,030 think that is really, something that makes us 61 00:02:12,030 --> 00:02:13,789 unique. And we are very proud of what 62 00:02:13,789 --> 00:02:14,414 we do. 63 00:02:15,134 --> 00:02:16,735 Well, that's amazing to hear. You know? And 64 00:02:16,735 --> 00:02:17,235 certainly, 65 00:02:17,694 --> 00:02:20,734 just such important and but also in ways 66 00:02:20,734 --> 00:02:22,674 challenging communities, especially within 67 00:02:23,055 --> 00:02:24,674 more rural health care space. 68 00:02:25,215 --> 00:02:28,034 So, you know, amazing work that you're doing. 69 00:02:28,669 --> 00:02:30,030 I'm curious. Could you talk a little bit 70 00:02:30,030 --> 00:02:31,949 about an accomplishment that you're most proud of 71 00:02:31,949 --> 00:02:33,250 from the last year or so? 72 00:02:33,949 --> 00:02:36,590 Oh, absolutely. You know, I I I had 73 00:02:36,590 --> 00:02:38,050 so many things going on, 74 00:02:38,430 --> 00:02:40,189 and I think that I I start by 75 00:02:40,189 --> 00:02:41,810 saying a quote. I think may, 76 00:02:42,395 --> 00:02:44,335 we live all in interesting times. 77 00:02:44,635 --> 00:02:46,974 And you've heard a lot of, hype about, 78 00:02:48,074 --> 00:02:48,574 AI. 79 00:02:49,115 --> 00:02:50,495 So I'm gonna talk about, 80 00:02:50,955 --> 00:02:53,514 AI, but I have a different slide to 81 00:02:53,514 --> 00:02:54,014 what 82 00:02:54,469 --> 00:02:55,990 and why we are proud of what we've 83 00:02:55,990 --> 00:02:56,490 done. 84 00:02:57,030 --> 00:02:58,949 So to me, I think, if you look 85 00:02:58,949 --> 00:03:00,789 about the the the goal like, there's a 86 00:03:00,789 --> 00:03:02,889 lot of hype about AI and let's, 87 00:03:03,590 --> 00:03:04,330 use it. 88 00:03:04,629 --> 00:03:06,250 We took a different tack altogether, 89 00:03:06,574 --> 00:03:08,914 and we actually think about AI and automation 90 00:03:09,294 --> 00:03:10,514 in the same way. 91 00:03:11,455 --> 00:03:11,955 And, 92 00:03:12,334 --> 00:03:14,514 we said, instead of chasing technologies, 93 00:03:15,134 --> 00:03:17,155 let's focus on problems and, 94 00:03:18,414 --> 00:03:18,914 opportunities 95 00:03:19,294 --> 00:03:20,914 and how does that fit in. 96 00:03:21,669 --> 00:03:23,509 So one of the coolest thing that came, 97 00:03:24,709 --> 00:03:25,349 from our, 98 00:03:25,989 --> 00:03:28,009 experiment was, we said 99 00:03:28,789 --> 00:03:31,430 we had this question and idea. How can 100 00:03:31,430 --> 00:03:31,930 we, 101 00:03:34,069 --> 00:03:34,569 empower 102 00:03:36,004 --> 00:03:37,844 all our employees in such a way that 103 00:03:37,844 --> 00:03:39,465 they can unleash the creativity 104 00:03:40,485 --> 00:03:41,625 in solving problems. 105 00:03:42,084 --> 00:03:42,805 So we, 106 00:03:43,125 --> 00:03:45,125 created an ecosystem. We call it, 107 00:03:46,084 --> 00:03:46,664 AI workspace. 108 00:03:47,444 --> 00:03:49,864 And we started by training and educating 109 00:03:51,520 --> 00:03:54,319 our staff on what AI is, what automation 110 00:03:54,319 --> 00:03:56,479 is, and what is that responsible. I think 111 00:03:56,479 --> 00:03:58,639 the key emphasis is responsible to use of 112 00:03:58,639 --> 00:03:59,620 AI and automation. 113 00:04:00,879 --> 00:04:02,719 And we didn't know what we're going to 114 00:04:02,719 --> 00:04:03,219 accomplish. 115 00:04:04,135 --> 00:04:04,635 And, 116 00:04:05,974 --> 00:04:08,935 we were absolutely blown away with the outcome 117 00:04:08,935 --> 00:04:10,635 we saw. I think we saw 118 00:04:11,814 --> 00:04:13,514 the, employees' creativity, 119 00:04:14,135 --> 00:04:14,635 unleashed. 120 00:04:16,055 --> 00:04:17,814 I have a couple of examples. So the 121 00:04:17,814 --> 00:04:19,355 things that we did not expect, 122 00:04:20,529 --> 00:04:22,610 one of the interesting example we saw was, 123 00:04:22,930 --> 00:04:25,029 we have a huge cancer biobank. 124 00:04:25,490 --> 00:04:26,149 We've been, 125 00:04:26,930 --> 00:04:30,310 collecting specimen for, oh, gosh. Not fifty years. 126 00:04:31,170 --> 00:04:33,910 And they are, on paper, they were digitized, 127 00:04:34,050 --> 00:04:36,314 and they were available. And I think, 128 00:04:37,095 --> 00:04:37,414 our, 129 00:04:38,134 --> 00:04:40,774 researchers started pulling that information on our AI 130 00:04:40,774 --> 00:04:41,995 workspace that we created. 131 00:04:43,334 --> 00:04:45,495 And the comments were, oh my god. I'm 132 00:04:45,495 --> 00:04:47,095 able to do things in days that I 133 00:04:47,095 --> 00:04:48,474 thought will take me months. 