1 00:00:01,919 --> 00:00:04,500 This is where health care leadership comes together. 2 00:00:04,559 --> 00:00:07,679 Becker's sixteenth annual meeting brings more than 3,500 3 00:00:07,679 --> 00:00:10,880 hospital and health system executives and nearly 800 4 00:00:10,880 --> 00:00:12,019 speakers to Chicago 5 00:00:12,320 --> 00:00:14,259 April. 6 00:00:14,615 --> 00:00:17,335 This year's event includes keynote conversations with Dallas 7 00:00:17,335 --> 00:00:20,214 Cowboys legend Troy Aikman and former president George 8 00:00:20,214 --> 00:00:22,934 w Bush. For the agenda and event details, 9 00:00:22,934 --> 00:00:25,175 visit beckershospitalreview.com 10 00:00:25,175 --> 00:00:26,855 and click on the events tab in the 11 00:00:26,855 --> 00:00:29,494 upper right. We're looking forward to hosting you 12 00:00:29,494 --> 00:00:30,449 in Chicago. 13 00:00:31,789 --> 00:00:34,030 This is Laura Dirda with the Becker's Healthcare 14 00:00:34,030 --> 00:00:34,530 podcast. 15 00:00:34,909 --> 00:00:36,750 I'm thrilled today to be joined by doctor 16 00:00:36,750 --> 00:00:39,710 Mayank Shah, vice president and chief medical officer 17 00:00:39,710 --> 00:00:42,350 at Advocate Condom Medical Center, part of Advocate 18 00:00:42,350 --> 00:00:44,134 Aurora Health. Health. Doctor Shah, it's a pleasure 19 00:00:44,134 --> 00:00:45,594 to have you on the podcast today. 20 00:00:45,975 --> 00:00:47,895 Laura, thank you so much for having me, 21 00:00:47,895 --> 00:00:48,295 and, 22 00:00:48,854 --> 00:00:51,414 we're looking forward to our exciting conversation talking 23 00:00:51,414 --> 00:00:52,634 about health care. 24 00:00:53,015 --> 00:00:55,899 Absolutely. And, you know, what a huge topic 25 00:00:55,899 --> 00:00:58,140 and important time to be speaking on these 26 00:00:58,140 --> 00:00:59,439 things. I think, you know, 27 00:00:59,979 --> 00:01:01,579 there's just so much happening in the health 28 00:01:01,579 --> 00:01:03,659 care space, and I I'm excited to dig 29 00:01:03,659 --> 00:01:05,019 into some of the things you've been doing 30 00:01:05,019 --> 00:01:07,019 at Canada Medical Center as well as, you 31 00:01:07,019 --> 00:01:08,854 know, how you're thinking about the future. But 32 00:01:08,854 --> 00:01:10,135 before we dive in, can you tell us 33 00:01:10,135 --> 00:01:11,494 a little bit more about yourself and the 34 00:01:11,494 --> 00:01:11,994 hospital? 35 00:01:12,614 --> 00:01:13,114 Absolutely. 36 00:01:13,575 --> 00:01:17,655 So Advocate Condell Medical Center is a 275 37 00:01:17,655 --> 00:01:18,155 bed, 38 00:01:18,694 --> 00:01:21,174 facility located in the Lake County area in 39 00:01:21,174 --> 00:01:22,314 Libertyville, Illinois. 40 00:01:23,020 --> 00:01:25,500 We are the only level one trauma center 41 00:01:25,500 --> 00:01:26,799 in the entire Lake County. 42 00:01:27,500 --> 00:01:28,959 We serve roughly, 43 00:01:29,740 --> 00:01:31,359 16,000 44 00:01:31,579 --> 00:01:35,340 inpatient visits annually as well as over 200,000 45 00:01:35,340 --> 00:01:36,719 plus outpatient visits, 46 00:01:37,355 --> 00:01:38,495 throughout our facilities. 47 00:01:39,435 --> 00:01:42,655 We see significant number of anywhere from, 48 00:01:43,275 --> 00:01:44,075 1,400 49 00:01:44,075 --> 00:01:46,255 to 1,500 deliveries a year. 50 00:01:46,954 --> 00:01:48,174 We have a significant 51 00:01:48,475 --> 00:01:50,734 number of patients and community programs 52 00:01:51,040 --> 00:01:52,959 that go beyond that, and we're part of 53 00:01:52,959 --> 00:01:54,500 the advocate health system, 54 00:01:55,439 --> 00:01:57,519 that offers over 6,000,000,000 55 00:01:57,519 --> 00:02:00,399 in community benefits annually to the communities that 56 00:02:00,399 --> 00:02:02,239 we serve. So it's great to be part 57 00:02:02,239 --> 00:02:04,560 of a larger system and also very focused 58 00:02:04,560 --> 00:02:06,515 on the service that we provide to our 59 00:02:06,515 --> 00:02:07,415 local community. 60 00:02:08,034 --> 00:02:10,754 For myself, I've been the vice, the chief 61 00:02:10,754 --> 00:02:14,135 medical officer at Advocate Condell Medical Center for 62 00:02:14,275 --> 00:02:16,135 the last two and a half years. 63 00:02:16,835 --> 00:02:19,794 Prior to that, I led the Medicaid plan 64 00:02:19,794 --> 00:02:20,455 in Illinois 65 00:02:20,780 --> 00:02:22,319 as the chief medical officer. 66 00:02:22,620 --> 00:02:24,060 And prior to that, I was part of 67 00:02:24,060 --> 00:02:24,620 the non, 68 00:02:25,340 --> 00:02:27,039 not for profit health care system, 69 00:02:27,900 --> 00:02:31,280 leading, as the CMO of the, physician, 70 00:02:33,430 --> 00:02:36,405 PHO, essentially the the partnership organization 71 00:02:36,864 --> 00:02:39,604 with our aligned physician groups, within the organization. 72 00:02:40,465 --> 00:02:41,985 And I also had in the in the 73 00:02:41,985 --> 00:02:44,224 middle of a stench with, Cigna Healthcare and 74 00:02:44,224 --> 00:02:46,944 leading their primary care practice at home for 75 00:02:46,944 --> 00:02:48,004 about three years. 