134 00:04:49,080 --> 00:04:50,600 So the key thing was how do you 135 00:04:50,600 --> 00:04:53,319 organize and tag the the cancer bio bag 136 00:04:53,319 --> 00:04:54,680 in such a way that it can be 137 00:04:54,680 --> 00:04:56,620 searched and we can really apply towards, 138 00:04:58,120 --> 00:04:59,259 I would say, converting, 139 00:05:00,920 --> 00:05:04,204 research into actionable insights that can have direct 140 00:05:04,204 --> 00:05:05,105 clinical outcomes. 141 00:05:05,564 --> 00:05:06,785 That was really phenomenal. 142 00:05:07,644 --> 00:05:08,625 That's one example. 143 00:05:09,165 --> 00:05:10,764 The other thing we're able to do is 144 00:05:10,764 --> 00:05:11,264 that, 145 00:05:12,685 --> 00:05:13,745 in health care, 146 00:05:14,220 --> 00:05:16,699 is panel management is, like, a really important 147 00:05:16,699 --> 00:05:18,080 thing for a field provider. 148 00:05:18,779 --> 00:05:20,720 We wanna think about how can we 149 00:05:21,020 --> 00:05:23,759 keep our panels accurate, but not only that, 150 00:05:24,060 --> 00:05:25,900 how can we use as a baseline to 151 00:05:25,900 --> 00:05:27,660 do the gap loader? So what we were 152 00:05:27,660 --> 00:05:30,345 able to do is really find out how 153 00:05:30,345 --> 00:05:30,925 do we, 154 00:05:32,425 --> 00:05:34,444 using the the tools and AI and automation, 155 00:05:34,504 --> 00:05:35,165 how do 156 00:05:35,545 --> 00:05:36,764 we keep the patients, 157 00:05:37,225 --> 00:05:39,145 active and accurate on the panel? But not 158 00:05:39,145 --> 00:05:39,964 only that, 159 00:05:40,345 --> 00:05:42,509 how can we use a combination of text, 160 00:05:42,750 --> 00:05:43,250 email, 161 00:05:43,629 --> 00:05:44,930 and phone calls 162 00:05:45,470 --> 00:05:48,670 to inspire our patients to come to visit 163 00:05:48,670 --> 00:05:50,589 with us to whether it is a vaccine 164 00:05:50,589 --> 00:05:52,670 shot, whether it is about doing a wellness 165 00:05:52,670 --> 00:05:55,889 visit. By doing that, we saw phenomenal, 166 00:05:57,175 --> 00:06:00,454 I think, outcomes. We you know, the example 167 00:06:00,454 --> 00:06:01,514 was we thought that 168 00:06:01,814 --> 00:06:03,814 so many of our patients are inactive, but 169 00:06:03,814 --> 00:06:05,495 we will be found out by having this, 170 00:06:05,654 --> 00:06:08,535 automated approach. We're able to at least, 171 00:06:09,254 --> 00:06:11,675 reengage fifty to sixty percent of our patients 172 00:06:11,870 --> 00:06:13,330 to come back to us and, 173 00:06:13,949 --> 00:06:15,870 do their wellness visit and and get the 174 00:06:15,870 --> 00:06:16,910 vaccines and get, 175 00:06:17,389 --> 00:06:20,029 other care gap closure activities done. So I 176 00:06:20,029 --> 00:06:21,330 think that was pretty 177 00:06:21,870 --> 00:06:23,550 cool, and I think the the journey has 178 00:06:23,550 --> 00:06:24,210 just started. 179 00:06:24,764 --> 00:06:27,185 I think we have the the right governance. 180 00:06:27,485 --> 00:06:27,964 We are, 181 00:06:29,725 --> 00:06:32,285 helping our, staff to get more educated on 182 00:06:32,285 --> 00:06:33,644 how to use the tools in a more 183 00:06:33,644 --> 00:06:35,725 effective way. And I think the story is 184 00:06:35,725 --> 00:06:37,964 just beginning. And the most interesting part is 185 00:06:37,964 --> 00:06:38,464 our, 186 00:06:39,300 --> 00:06:40,759 we submitted this 187 00:06:42,339 --> 00:06:43,639 experiment in 188 00:06:44,019 --> 00:06:44,919 for the 189 00:06:45,379 --> 00:06:47,300 c I o hundred award, and we are 190 00:06:47,300 --> 00:06:50,120 delighted to share that we got chosen to 191 00:06:50,819 --> 00:06:53,314 be one of the the CIO hundred, 192 00:06:54,274 --> 00:06:55,095 award winners, 193 00:06:55,634 --> 00:06:57,014 by this the 194 00:06:57,314 --> 00:06:57,975 the CIO 195 00:06:58,595 --> 00:07:00,615 Maxium, which I think is owned by Foundry. 196 00:07:01,634 --> 00:07:04,035 That's amazing to hear. Congratulations. What a a 197 00:07:04,035 --> 00:07:05,735 great accomplishment. And especially 198 00:07:06,149 --> 00:07:07,589 looking at it, as you mentioned, just some 199 00:07:07,589 --> 00:07:08,149 of the, 200 00:07:08,709 --> 00:07:12,490 the unique challenges that you're facing today in 201 00:07:12,790 --> 00:07:15,769 being able to, bring in the technology, but, 202 00:07:16,149 --> 00:07:18,149 really great use cases and results, it sounds 203 00:07:18,149 --> 00:07:19,610 like, especially in the clinical 204 00:07:19,975 --> 00:07:21,595 realm, which I know, you know, 205 00:07:22,134 --> 00:07:24,535 is not always the easiest or first place 206 00:07:24,535 --> 00:07:27,175 that health care organizations try to bring in 207 00:07:27,175 --> 00:07:29,495 new technology and AI just because of the, 208 00:07:29,894 --> 00:07:31,735 risk involved in the clinical care side. So 209 00:07:31,735 --> 00:07:34,129 that's really cool to see. Yeah. Yeah. This 210 00:07:34,129 --> 00:07:35,649 is really good, I think. Because to me, 211 00:07:35,649 --> 00:07:37,509 I think it's employed the power of, 212 00:07:38,129 --> 00:07:40,529 thousands of people trying to figure out how 213 00:07:40,529 --> 00:07:43,350 to solve problems or seek out opportunities 214 00:07:43,970 --> 00:07:45,490 when they have the right tools and the 215 00:07:45,490 --> 00:07:46,790 right training, the right 216 00:07:47,165 --> 00:07:49,805 education. So that was probably, like, really, really 217 00:07:49,805 --> 00:07:50,785 good for us. 218 00:07:51,485 --> 00:07:53,504 Yeah. Absolutely. No. That's amazing. 219 00:07:54,285 --> 00:07:56,125 And from your perspective, you know, when you 220 00:07:56,125 --> 00:07:57,964 look into the future, where are some of 221 00:07:57,964 --> 00:07:59,964 the biggest growth opportunities for you and your 222 00:07:59,964 --> 00:08:01,800 team in the next twelve months or so? 223 00:08:03,319 --> 00:08:04,759 So a couple of years ago, 224 00:08:05,159 --> 00:08:08,220 Laura, we started on a agile transformation journey. 225 00:08:09,639 --> 00:08:11,180 And I think now, 226 00:08:12,199 --> 00:08:13,339 after the merger, 227 00:08:14,279 --> 00:08:16,060 we became a new enterprise. 228 00:08:16,935 --> 00:08:19,175 The opportunity for us to how do you 229 00:08:19,175 --> 00:08:19,675 now 230 00:08:20,134 --> 00:08:20,954 speed up 231 00:08:21,334 --> 00:08:22,474 the agile transformation. 232 00:08:23,414 --> 00:08:25,654 The the biggest thing that we're learning is 233 00:08:25,654 --> 00:08:28,534 that instead of, you know, organizing our teams 234 00:08:28,534 --> 00:08:31,194 around, say, applications, you think about, 235 00:08:32,600 --> 00:08:33,100 radiology 236 00:08:33,480 --> 00:08:34,620 or maybe cancer 237 00:08:35,159 --> 00:08:36,120 or you think about, 238 00:08:37,720 --> 00:08:38,220 urology, 239 00:08:38,840 --> 00:08:41,179 we're thinking differently. I think we are organizing 240 00:08:41,240 --> 00:08:43,100 our teams around value streams. 241 00:08:43,480 --> 00:08:45,240 The value streams is more about, okay, let's 242 00:08:45,240 --> 00:08:47,019 figure it out. How do we 243 00:08:47,475 --> 00:08:48,214 create value 244 00:08:48,914 --> 00:08:51,554 for our, patients, for our community, for our 245 00:08:51,554 --> 00:08:52,054 employees? 246 00:08:52,595 --> 00:08:54,595 And how do you eliminate the the the 247 00:08:54,595 --> 00:08:55,954 waste out of that thing? So how can 248 00:08:55,954 --> 00:08:57,575 we have a cross functional team, 249 00:08:58,034 --> 00:08:59,735 small teams, around value streams? 250 00:09:00,269 --> 00:09:02,929 And secondly, about we call it the the, 251 00:09:03,629 --> 00:09:05,970 I call it the the tier journeys. 252 00:09:06,669 --> 00:09:07,889 So how do you, 253 00:09:08,669 --> 00:09:11,870 think about patient engage with us from pre 254 00:09:11,870 --> 00:09:13,634 care care to post care? 255 00:09:14,195 --> 00:09:15,475 How do we go about, 256 00:09:16,674 --> 00:09:17,735 employees from 257 00:09:18,274 --> 00:09:21,154 pre hiring to hiring and then their retirement 258 00:09:21,154 --> 00:09:21,654 management? 259 00:09:22,115 --> 00:09:24,294 How do we engage with, physicians 260 00:09:24,915 --> 00:09:25,654 and clinicians, 261 00:09:26,649 --> 00:09:27,370 when they come, 262 00:09:27,929 --> 00:09:28,429 onboard, 263 00:09:28,809 --> 00:09:30,669 to be part of our great health system? 264 00:09:31,370 --> 00:09:32,970 How do we provide them the tools to 265 00:09:32,970 --> 00:09:34,730 make sure that they don't have the cognitive 266 00:09:34,730 --> 00:09:36,889 load and their experience is great engaging with 267 00:09:36,889 --> 00:09:38,970 the the technologies we have? So that's how 268 00:09:38,970 --> 00:09:39,790 we're thinking, 269 00:09:40,695 --> 00:09:42,295 about the entire thing. And we're finding out 270 00:09:42,375 --> 00:09:43,675 I think we've had, like, 271 00:09:45,014 --> 00:09:47,335 really, I would say four or five, agile 272 00:09:47,335 --> 00:09:47,835 teams. 273 00:09:48,375 --> 00:09:50,075 What we found out is, 274 00:09:50,855 --> 00:09:52,535 first of all, I think we created, like, 275 00:09:52,535 --> 00:09:55,519 a a self organizing team. So can we 276 00:09:55,519 --> 00:09:57,519 have a cross spoken team of, like, 10 277 00:09:57,519 --> 00:09:58,419 people or so, 278 00:09:59,279 --> 00:10:00,339 focus on a problem? 279 00:10:01,039 --> 00:10:01,539 And 280 00:10:02,079 --> 00:10:05,360 allow them, I think, psychological safety and ability 281 00:10:05,360 --> 00:10:07,835 to make decisions to prioritize the work that 282 00:10:07,835 --> 00:10:09,455 needs to be done to get an outcome. 