76 00:02:48,620 --> 00:02:50,379 So that's kind of my background. I've worked 77 00:02:50,379 --> 00:02:52,319 both on the payer and the provider side, 78 00:02:52,620 --> 00:02:54,400 and, it is extremely, 79 00:02:55,979 --> 00:02:58,400 wonderful to be part of organization 80 00:02:58,699 --> 00:02:59,439 at Condell, 81 00:03:00,379 --> 00:03:01,485 not only focused 82 00:03:01,884 --> 00:03:04,604 on delivering outstanding care to the communities that 83 00:03:04,604 --> 00:03:07,004 we serve, but really thinking about all of 84 00:03:07,004 --> 00:03:09,425 the health care impacts and how do we 85 00:03:09,564 --> 00:03:12,685 navigate through the dynamics of health care changes 86 00:03:12,685 --> 00:03:13,905 that we're seeing today. 87 00:03:14,870 --> 00:03:16,069 I love that. I think that's, 88 00:03:16,550 --> 00:03:18,389 so cool that you've gotten the experience both 89 00:03:18,389 --> 00:03:19,909 on the provider side as well as the 90 00:03:19,909 --> 00:03:21,030 payer side and, 91 00:03:21,430 --> 00:03:23,189 now able to bring that into your current 92 00:03:23,189 --> 00:03:24,870 role and really make an impact on the 93 00:03:24,870 --> 00:03:25,370 community. 94 00:03:25,830 --> 00:03:26,330 Now 95 00:03:26,710 --> 00:03:27,110 based on, 96 00:03:27,990 --> 00:03:29,314 the last year or so, could you tell 97 00:03:29,314 --> 00:03:31,074 us about an initiative that you led? What 98 00:03:31,074 --> 00:03:32,775 did you do, and what were the results? 99 00:03:33,875 --> 00:03:36,614 Yeah. So, you know, coming into an organization, 100 00:03:37,074 --> 00:03:40,514 you know, there's always a purview of what 101 00:03:40,514 --> 00:03:42,959 is the role of the CMO. A CMO 102 00:03:43,180 --> 00:03:46,319 continuously wears multiple hats at the hospital. 103 00:03:47,019 --> 00:03:48,860 If you ask me this, you know, about 104 00:03:48,860 --> 00:03:51,340 ten years ago, the focus for a CMO 105 00:03:51,340 --> 00:03:53,259 was purely on the quality of care and 106 00:03:53,259 --> 00:03:54,959 clinical programs at the hospital. 107 00:03:55,474 --> 00:03:57,074 That is no longer the case. I think 108 00:03:57,074 --> 00:03:59,074 the CMO really needs to be a diverse 109 00:03:59,074 --> 00:04:01,875 role looking at all aspects. But the first 110 00:04:01,875 --> 00:04:02,534 and foremost 111 00:04:02,995 --> 00:04:05,735 accountability and responsibility we have as a CMO 112 00:04:05,955 --> 00:04:08,194 is is creating a culture of safety and 113 00:04:08,194 --> 00:04:08,694 quality. 114 00:04:09,090 --> 00:04:11,730 And I'm very proud to say that, Condell 115 00:04:11,730 --> 00:04:14,050 has achieved both of that in the years 116 00:04:14,050 --> 00:04:16,129 that I've been here. When I started at 117 00:04:16,129 --> 00:04:17,589 Condell, we were a leapfrog 118 00:04:18,050 --> 00:04:19,110 c grade organization, 119 00:04:20,689 --> 00:04:22,709 and we have moved towards an a organization. 120 00:04:22,930 --> 00:04:25,805 The last three grades they were we've received, 121 00:04:26,264 --> 00:04:29,064 are all a's, straight a's, you know, for 122 00:04:29,064 --> 00:04:32,024 for Kondal. And that speaks to the amazing 123 00:04:32,024 --> 00:04:34,985 quality of care provided, at Kondal. And being 124 00:04:34,985 --> 00:04:37,305 able to show, demonstrate, and capture that has 125 00:04:37,305 --> 00:04:39,625 been sort of the pride of accomplishments at 126 00:04:39,625 --> 00:04:40,125 Kondal. 127 00:04:40,759 --> 00:04:43,400 I would say the second and more, again, 128 00:04:43,400 --> 00:04:46,360 important that the quality perspective, from a safety 129 00:04:46,360 --> 00:04:49,960 perspective, another important aspect is creating this culture 130 00:04:49,960 --> 00:04:50,699 of safety. 131 00:04:51,319 --> 00:04:53,935 And what that means is being attuned to 132 00:04:53,935 --> 00:04:54,435 anything 133 00:04:54,814 --> 00:04:57,375 that puts patient safety at risk, being on 134 00:04:57,375 --> 00:04:59,714 a journey of a high reliability organization, 135 00:05:00,175 --> 00:05:01,955 which means continuously pursuing, 136 00:05:02,814 --> 00:05:05,774 safety challenges, safety reports, and looking at all 137 00:05:05,774 --> 00:05:08,389 of those tools and tactics such as preoccupation 138 00:05:08,610 --> 00:05:11,410 with a failure and and integrating those tools 139 00:05:11,410 --> 00:05:12,949 into our day to day operations 140 00:05:13,330 --> 00:05:15,509 so that we could be the safest possible. 141 00:05:16,129 --> 00:05:18,290 As you know, there are four hundred thousand 142 00:05:18,290 --> 00:05:20,149 deaths predicted every single year, 143 00:05:20,714 --> 00:05:24,154 from safety incidences occurring at our hospitals across 144 00:05:24,154 --> 00:05:24,735 the country. 145 00:05:25,115 --> 00:05:27,034 And our primary goal is how do we 146 00:05:27,034 --> 00:05:29,034 minimize that? Hospitals should be a place of 147 00:05:29,034 --> 00:05:29,534 recovery, 148 00:05:29,834 --> 00:05:31,694 not a place of incurring injury, 149 00:05:31,995 --> 00:05:34,394 and that is a fundamental principle we hold 150 00:05:34,394 --> 00:05:36,639 very dear to our heart. And so promoting 151 00:05:36,639 --> 00:05:39,759 that culture, creating that movement within our teams 152 00:05:39,759 --> 00:05:40,500 to navigate 153 00:05:41,040 --> 00:05:41,540 and, 154 00:05:42,080 --> 00:05:42,580 continuously 155 00:05:42,960 --> 00:05:43,460 pursue, 156 00:05:44,080 --> 00:05:46,960 quality improvement and safety improvement has been some 157 00:05:46,960 --> 00:05:47,839 of the best, 158 00:05:48,240 --> 00:05:50,240 outcomes I think we've been able to accomplish 159 00:05:50,240 --> 00:05:51,404 in 2024 160 00:05:51,404 --> 00:05:52,785 and 2025. 