283 00:10:09,995 --> 00:10:11,375 And we were absolutely, 284 00:10:13,195 --> 00:10:13,855 I think, 285 00:10:15,034 --> 00:10:17,115 astonished by the outcome we got. We got 286 00:10:17,115 --> 00:10:17,615 results, 287 00:10:17,995 --> 00:10:18,495 faster, 288 00:10:19,259 --> 00:10:19,759 better. 289 00:10:20,060 --> 00:10:22,300 And, at the same time, we saw that 290 00:10:22,300 --> 00:10:22,800 the 291 00:10:23,259 --> 00:10:24,940 the staff and the employees who were on 292 00:10:24,940 --> 00:10:26,879 the in the self organizing team, 293 00:10:27,500 --> 00:10:29,600 they felt empowered to make decisions. 294 00:10:29,980 --> 00:10:31,519 They felt empowered to prioritize, 295 00:10:32,625 --> 00:10:34,465 the work backlog to make sure, 296 00:10:35,024 --> 00:10:36,545 they could focus on the the thing that 297 00:10:36,545 --> 00:10:38,785 is go most aligned to the the value 298 00:10:38,785 --> 00:10:40,485 creation of the outcome, want to achieve. 299 00:10:41,024 --> 00:10:42,465 And I think, at the end of the 300 00:10:42,465 --> 00:10:43,825 day, I think we got a lot of 301 00:10:43,825 --> 00:10:45,285 meaningful and effective outcomes. 302 00:10:45,789 --> 00:10:47,549 But I think the icing on the cake 303 00:10:47,549 --> 00:10:48,850 was, I call it, the 304 00:10:49,149 --> 00:10:50,929 pleasing and beautiful outcomes. 305 00:10:51,629 --> 00:10:54,110 Like, people seeing, and say, you know what? 306 00:10:54,110 --> 00:10:56,029 I'm so happy, and I call it the 307 00:10:56,029 --> 00:10:56,929 huggable experience. 308 00:10:57,549 --> 00:11:01,024 So by doing that thing, we're also creating 309 00:11:01,245 --> 00:11:03,585 a huggable experience. People are happy, 310 00:11:04,205 --> 00:11:05,804 and they're more engaged. So I think that 311 00:11:05,804 --> 00:11:07,184 to me is really 312 00:11:08,044 --> 00:11:08,544 interesting, 313 00:11:08,924 --> 00:11:09,424 find. 314 00:11:10,044 --> 00:11:11,975 We love to experiment. We love to, 315 00:11:13,259 --> 00:11:15,340 I think, think about what what we can 316 00:11:15,340 --> 00:11:17,740 do to improve. We learn fast, and I 317 00:11:17,740 --> 00:11:19,600 think that is something that we are thinking 318 00:11:20,220 --> 00:11:22,620 is really good and we'll, continue to, 319 00:11:23,259 --> 00:11:24,000 speed up 320 00:11:24,379 --> 00:11:27,040 how we, think about organizing team, 321 00:11:28,024 --> 00:11:29,245 around agile transformation. 322 00:11:30,665 --> 00:11:32,745 That's really cool to hear. What another great 323 00:11:32,745 --> 00:11:35,625 example of ways in the operational sense that, 324 00:11:35,625 --> 00:11:37,725 you know, you've really truly been innovative, 325 00:11:38,665 --> 00:11:41,290 in forward thinking with those agile teams. I 326 00:11:41,290 --> 00:11:42,970 love that in you know, the idea of 327 00:11:42,970 --> 00:11:45,290 that huggable experience is such a a cool 328 00:11:45,290 --> 00:11:47,210 way to kind of think about things and 329 00:11:47,210 --> 00:11:49,149 really brings the humanity back into, 330 00:11:49,769 --> 00:11:52,009 what you're, you know, doing in a very 331 00:11:52,009 --> 00:11:52,750 real level. 332 00:11:53,065 --> 00:11:54,425 And so I love that. I love having 333 00:11:54,425 --> 00:11:56,904 those technologies. You know, the way you're approaching 334 00:11:56,904 --> 00:11:59,545 it seems really smart and engaged. When you're 335 00:11:59,545 --> 00:12:01,545 putting together these agile teams, what do you 336 00:12:01,545 --> 00:12:03,305 have to think about or consider to get 337 00:12:03,305 --> 00:12:04,045 the composition 338 00:12:04,504 --> 00:12:06,185 right or and and get the results that 339 00:12:06,185 --> 00:12:07,165 you're looking for? 340 00:12:07,949 --> 00:12:10,269 So I think thinking there is actually a 341 00:12:10,269 --> 00:12:12,190 method to how we go about doing it. 342 00:12:12,190 --> 00:12:13,649 So what we found out 343 00:12:14,190 --> 00:12:16,370 that, first of all, there is a team 344 00:12:16,589 --> 00:12:19,389 which is, fully dedicated towards the outcome, and 345 00:12:19,389 --> 00:12:20,745 it's cross functional team. 346 00:12:21,225 --> 00:12:23,225 So we cannot think about, oh, yes. Only 347 00:12:23,225 --> 00:12:25,004 made up of people from technology. 348 00:12:25,464 --> 00:12:26,524 Then we think about, 349 00:12:26,904 --> 00:12:29,485 who should be lending that clinical expertise, 350 00:12:30,024 --> 00:12:32,845 who should be lending the operational expertise, 351 00:12:33,279 --> 00:12:35,200 and, for that matter, who should be lending, 352 00:12:35,600 --> 00:12:37,679 the the financial expertise. So I think we 353 00:12:37,679 --> 00:12:39,919 think about the team. I said, what is 354 00:12:39,919 --> 00:12:41,600 the skill set we need to actually get 355 00:12:41,600 --> 00:12:43,360 the maximum outcome? So that's how we start 356 00:12:43,360 --> 00:12:44,100 with the question. 357 00:12:44,480 --> 00:12:45,919 We don't start with, okay, let's put our 358 00:12:45,919 --> 00:12:47,759 team together. We think about, okay, in order 359 00:12:47,759 --> 00:12:50,875 to get this result and outcome, what skills 360 00:12:50,875 --> 00:12:51,695 do we need? 361 00:12:52,315 --> 00:12:53,835 And then based on that thing, we think 362 00:12:53,835 --> 00:12:55,995 about, okay, what does a development team look 363 00:12:55,995 --> 00:12:56,495 like? 364 00:12:57,274 --> 00:12:59,934 And we go and, talk to, various, 365 00:13:00,315 --> 00:13:02,414 leaders within the organization, and we, 366 00:13:02,794 --> 00:13:05,289 build the team. And the team also needs 367 00:13:05,289 --> 00:13:06,570 traction leadership. So, 368 00:13:06,970 --> 00:13:07,470 we 369 00:13:08,009 --> 00:13:09,710 have a a a role called solution owner. 370 00:13:10,409 --> 00:13:12,649 The the the role of solution owners is, 371 00:13:12,970 --> 00:13:14,570 day in and day out thinking about what 372 00:13:14,570 --> 00:13:15,929 is the best way to get to the 373 00:13:15,929 --> 00:13:17,610 outcomes, and what are the environments that are 374 00:13:17,610 --> 00:13:18,970 coming in the way for us to get 375 00:13:18,970 --> 00:13:20,625 to the outcome. And and then we also 376 00:13:20,625 --> 00:13:22,704 think about scrum master. And scrum master is 377 00:13:22,704 --> 00:13:24,784 more like a person who's doing all the 378 00:13:24,784 --> 00:13:26,865 triaging, and their role is when they have 379 00:13:26,865 --> 00:13:27,524 a latitude. 380 00:13:28,784 --> 00:13:31,184 They they are not, concerned about the levels 381 00:13:31,184 --> 00:13:32,704 within the organization. They said, this is an 382 00:13:32,704 --> 00:13:34,464 impediment we need to focus on. Oh, by 383 00:13:34,464 --> 00:13:35,639 the way, we need to go and talk 384 00:13:36,440 --> 00:13:38,840 to our, operations team. Well, maybe we need 385 00:13:38,840 --> 00:13:40,840 to talk to someone in finance. Maybe, they 386 00:13:40,840 --> 00:13:43,100 need to talk to, someone in technology. 387 00:13:43,960 --> 00:13:47,480 And they can, really, speed up decision making 388 00:13:47,480 --> 00:13:49,480 and, I call it I think we it's 389 00:13:49,480 --> 00:13:51,000 sort of something called a twenty four hour 390 00:13:51,000 --> 00:13:53,214 rule. If there is an impediment that is 391 00:13:53,214 --> 00:13:54,975 coming in the way for us to get 392 00:13:54,975 --> 00:13:56,654 to the outcome, we need to be able 393 00:13:56,654 --> 00:13:58,254 to get to an action plan within twenty 394 00:13:58,254 --> 00:13:58,995 four hours. 395 00:13:59,534 --> 00:14:01,214 Yeah. Irrespective of, 396 00:14:02,254 --> 00:14:04,815 the levels in the organization, and I think 397 00:14:04,815 --> 00:14:06,174 the other thing we talk about is how 398 00:14:06,174 --> 00:14:08,309 do we escalate with honor to make sure 399 00:14:08,309 --> 00:14:09,769 that, we are 400 00:14:10,470 --> 00:14:12,710 laser focused on getting to the results that 401 00:14:12,710 --> 00:14:13,690 we want to accomplish. 402 00:14:14,550 --> 00:14:16,230 Fascinating to hear. Thank you so much for 403 00:14:16,230 --> 00:14:17,670 shedding a little bit more light on the 404 00:14:17,670 --> 00:14:19,670 process of putting together those teams and how 405 00:14:19,670 --> 00:14:22,434 you really stay disciplined and accountable for the 406 00:14:22,434 --> 00:14:22,934 outcomes, 407 00:14:23,315 --> 00:14:26,054 that you're looking for in in really truly, 408 00:14:26,514 --> 00:14:29,394 bringing those technologies to life. I I know 409 00:14:29,394 --> 00:14:31,554 lots of big opportunities, it seems like, ahead, 410 00:14:31,554 --> 00:14:32,054 but 411 00:14:32,514 --> 00:14:34,674 I wanted to ask you as well about 412 00:14:34,674 --> 00:14:36,754 some of the challenges you're anticipating. What do 413 00:14:36,754 --> 00:14:38,220 you see coming down the pipe? What are 414 00:14:38,220 --> 00:14:40,299 you planning for, when you look at potential 415 00:14:40,299 --> 00:14:41,440 roadblocks, etcetera? 416 00:14:42,539 --> 00:14:44,940 Yeah. I'll actually think about I was thinking 417 00:14:44,940 --> 00:14:47,519 about this question quite a bit. You know, 418 00:14:47,659 --> 00:14:49,600 everyone knows about solar tsunami. 419 00:14:50,165 --> 00:14:50,985 That's real. 420 00:14:52,085 --> 00:14:53,925 Think about almost 25% 421 00:14:53,925 --> 00:14:54,884 of the working, 422 00:14:56,565 --> 00:14:58,904 people within The US, they are retiring. 