161 00:05:53,165 --> 00:05:55,725 And the outcome of this has been that 162 00:05:55,725 --> 00:05:59,824 Condell currently leads the entire advocate health system 163 00:06:00,125 --> 00:06:02,365 in terms of our safety reports that we 164 00:06:02,365 --> 00:06:02,865 submit 165 00:06:03,165 --> 00:06:05,264 month after month and year after year. 166 00:06:05,610 --> 00:06:08,169 And that accomplishment came from working together as 167 00:06:08,169 --> 00:06:10,569 a team and leading the efforts to create 168 00:06:10,569 --> 00:06:11,870 the culture of safety. 169 00:06:12,810 --> 00:06:15,149 That's so impressive to hear. And, you know, 170 00:06:15,769 --> 00:06:18,110 coming from where you started with the organization 171 00:06:18,250 --> 00:06:19,949 to where you're at today and being, 172 00:06:20,634 --> 00:06:21,935 LeapFrog a 173 00:06:22,475 --> 00:06:25,615 and leading advocate health, within, you know, your, 174 00:06:26,954 --> 00:06:29,834 the quality care and improvements is is really 175 00:06:29,834 --> 00:06:32,654 impressive. And I'm curious from your perspective, 176 00:06:33,019 --> 00:06:34,459 when you look at the changes that you've 177 00:06:34,459 --> 00:06:36,699 been may able to make over the years 178 00:06:36,699 --> 00:06:39,339 that you've been with Condell and, you know, 179 00:06:39,339 --> 00:06:40,240 what especially 180 00:06:40,860 --> 00:06:43,019 has made a difference, I'm curious. What what 181 00:06:43,019 --> 00:06:44,939 did you learn, I guess, during that process 182 00:06:44,939 --> 00:06:47,564 and, you know, anything that surprised you or 183 00:06:47,564 --> 00:06:49,805 or things that you feel like, really made 184 00:06:49,805 --> 00:06:51,105 a difference to accelerate 185 00:06:51,564 --> 00:06:54,464 that focus on high quality in inpatient safety? 186 00:06:55,805 --> 00:06:58,285 You know, Laura, that's a great question. And 187 00:06:58,285 --> 00:07:00,560 I would say that one of the, you 188 00:07:00,560 --> 00:07:01,379 know, despite 189 00:07:02,079 --> 00:07:03,300 health care advancing 190 00:07:03,839 --> 00:07:05,459 so much in the last decade, 191 00:07:06,000 --> 00:07:08,000 I have to say that we continue to 192 00:07:08,000 --> 00:07:11,139 work in silos within the health care delivery 193 00:07:11,279 --> 00:07:11,779 space. 194 00:07:12,495 --> 00:07:14,834 And I think many times we lose 195 00:07:15,214 --> 00:07:18,194 the vision of and purpose of our work, 196 00:07:18,735 --> 00:07:20,975 until we come together and until we're able 197 00:07:20,975 --> 00:07:22,675 to ground ourself in that vision 198 00:07:23,055 --> 00:07:25,615 and continuously validate each other that we are 199 00:07:25,615 --> 00:07:28,139 moving towards that right goal, I think we 200 00:07:28,139 --> 00:07:30,540 lose that purpose and that vision along the 201 00:07:30,540 --> 00:07:32,779 way. And this is what leads to a 202 00:07:32,779 --> 00:07:35,120 lot of burnouts that we see, a lot 203 00:07:35,340 --> 00:07:36,800 of discouragement and dissatisfaction 204 00:07:37,259 --> 00:07:38,720 where people change careers, 205 00:07:39,020 --> 00:07:41,020 and a lot of people shifting from hospital 206 00:07:41,020 --> 00:07:43,605 to outpatient to different areas within the health 207 00:07:43,605 --> 00:07:44,345 care market. 208 00:07:44,805 --> 00:07:47,225 And I I feel that was the fundamental 209 00:07:47,685 --> 00:07:49,845 change that we were able to make as 210 00:07:49,845 --> 00:07:53,524 leadership team at Kandal is really aligning with 211 00:07:53,524 --> 00:07:55,845 our goals of creating the highest quality and 212 00:07:55,845 --> 00:07:56,824 safety environment 213 00:07:57,129 --> 00:07:59,689 for everyone, whether it's our teammates, whether it's 214 00:07:59,689 --> 00:08:00,990 our patients and families, 215 00:08:01,290 --> 00:08:02,589 or whether it's our providers. 216 00:08:03,050 --> 00:08:05,050 And how do we create that culture of 217 00:08:05,050 --> 00:08:05,550 safety? 218 00:08:05,930 --> 00:08:08,810 It really started with creating a vision and 219 00:08:08,810 --> 00:08:10,509 a re a mission, a purpose, 220 00:08:11,084 --> 00:08:14,524 and, having grounding ourselves in that. We call 221 00:08:14,524 --> 00:08:15,185 it kind. 222 00:08:16,365 --> 00:08:18,524 So what that means is really grounding in 223 00:08:18,524 --> 00:08:21,245 that principle of what our identity should be, 224 00:08:21,245 --> 00:08:23,404 who do we wanna be, in the market, 225 00:08:23,404 --> 00:08:25,644 and with with our patients and communities that 226 00:08:25,644 --> 00:08:28,779 we serve. And once that definition was clear, 227 00:08:29,079 --> 00:08:31,319 it was very easy to get our teams 228 00:08:31,319 --> 00:08:31,819 aligned 229 00:08:32,279 --> 00:08:34,039 to do the right thing. And and not 230 00:08:34,039 --> 00:08:36,600 only doing the right thing, but also creating 231 00:08:36,600 --> 00:08:39,240 new ideas and new opportunities to create this 232 00:08:39,240 --> 00:08:40,779 culture of safety and quality. 