423 00:14:59,764 --> 00:15:01,764 So it has created a really interesting challenge. 424 00:15:01,764 --> 00:15:04,085 So in my mind, the the demand is 425 00:15:04,085 --> 00:15:04,585 high, 426 00:15:05,720 --> 00:15:06,620 both for, 427 00:15:07,639 --> 00:15:09,879 different kinds of skills. So think about the 428 00:15:09,879 --> 00:15:12,440 skills that were relevant, five years ago are 429 00:15:12,440 --> 00:15:14,519 no longer relevant in the future. I think 430 00:15:14,519 --> 00:15:15,320 we have to, 431 00:15:15,799 --> 00:15:16,940 descale and reskill 432 00:15:17,320 --> 00:15:17,980 our employees. 433 00:15:18,919 --> 00:15:21,274 Not only that, the number of people who 434 00:15:21,274 --> 00:15:23,355 are available to do work, they're going to 435 00:15:23,355 --> 00:15:25,534 retire and they will take experience with them. 436 00:15:25,914 --> 00:15:27,674 So what we're trying to figure it out, 437 00:15:27,674 --> 00:15:29,514 I we I call it the x factor. 438 00:15:29,514 --> 00:15:31,754 You know, I think the technological advances are 439 00:15:31,754 --> 00:15:32,575 the x factor. 440 00:15:33,309 --> 00:15:35,950 People who can think about the future of 441 00:15:35,950 --> 00:15:37,009 digital workspace. 442 00:15:37,710 --> 00:15:38,850 How do you use, 443 00:15:40,190 --> 00:15:42,610 the various aspect of artificial intelligence, 444 00:15:44,029 --> 00:15:46,129 or more so like, augmented intelligence? 445 00:15:47,235 --> 00:15:47,894 How do 446 00:15:48,595 --> 00:15:49,174 we use, 447 00:15:49,955 --> 00:15:52,134 the x factor in bridging the gap? 448 00:15:52,514 --> 00:15:54,274 How do we create a pipeline program to 449 00:15:54,274 --> 00:15:56,355 make sure that we are training people from 450 00:15:56,355 --> 00:15:58,215 all the way from high school to colleges 451 00:15:59,100 --> 00:16:00,700 on the new skills that that is required 452 00:16:00,700 --> 00:16:02,220 for us to be successful. So that to 453 00:16:02,220 --> 00:16:03,600 me is very important 454 00:16:04,220 --> 00:16:05,919 for us, and we're trying to, 455 00:16:06,860 --> 00:16:08,720 figure out a way to strategies 456 00:16:09,100 --> 00:16:09,419 of, 457 00:16:11,579 --> 00:16:14,075 using the technological advances, 458 00:16:15,575 --> 00:16:18,215 and also, I think getting the right talent 459 00:16:18,215 --> 00:16:20,054 from anywhere. And think about in the rural 460 00:16:20,054 --> 00:16:22,134 area, it's difficult to attract the talent, but 461 00:16:22,134 --> 00:16:23,514 having some kind of flexibility, 462 00:16:24,710 --> 00:16:26,470 for us to be able to attract people 463 00:16:26,470 --> 00:16:29,269 from the four, different states and give them 464 00:16:29,269 --> 00:16:30,870 the flexibility to do the work. So I 465 00:16:30,870 --> 00:16:32,470 think it's a combination for us still as 466 00:16:32,470 --> 00:16:33,529 a combination of, 467 00:16:34,070 --> 00:16:36,970 people coming on-site and also, able to work, 468 00:16:37,350 --> 00:16:37,850 remotely. 469 00:16:38,585 --> 00:16:40,345 And I think what we're doing through our 470 00:16:40,345 --> 00:16:43,245 agile transformation is really keeping the people connected. 471 00:16:43,625 --> 00:16:45,065 The kind of things we also do, 472 00:16:45,705 --> 00:16:47,225 it's a really cool thing that we do 473 00:16:47,225 --> 00:16:49,304 is, you think about all the innovation that 474 00:16:49,304 --> 00:16:50,845 comes from water cooler discussion. 475 00:16:51,290 --> 00:16:52,730 So I think it was a really interesting 476 00:16:52,730 --> 00:16:54,029 idea of of doing, 477 00:16:54,889 --> 00:16:57,370 a virtual water coolers. The virtual cooler cooler 478 00:16:57,370 --> 00:16:59,690 is that, okay, it's a space or the 479 00:16:59,690 --> 00:17:00,190 time, 480 00:17:00,649 --> 00:17:02,509 given to the employees just to talk. 481 00:17:03,050 --> 00:17:03,950 They get together, 482 00:17:04,490 --> 00:17:05,529 I think different people, 483 00:17:06,170 --> 00:17:08,294 once in a week, and they're not talking 484 00:17:08,294 --> 00:17:10,554 about the workload. They're just talking about, 485 00:17:11,095 --> 00:17:13,994 connecting and figuring it out. How do 486 00:17:15,015 --> 00:17:16,075 we improve engagement? 487 00:17:16,375 --> 00:17:17,674 How can we solve problems? 488 00:17:18,294 --> 00:17:18,855 And then, 489 00:17:19,460 --> 00:17:20,359 we're just sharing, 490 00:17:20,900 --> 00:17:22,500 their experience with each other. So I think 491 00:17:22,500 --> 00:17:23,319 that is really, 492 00:17:24,900 --> 00:17:26,119 good, I think, 493 00:17:27,299 --> 00:17:28,740 results we got from, 494 00:17:29,140 --> 00:17:31,240 thinking about how do we train our employees 495 00:17:32,355 --> 00:17:34,595 to fill the gap, that is coming as 496 00:17:34,595 --> 00:17:36,214 a result of sort of solar tsunami. 