233 00:08:41,225 --> 00:08:43,545 So, I would say that the fundamental change 234 00:08:43,545 --> 00:08:46,445 was really grounding ourselves in that vision 235 00:08:46,904 --> 00:08:49,705 of, our identity and how we wanted to 236 00:08:49,705 --> 00:08:50,425 show up, 237 00:08:50,745 --> 00:08:53,065 every single day, at work and in our 238 00:08:53,065 --> 00:08:53,565 communities. 239 00:08:54,850 --> 00:08:56,289 I love that. Thank you so much for 240 00:08:56,289 --> 00:08:58,370 digging a bit deeper there. Now looking ahead 241 00:08:58,370 --> 00:09:00,049 in 2026, what are some of the big 242 00:09:00,049 --> 00:09:02,309 priorities and headwinds that you're focused on? 243 00:09:03,330 --> 00:09:05,830 Another great question. I think the biggest, 244 00:09:06,450 --> 00:09:08,690 you know, challenge that we face is a 245 00:09:08,690 --> 00:09:11,625 lot of uncertainty in the health care market. 246 00:09:11,865 --> 00:09:13,865 You know, with the shifts that are occurring 247 00:09:13,865 --> 00:09:16,024 on the payer side, with some of the 248 00:09:16,024 --> 00:09:18,365 regulatory changes and shifts that are occurring, 249 00:09:19,144 --> 00:09:20,745 one of the key things that we need 250 00:09:20,745 --> 00:09:23,144 to build in health care going forward is 251 00:09:23,144 --> 00:09:25,804 a lot of agility. Right? Moving with, 252 00:09:26,549 --> 00:09:29,529 with speed when it comes to change adaption. 253 00:09:29,990 --> 00:09:31,190 And I think that is one of the 254 00:09:31,190 --> 00:09:33,190 biggest headwinds that I see for us in 255 00:09:33,190 --> 00:09:34,250 2026. 256 00:09:34,389 --> 00:09:36,549 We need to build the right infrastructure so 257 00:09:36,549 --> 00:09:38,470 we could be a far more agile in 258 00:09:38,470 --> 00:09:39,910 health care than what we have been in 259 00:09:39,910 --> 00:09:40,570 the past. 260 00:09:41,014 --> 00:09:42,475 To give you one example, 261 00:09:43,335 --> 00:09:46,315 in health care, there's a belief that when 262 00:09:46,534 --> 00:09:48,634 a new study or a new, 263 00:09:49,095 --> 00:09:52,154 treatment option comes out, it takes ten years 264 00:09:52,455 --> 00:09:54,475 for us to adapt that into mainstream 265 00:09:55,014 --> 00:09:55,514 practice. 266 00:09:56,409 --> 00:09:58,970 That can no longer be true. Right? Going 267 00:09:58,970 --> 00:10:02,350 forward, our health care, our delivery, our knowledge 268 00:10:02,730 --> 00:10:04,350 is changing so rapidly 269 00:10:04,730 --> 00:10:06,250 that I think we need to be a 270 00:10:06,250 --> 00:10:08,330 lot more agile than waiting for ten years 271 00:10:08,330 --> 00:10:09,549 to adapt those changes. 272 00:10:09,865 --> 00:10:11,705 And so how do we create that agility 273 00:10:11,705 --> 00:10:13,625 from ground up? I think that is one 274 00:10:13,625 --> 00:10:14,764 of the biggest challenge 275 00:10:15,144 --> 00:10:17,545 that we face as an organization and as 276 00:10:17,545 --> 00:10:20,264 health care market. And so, we look forward 277 00:10:20,264 --> 00:10:23,179 to partnering, we look forward to learning best 278 00:10:23,179 --> 00:10:23,679 practices, 279 00:10:24,059 --> 00:10:25,899 and we look forward to innovating in the 280 00:10:25,899 --> 00:10:27,820 space so that we can continue to adapt 281 00:10:27,820 --> 00:10:30,639 and change. It requires a very different mindset 282 00:10:31,100 --> 00:10:33,660 from our physicians, from our frontline teams, from 283 00:10:33,660 --> 00:10:34,320 our workers, 284 00:10:34,774 --> 00:10:37,495 and then also requires an enormous level of 285 00:10:37,495 --> 00:10:37,995 collaboration. 286 00:10:39,014 --> 00:10:42,695 I was shared, a a, an image that 287 00:10:42,695 --> 00:10:45,274 change management is like a rider, 288 00:10:45,894 --> 00:10:47,835 that is riding on top of an elephant. 289 00:10:47,894 --> 00:10:50,600 And an elephant has three parts. Right? We 290 00:10:50,600 --> 00:10:53,000 consider the head of the elephant. We consider 291 00:10:53,000 --> 00:10:54,679 the body of the elephant and then the 292 00:10:54,679 --> 00:10:55,179 tail. 293 00:10:55,960 --> 00:10:58,600 The head is sort of your leaders that 294 00:10:58,600 --> 00:10:59,340 are continuously 295 00:10:59,720 --> 00:11:02,565 helping you navigate through change. They're the visionaries 296 00:11:02,784 --> 00:11:04,704 that help you at the front line. They're 297 00:11:04,704 --> 00:11:06,865 the ones that are quickly adapting to change 298 00:11:06,865 --> 00:11:09,584 and defining the path that you're gonna walk 299 00:11:09,584 --> 00:11:11,664 on. Then the body is sort of the 300 00:11:11,664 --> 00:11:14,485 rest of the the the system, the provider, 301 00:11:14,544 --> 00:11:17,459 the teammates that really drag along with the 302 00:11:17,459 --> 00:11:18,279 change process. 303 00:11:18,740 --> 00:11:20,740 And then your tails are the people that 304 00:11:20,740 --> 00:11:23,699 are normally resistant to change. They want things 305 00:11:23,699 --> 00:11:25,620 to be the way they are. And so 306 00:11:25,620 --> 00:11:27,379 when we think about that body, it's really 307 00:11:27,379 --> 00:11:29,720 thinking about how do we create an infrastructure 308 00:11:30,264 --> 00:11:32,504 that supports all three parts of the elephant. 309 00:11:32,504 --> 00:11:33,804 Right? Of course, ahead, 310 00:11:34,264 --> 00:11:37,225 we leverage the opportunity and the motivation that 311 00:11:37,225 --> 00:11:38,985 those leaders have to create the vision and 312 00:11:38,985 --> 00:11:40,985 the path. Then we create how do we 313 00:11:40,985 --> 00:11:43,544 motivate and invigorate the body to continue to 314 00:11:43,544 --> 00:11:45,860 move forward? And then how do we address 315 00:11:45,860 --> 00:11:48,259 those people at the tail that really are 316 00:11:48,259 --> 00:11:50,340 reluctant to change and bring them along through 317 00:11:50,340 --> 00:11:52,180 the journey so that we don't leave any 318 00:11:52,180 --> 00:11:54,820 parts behind and that we create no abrasion 319 00:11:54,820 --> 00:11:57,139 and we create a holistic moment towards that 320 00:11:57,139 --> 00:11:58,820 change? And then we wanna do that with 321 00:11:58,820 --> 00:12:01,304 agility, with quickness, with, with, 322 00:12:01,684 --> 00:12:02,824 fast paced approach, 323 00:12:03,445 --> 00:12:05,605 with the number of changes coming our way. 324 00:12:05,605 --> 00:12:07,204 And so I I feel like that is 325 00:12:07,204 --> 00:12:09,365 one of the biggest challenge and barriers that 326 00:12:09,365 --> 00:12:12,164 we continuously work through, and we're adapting and 327 00:12:12,164 --> 00:12:15,225 and pivoting and and building in '26. 328 00:12:16,220 --> 00:12:17,579 That's amazing to hear, and I think it's 329 00:12:17,579 --> 00:12:19,279 so precious to have that understanding 330 00:12:19,659 --> 00:12:21,740 of the mindset that needs to shift within 331 00:12:21,740 --> 00:12:23,740 your teams and looking at that nimbleness and 332 00:12:23,740 --> 00:12:24,399 the agility, 333 00:12:24,860 --> 00:12:25,839 especially knowing, 334 00:12:26,539 --> 00:12:28,379 what, you know, is coming down the pipe 335 00:12:28,379 --> 00:12:29,279 and how quickly 336 00:12:29,764 --> 00:12:31,764 things and changes and best practices need to 337 00:12:31,764 --> 00:12:33,144 be adopted. And I appreciate, 338 00:12:33,684 --> 00:12:35,205 the mental model too when you're talking about 339 00:12:35,205 --> 00:12:37,205 the elephant and everything else. That's, 340 00:12:37,845 --> 00:12:40,004 you know, a really helpful image when you're 341 00:12:40,004 --> 00:12:42,504 thinking about, you know, how you're moving forward. 342 00:12:43,549 --> 00:12:45,069 I I'm curious. What do you think the 343 00:12:45,069 --> 00:12:46,269 hardest thing you'll have to do in the 344 00:12:46,269 --> 00:12:47,490 coming year will be? 345 00:12:48,269 --> 00:12:50,829 Oh, the there's many hard things coming our 346 00:12:50,829 --> 00:12:52,629 way as we think about the headwinds, but 347 00:12:52,629 --> 00:12:55,470 I think the hardest thing is, you know, 348 00:12:55,470 --> 00:12:58,449 what's happening, from from the government side, 349 00:12:59,144 --> 00:13:02,204 what's happening with our payer, limitations. And, 350 00:13:02,584 --> 00:13:04,985 as parts of the health care markets get 351 00:13:04,985 --> 00:13:05,485 squeezed, 352 00:13:06,504 --> 00:13:09,485 it it truly becomes our accountability and responsibility 353 00:13:09,865 --> 00:13:12,000 to meet the needs of our community. So 354 00:13:12,000 --> 00:13:14,480 how do we expand our scope beyond what 355 00:13:14,480 --> 00:13:17,200 we're doing today to continuously look at that 356 00:13:17,200 --> 00:13:19,620 need and address? To give you an example, 357 00:13:20,240 --> 00:13:22,899 many hospitals are struggling with their margins. 358 00:13:23,840 --> 00:13:26,179 Although Advocate is doing really well overall, 359 00:13:26,834 --> 00:13:29,475 we continue to think about what happens when 360 00:13:29,475 --> 00:13:32,034 there's limited resources in our community, whether we're 361 00:13:32,034 --> 00:13:33,495 talking about social resources, 362 00:13:33,875 --> 00:13:36,375 whether we're talking about access to health care, 363 00:13:36,754 --> 00:13:39,334 whether we're talking about payer specific resources, 364 00:13:40,070 --> 00:13:42,570 with things like Affordable Care Act at risk, 365 00:13:43,190 --> 00:13:45,690 you know, what when and lot of uninsured 366 00:13:46,230 --> 00:13:49,190 and uncovered care increasing in our markets. How 367 00:13:49,190 --> 00:13:51,750 do we continuously think about the challenges of 368 00:13:51,750 --> 00:13:54,710 meeting those needs, keeping our communities healthy and 369 00:13:54,710 --> 00:13:55,210 productive, 370 00:13:55,884 --> 00:13:58,784 and continuously look at those opportunities of prevention, 371 00:13:59,485 --> 00:14:01,964 before the care of, cost of care gets 372 00:14:01,964 --> 00:14:04,284 out of hand. And so those are, you 373 00:14:04,284 --> 00:14:06,044 know, sort of the key headwinds that we 374 00:14:06,044 --> 00:14:07,424 continuously think about, 375 00:14:07,964 --> 00:14:11,299 being creative in our model, thinking through opportunities 376 00:14:11,440 --> 00:14:12,899 for expanding the scope, 377 00:14:13,360 --> 00:14:15,539 of how we think about revenue generation 378 00:14:15,919 --> 00:14:18,720 and then continuously thinking through how do we 379 00:14:18,720 --> 00:14:20,960 fund that revenue to benefit the communities that 380 00:14:20,960 --> 00:14:22,799 we serve. To give you an example, in 381 00:14:22,799 --> 00:14:25,754 the Chicagoland area, Advocate Health has committed to 382 00:14:25,754 --> 00:14:26,955 a $1,000,000,000 383 00:14:26,955 --> 00:14:27,855 project in 384 00:14:28,154 --> 00:14:29,674 putting up a hospital in the South Side 385 00:14:29,674 --> 00:14:30,335 Of Chicago. 