497 00:17:37,315 --> 00:17:38,835 Absolutely. I know. I think that's a really 498 00:17:38,835 --> 00:17:40,914 great point to just being very future looking 499 00:17:40,914 --> 00:17:41,555 on how, 500 00:17:41,955 --> 00:17:44,835 incorporating that AI into the workspace and and, 501 00:17:45,075 --> 00:17:47,369 being able to think and strategize at a 502 00:17:47,369 --> 00:17:48,109 a high level, 503 00:17:48,490 --> 00:17:50,650 with the technology and how that impacts people, 504 00:17:50,650 --> 00:17:52,750 what people will still need in order to, 505 00:17:53,289 --> 00:17:56,829 forge those connections that create engagement and create, 506 00:17:56,970 --> 00:17:58,569 you know, the type of environment that you're 507 00:17:58,569 --> 00:18:00,884 looking for even the digital space. That that 508 00:18:00,884 --> 00:18:04,164 seems really significant, especially thinking through, you know, 509 00:18:04,164 --> 00:18:06,565 how much technology has already transformed and and 510 00:18:06,565 --> 00:18:07,605 where it still has, 511 00:18:08,244 --> 00:18:09,465 opportunities and potential 512 00:18:09,924 --> 00:18:11,065 to grow in the future. 513 00:18:11,684 --> 00:18:13,445 Yeah. And I think that lines, Laura, lines 514 00:18:13,445 --> 00:18:14,505 with our like, 515 00:18:14,839 --> 00:18:16,220 try to keep things simple. 516 00:18:16,759 --> 00:18:19,799 They've done they're not simple execution, but it's 517 00:18:19,799 --> 00:18:20,299 it's 518 00:18:20,839 --> 00:18:23,559 simple that we can latch onto. So one 519 00:18:23,559 --> 00:18:24,619 of the things that 520 00:18:25,079 --> 00:18:27,559 we really focus on is people first and 521 00:18:27,559 --> 00:18:28,619 focused execution. 522 00:18:29,565 --> 00:18:31,325 So in my mind, I think if we 523 00:18:31,325 --> 00:18:32,865 don't have a engaged, 524 00:18:34,125 --> 00:18:34,625 involved 525 00:18:35,404 --> 00:18:35,904 team 526 00:18:36,525 --> 00:18:38,525 who really care and health care is all 527 00:18:38,525 --> 00:18:39,345 about relationship. 528 00:18:40,204 --> 00:18:42,044 People need to care and they need to 529 00:18:42,044 --> 00:18:43,804 feel a sense of purpose. So I think 530 00:18:43,804 --> 00:18:45,819 we focus on making sure that our staff 531 00:18:45,819 --> 00:18:47,900 is engaged. So that kind of things that 532 00:18:47,900 --> 00:18:51,259 people think about and, like, soft things, are 533 00:18:51,259 --> 00:18:52,859 not good for technology. And I think the 534 00:18:52,859 --> 00:18:54,940 other way around in my team is a 535 00:18:54,940 --> 00:18:56,940 softer part. We need to focus more on 536 00:18:56,940 --> 00:18:59,339 to, I think, create a future of, health 537 00:18:59,339 --> 00:19:00,794 care. We talk about, 538 00:19:01,194 --> 00:19:03,774 psychological safety. We talk about empathy. 539 00:19:04,394 --> 00:19:06,474 We talk about we before we. We talk 540 00:19:06,474 --> 00:19:08,394 about how do we create space for having 541 00:19:08,394 --> 00:19:09,294 fun and laughter. 542 00:19:10,154 --> 00:19:12,714 We do that work intentionally. It's not, oh, 543 00:19:12,714 --> 00:19:14,130 by the way, we need to do that. 544 00:19:14,369 --> 00:19:15,809 And once we do that 545 00:19:16,289 --> 00:19:17,490 and we also said, at the end of 546 00:19:17,490 --> 00:19:18,849 the day, we have to get the outcomes 547 00:19:18,849 --> 00:19:20,849 too. We have to have tangible outcomes, whether 548 00:19:20,849 --> 00:19:21,509 it's about 549 00:19:21,809 --> 00:19:24,150 increasing employee engagement from x to y, 550 00:19:24,609 --> 00:19:25,109 improving 551 00:19:25,809 --> 00:19:26,710 quality outcomes, 552 00:19:27,569 --> 00:19:29,190 from a to b, 553 00:19:29,945 --> 00:19:31,325 delivering cost savings. 554 00:19:31,704 --> 00:19:33,865 So we have a very balanced approach also 555 00:19:33,865 --> 00:19:34,025 on, 556 00:19:34,744 --> 00:19:36,684 focused execution. So that I think 557 00:19:37,144 --> 00:19:39,625 is hard, but I think having that tension, 558 00:19:39,625 --> 00:19:41,464 creative tension is good for us to make 559 00:19:41,464 --> 00:19:42,365 sure that we 560 00:19:42,869 --> 00:19:43,589 continue to, 561 00:19:44,390 --> 00:19:46,490 attract the right talent to work with us. 562 00:19:47,430 --> 00:19:49,990 Absolutely. Absolutely. I love that, in in the 563 00:19:49,990 --> 00:19:51,829 focus on, you know, the right kind of 564 00:19:51,829 --> 00:19:54,710 positive energy, positive creative tension that makes a 565 00:19:54,710 --> 00:19:57,029 big difference in in moving forward quickly and 566 00:19:57,029 --> 00:19:57,529 meaningfully. 