386 00:14:31,034 --> 00:14:32,794 Again, you know, this is an area that's 387 00:14:32,794 --> 00:14:35,034 been avoided and neglected. It's called a health 388 00:14:35,034 --> 00:14:35,855 care desert. 389 00:14:36,394 --> 00:14:38,389 You've heard stories about the age 390 00:14:38,769 --> 00:14:40,629 discrepancy that we see across 391 00:14:40,930 --> 00:14:43,430 a single street, you know, in that neighborhood. 392 00:14:44,129 --> 00:14:46,210 And so trying to figure out how do 393 00:14:46,210 --> 00:14:49,090 we serve that community, leveraging our scale and 394 00:14:49,090 --> 00:14:49,590 scope, 395 00:14:50,144 --> 00:14:52,804 to continuously meet the need of our Chicagoland, 396 00:14:53,745 --> 00:14:55,125 communities that we serve, 397 00:14:55,584 --> 00:14:57,504 and how do we think about the global 398 00:14:57,504 --> 00:15:00,004 benefit that we create across the entire country? 399 00:15:00,384 --> 00:15:02,144 So those are some key challenges that we 400 00:15:02,144 --> 00:15:04,759 continuously think about. I think the unpredictability 401 00:15:05,059 --> 00:15:07,799 in the healthcare market with the regulatory changes, 402 00:15:08,659 --> 00:15:11,000 lot of changes in the health the dynamics 403 00:15:11,139 --> 00:15:14,100 of what's happening out of Washington can truly 404 00:15:14,100 --> 00:15:15,959 impact our local delivery 405 00:15:16,740 --> 00:15:19,254 in a significant way. And so build building 406 00:15:19,254 --> 00:15:21,575 cushions and ability for us to bounce back 407 00:15:21,575 --> 00:15:24,054 and be agile to create programs and and 408 00:15:24,054 --> 00:15:26,134 meet the needs of our community is constant 409 00:15:26,134 --> 00:15:28,394 thinking that we, do as a team. 410 00:15:29,014 --> 00:15:30,215 I love that. And I think, you know, 411 00:15:30,215 --> 00:15:31,975 in looking critically at some of those things 412 00:15:31,975 --> 00:15:32,794 that you mentioned, 413 00:15:33,250 --> 00:15:35,170 how are you making sure that as you've 414 00:15:35,170 --> 00:15:37,570 got all these dynamics happening, whether it's financial, 415 00:15:37,570 --> 00:15:39,410 whether it's, you know, some of the other 416 00:15:39,410 --> 00:15:41,730 headwinds that you talked about and then looking 417 00:15:41,730 --> 00:15:43,670 at the change management that we've been discussing, 418 00:15:43,889 --> 00:15:45,269 for those folks who 419 00:15:45,715 --> 00:15:47,875 are the tails were, you know, at the 420 00:15:47,875 --> 00:15:49,715 end that want them to stay the same 421 00:15:49,715 --> 00:15:50,215 and, 422 00:15:50,674 --> 00:15:52,835 are are really resisting some of these changes 423 00:15:52,835 --> 00:15:54,615 that are gonna help you accelerate 424 00:15:55,154 --> 00:15:56,855 growth and development and transformation, 425 00:15:57,235 --> 00:15:58,674 how do you work with those folks to 426 00:15:58,674 --> 00:16:00,115 really bring them along and and get them 427 00:16:00,115 --> 00:16:00,929 into a position 428 00:16:01,570 --> 00:16:03,250 to see that big picture and why what 429 00:16:03,250 --> 00:16:05,730 they do every day, is so critical to 430 00:16:05,730 --> 00:16:06,789 to change a bit? 431 00:16:07,490 --> 00:16:09,669 Laura, that's such a great question, 432 00:16:10,129 --> 00:16:12,450 and it's so insightful. And what I've learned 433 00:16:12,450 --> 00:16:13,990 over the years is oftentimes, 434 00:16:14,784 --> 00:16:17,264 those people who are resistant to change are 435 00:16:17,264 --> 00:16:17,764 resistant 436 00:16:18,144 --> 00:16:20,804 either because of a fear of that change, 437 00:16:21,424 --> 00:16:24,384 creating something that is gonna create either more 438 00:16:24,384 --> 00:16:24,884 stress 439 00:16:25,264 --> 00:16:28,230 or create an imbalance in their own personal 440 00:16:28,230 --> 00:16:30,870 life or in their financial life or in 441 00:16:30,870 --> 00:16:32,330 their, you know, 442 00:16:33,350 --> 00:16:34,230 individual life, 443 00:16:34,870 --> 00:16:37,429 balance, overall. And so I you know, how 444 00:16:37,429 --> 00:16:39,990 do we address that meaningfully? I think the 445 00:16:39,990 --> 00:16:43,254 first and foremost is get digging deeper into 446 00:16:43,554 --> 00:16:44,054 understanding 447 00:16:44,674 --> 00:16:46,294 what matters to them most. 448 00:16:46,914 --> 00:16:49,394 We talk about, addressing this with our patients, 449 00:16:49,394 --> 00:16:50,995 but we need to do that with everyone, 450 00:16:50,995 --> 00:16:52,774 whether it's our teammates, our providers, 451 00:16:53,154 --> 00:16:53,894 our communities. 