567 00:19:58,035 --> 00:19:59,815 Now before we wrap up here, 568 00:20:00,434 --> 00:20:02,195 I wanted to ask, what is the number 569 00:20:02,195 --> 00:20:04,195 one thing that you're doing right now to 570 00:20:04,195 --> 00:20:06,355 set up the organization for success in the 571 00:20:06,355 --> 00:20:06,855 future? 572 00:20:07,795 --> 00:20:09,634 So to me, I think the number one 573 00:20:09,634 --> 00:20:12,115 thing that, I think about all the time 574 00:20:12,115 --> 00:20:12,615 is 575 00:20:13,029 --> 00:20:14,329 as we're going through, 576 00:20:14,909 --> 00:20:15,849 I think, 577 00:20:17,269 --> 00:20:19,589 margin implementation. So I think about things are 578 00:20:19,589 --> 00:20:20,730 becoming real now. 579 00:20:21,190 --> 00:20:21,670 We, 580 00:20:21,990 --> 00:20:23,369 think about coming together 581 00:20:23,670 --> 00:20:25,210 and then there's 582 00:20:25,644 --> 00:20:27,164 classic things. So what do we do with 583 00:20:27,164 --> 00:20:29,085 electronic health record? What do we do with 584 00:20:29,085 --> 00:20:29,585 ERP? 585 00:20:30,285 --> 00:20:32,365 And we can get lost in tactics of, 586 00:20:32,684 --> 00:20:35,325 unifying EHR and ERP. So the things that 587 00:20:35,325 --> 00:20:37,565 we put forth as our guiding principle is 588 00:20:37,565 --> 00:20:38,065 that 589 00:20:38,750 --> 00:20:41,390 while we have to focus on foundation building, 590 00:20:41,390 --> 00:20:44,110 we cannot lose sight of that catalytic impact 591 00:20:44,110 --> 00:20:45,490 of information and technology. 592 00:20:46,430 --> 00:20:46,930 So, 593 00:20:47,710 --> 00:20:49,869 the focus we have over the the next 594 00:20:49,869 --> 00:20:52,105 year or so, we are, probably a few 595 00:20:52,105 --> 00:20:55,224 months, we are unifying electronic health record. But 596 00:20:55,224 --> 00:20:56,265 we are not doing it, 597 00:20:56,744 --> 00:20:58,664 as a more like a technical thing. We 598 00:20:58,664 --> 00:21:01,065 are unifying in such a way that we 599 00:21:01,065 --> 00:21:03,865 bring the best of both organizations together and 600 00:21:03,865 --> 00:21:05,724 build towards our foundation system, 601 00:21:06,140 --> 00:21:08,220 which is a proven way for us to 602 00:21:08,220 --> 00:21:10,539 get the the the best outcome, 603 00:21:10,860 --> 00:21:13,600 aligned with triple a. So, making sure that 604 00:21:13,740 --> 00:21:15,900 we have the best health, convenient health, top 605 00:21:15,900 --> 00:21:18,620 quality, and also we are managing our cost 606 00:21:18,620 --> 00:21:20,160 in a very reasonable way. 607 00:21:20,464 --> 00:21:21,125 And similarly, 608 00:21:21,505 --> 00:21:23,525 we're using the same principle for, 609 00:21:24,384 --> 00:21:27,744 enterprise resource planning integration. And, I think that 610 00:21:27,744 --> 00:21:28,224 the the kind of, 611 00:21:29,585 --> 00:21:32,005 the tagline we have is how do we 612 00:21:32,305 --> 00:21:36,005 become, user centered, data driven, and automation infused. 613 00:21:36,329 --> 00:21:38,809 So when we do that, I think that 614 00:21:38,809 --> 00:21:41,289 that, again, creative tension we have in making 615 00:21:41,289 --> 00:21:42,750 sure that as we unify 616 00:21:43,769 --> 00:21:44,589 the the 617 00:21:45,369 --> 00:21:48,490 the underlying platforms together, the one plus one 618 00:21:48,490 --> 00:21:50,269 is more than two. 619 00:21:50,884 --> 00:21:53,044 It can be three. And I say why 620 00:21:53,044 --> 00:21:54,264 why not can be 621 00:21:55,125 --> 00:21:57,144 two to the power of, three? 622 00:21:57,524 --> 00:21:59,464 So we talk about, I think, 623 00:22:01,125 --> 00:22:02,345 geometric progression 624 00:22:02,724 --> 00:22:04,424 and how can we create that 625 00:22:05,480 --> 00:22:06,700 environment where 626 00:22:07,240 --> 00:22:10,539 we can position our organization for transformative change, 627 00:22:11,080 --> 00:22:13,740 which, all of us know that is, 628 00:22:15,160 --> 00:22:17,720 well needed and is kind of, embedded within 629 00:22:17,720 --> 00:22:18,779 the health care. 630 00:22:19,784 --> 00:22:20,284 Absolutely. 631 00:22:20,744 --> 00:22:22,664 That makes so much sense. Praveen, thank you 632 00:22:22,664 --> 00:22:24,184 so much for joining us on the podcast 633 00:22:24,184 --> 00:22:26,424 today. This has been really a fun and 634 00:22:26,424 --> 00:22:28,585 inspiring conversation, and I look forward to connecting 635 00:22:28,585 --> 00:22:29,724 with you again soon. 636 00:22:30,230 --> 00:22:31,830 Thank you so much, Laura. It was so 637 00:22:31,830 --> 00:22:32,550 much pleasure, 638 00:22:32,870 --> 00:22:35,450 speaking with you and, sharing my thoughts.