452 00:16:54,355 --> 00:16:56,115 What is it that matters the most to 453 00:16:56,115 --> 00:16:58,519 them? And then I think working around, 454 00:16:59,059 --> 00:17:00,519 seeing the change differently. 455 00:17:00,980 --> 00:17:03,480 Instead of saying that change is disruptive, 456 00:17:04,339 --> 00:17:07,220 I think seeing the change being collaborative and 457 00:17:07,220 --> 00:17:07,720 helpful, 458 00:17:08,660 --> 00:17:10,200 and how can it address 459 00:17:10,664 --> 00:17:12,285 and and really redesign 460 00:17:12,825 --> 00:17:15,485 our workflow to help us in that direction, 461 00:17:16,184 --> 00:17:17,945 could be a huge way that we begin 462 00:17:17,945 --> 00:17:20,105 to uplift. And you will still find some 463 00:17:20,105 --> 00:17:22,585 people that are resistant. They're gonna see how 464 00:17:22,585 --> 00:17:25,244 the change is adapted and done with others. 465 00:17:25,480 --> 00:17:26,220 And oftentimes, 466 00:17:26,599 --> 00:17:29,000 leveraging their peers and other people who can 467 00:17:29,000 --> 00:17:29,500 really 468 00:17:29,880 --> 00:17:31,880 show them that they trust, I think, could 469 00:17:31,880 --> 00:17:34,519 be a great way. The other opportunity that 470 00:17:34,519 --> 00:17:36,059 I see is really 471 00:17:36,440 --> 00:17:39,419 redeveloping and building trust in health care overall. 472 00:17:40,105 --> 00:17:42,684 There's a lot of dissonance and and separation 473 00:17:42,825 --> 00:17:45,325 that's beginning to occur with administration 474 00:17:45,625 --> 00:17:47,384 and people in the front line of care 475 00:17:47,384 --> 00:17:50,024 delivery, with how we manage the business of 476 00:17:50,024 --> 00:17:52,424 health care, with how we deliver care and 477 00:17:52,424 --> 00:17:54,524 the vision and mission of what we do. 478 00:17:54,700 --> 00:17:56,240 And sometimes that malalignment 479 00:17:56,619 --> 00:17:59,680 as, you know, venture capital investments and others 480 00:17:59,900 --> 00:18:01,119 get into health care, 481 00:18:01,740 --> 00:18:04,400 leads to a lot of abrasion 482 00:18:04,779 --> 00:18:06,559 with how our providers view, 483 00:18:07,180 --> 00:18:08,240 health care overall. 484 00:18:08,755 --> 00:18:10,595 And so I think bringing them along and 485 00:18:10,595 --> 00:18:12,515 helping them see the good that we can 486 00:18:12,515 --> 00:18:13,015 create, 487 00:18:13,554 --> 00:18:16,434 with appropriate change management and making sure that 488 00:18:16,434 --> 00:18:16,934 they, 489 00:18:17,315 --> 00:18:19,075 have a vision and a stake in the 490 00:18:19,075 --> 00:18:19,575 process 491 00:18:20,034 --> 00:18:23,230 can be hugely helpful in navigating through and 492 00:18:23,230 --> 00:18:26,669 bringing everyone along. But it definitely requires a 493 00:18:26,669 --> 00:18:29,089 lot of effort. It require it requires infrastructure 494 00:18:29,390 --> 00:18:31,549 so that we can find out those deeper 495 00:18:31,549 --> 00:18:33,009 thoughts and deeper concerns 496 00:18:33,390 --> 00:18:36,109 and then continuously build our vision around that 497 00:18:36,109 --> 00:18:37,569 to support them as well. 498 00:18:38,434 --> 00:18:40,615 But, you know, it's an effort, but, 499 00:18:41,075 --> 00:18:42,595 like I said, if you build it correctly 500 00:18:42,595 --> 00:18:44,115 and if you do it the right way, 501 00:18:44,115 --> 00:18:46,515 it could be hugely helpful as we navigate 502 00:18:46,515 --> 00:18:47,015 through, 503 00:18:47,474 --> 00:18:49,075 the changes that are coming our way in 504 00:18:49,075 --> 00:18:51,015 health care. To give you one example, 505 00:18:51,809 --> 00:18:52,630 we deployed 506 00:18:53,250 --> 00:18:54,309 Dex Nuance, 507 00:18:54,769 --> 00:18:55,809 which is our, 508 00:18:56,210 --> 00:18:57,509 platform for 509 00:18:57,809 --> 00:18:59,990 ambient listening and note generation. 510 00:19:00,450 --> 00:19:02,529 And initially, there was a lot of thought 511 00:19:02,529 --> 00:19:05,250 about, wait. This is gonna create disruption. I 512 00:19:05,250 --> 00:19:07,345 have one more task to do in the 513 00:19:07,345 --> 00:19:07,845 day. 514 00:19:08,384 --> 00:19:11,424 But once we found those early adapters and 515 00:19:11,424 --> 00:19:13,664 they were able to come back and they 516 00:19:13,664 --> 00:19:16,224 were able to share with others that it 517 00:19:16,224 --> 00:19:18,784 really decreased down their pajama time. The notes 518 00:19:18,784 --> 00:19:19,605 were amazing, 519 00:19:19,909 --> 00:19:22,549 and it captured so many things. And then 520 00:19:22,549 --> 00:19:25,130 we started to collect safety events and episodes, 521 00:19:25,190 --> 00:19:26,809 like things that were found 522 00:19:27,109 --> 00:19:29,349 by ambient AI that perhaps would have been 523 00:19:29,349 --> 00:19:31,750 missed by providers who were relying on their 524 00:19:31,750 --> 00:19:32,809 memory to document, 525 00:19:33,714 --> 00:19:35,714 things that we could comment on in terms 526 00:19:35,714 --> 00:19:37,335 of patient experience and, 527 00:19:37,794 --> 00:19:39,474 what what was the patient's, 528 00:19:40,034 --> 00:19:41,494 perception of that encounter. 529 00:19:41,954 --> 00:19:44,034 Like, those are deep insights that we now 530 00:19:44,034 --> 00:19:46,674 we could learn that perhaps were missing from 531 00:19:46,674 --> 00:19:49,869 our prior approach. And once that vision was 532 00:19:49,869 --> 00:19:53,890 created and that depth of, information was shared, 533 00:19:54,350 --> 00:19:56,590 it was very easy to now expand the 534 00:19:56,590 --> 00:19:59,230 adaption. So we're still working through that, but 535 00:19:59,230 --> 00:20:02,210 it's been invigorating to have the peers promote, 536 00:20:02,775 --> 00:20:05,575 the change themselves and then create this process 537 00:20:05,575 --> 00:20:06,315 of adoption. 538 00:20:07,575 --> 00:20:09,335 I love that. And what a great example 539 00:20:09,335 --> 00:20:10,795 of how you can really, 540 00:20:11,255 --> 00:20:13,734 work with those team members and empower that 541 00:20:13,894 --> 00:20:16,690 the growth and the adoption and everything else. 542 00:20:16,930 --> 00:20:18,690 I I love that example, and it's so 543 00:20:18,690 --> 00:20:20,850 helpful to illustrate everything you've been talking about 544 00:20:20,850 --> 00:20:23,330 today. And before we wrap up, I wanted 545 00:20:23,330 --> 00:20:25,890 to just touch on growth as well. How 546 00:20:25,890 --> 00:20:28,450 do you see the big opportunities for growth, 547 00:20:28,769 --> 00:20:30,974 coming through at a Condell Medical Center, and 548 00:20:31,134 --> 00:20:32,095 what do you see as being some of 549 00:20:32,095 --> 00:20:33,934 the things that you're most focused on for 550 00:20:33,934 --> 00:20:34,674 the next year? 551 00:20:35,775 --> 00:20:37,775 Another great question, Laura. And I think, you 552 00:20:37,775 --> 00:20:39,775 know, there's a short term plan, and there's 553 00:20:39,775 --> 00:20:41,375 a long term plan as we think about 554 00:20:41,375 --> 00:20:43,855 our strategic planning and how we think about 555 00:20:43,855 --> 00:20:44,355 growth. 556 00:20:44,799 --> 00:20:47,619 I think the reality is that, you know, 557 00:20:47,680 --> 00:20:50,500 our perception and our health care market 558 00:20:50,880 --> 00:20:53,059 has been very hospital centric, 559 00:20:53,519 --> 00:20:55,220 and that is quickly shifting. 560 00:20:55,680 --> 00:20:58,644 As we look at alternative places of care 561 00:20:58,644 --> 00:21:00,664 delivery, we look at different models 562 00:21:01,045 --> 00:21:03,384 and innovation when it comes to health care, 563 00:21:03,924 --> 00:21:06,884 the adoption of AI and, you know, shifting 564 00:21:06,884 --> 00:21:09,384 of care more in the community setting. 565 00:21:09,765 --> 00:21:11,605 I feel that there's an opportunity for us 566 00:21:11,605 --> 00:21:13,980 to think differently about health care and expanding 567 00:21:14,039 --> 00:21:14,700 the scope 568 00:21:15,000 --> 00:21:17,819 beyond the hospital. And so I think hospitals 569 00:21:17,960 --> 00:21:19,240 will, in the next, 570 00:21:19,640 --> 00:21:22,119 few years, we'll really be looking at their 571 00:21:22,119 --> 00:21:24,279 model of care and thinking about how do 572 00:21:24,279 --> 00:21:26,460 we integrate with lot more services, 573 00:21:27,085 --> 00:21:29,105 preventative services, and things, 574 00:21:29,725 --> 00:21:30,465 that previously 575 00:21:30,845 --> 00:21:33,325 affected the bottom line of the hospitals, but 576 00:21:33,325 --> 00:21:36,125 truly in the long run benefit us in 577 00:21:36,125 --> 00:21:38,285 in creating health and wellness in the communities 578 00:21:38,285 --> 00:21:40,379 that we serve. I think that shift is 579 00:21:40,379 --> 00:21:40,879 coming, 580 00:21:41,259 --> 00:21:43,200 and, that is truly 581 00:21:43,500 --> 00:21:44,159 the the 582 00:21:44,619 --> 00:21:46,399 the prominent way that we are, 583 00:21:46,779 --> 00:21:49,419 pivoting to think about growth for Khandel is 584 00:21:49,419 --> 00:21:51,819 truly looking at our community needs and how 585 00:21:51,819 --> 00:21:54,134 do we meet those needs through creation of 586 00:21:54,134 --> 00:21:56,955 programs and innovation within health care delivery model. 587 00:21:58,134 --> 00:22:00,055 I love that. Doctor Shaw, thank you so 588 00:22:00,055 --> 00:22:01,654 much for joining us on the podcast today. 589 00:22:01,654 --> 00:22:03,494 This has been such an informative and and 590 00:22:03,494 --> 00:22:04,235 fun conversation, 591 00:22:04,615 --> 00:22:06,455 and I look forward to connecting with you 592 00:22:06,455 --> 00:22:08,640 again soon as well as at the annual 593 00:22:08,640 --> 00:22:10,080 meeting in April. I know you'll be speaking 594 00:22:10,080 --> 00:22:11,599 on a panel there and really touching on 595 00:22:11,599 --> 00:22:13,039 many of these themes and and digging a 596 00:22:13,039 --> 00:22:15,200 bit deeper. So it'll be great to connect 597 00:22:15,200 --> 00:22:17,359 and and, you know, look forward to seeing 598 00:22:17,359 --> 00:22:17,859 you. 599 00:22:18,240 --> 00:22:20,240 Laura, thank you for the opportunity to be 600 00:22:20,240 --> 00:22:22,984 interviewed today, and I love Becker's for all 601 00:22:22,984 --> 00:22:25,304 the great information and best practices you all 602 00:22:25,304 --> 00:22:27,304 bring forward to help all of us in 603 00:22:27,304 --> 00:22:29,244 the health care community. So thank you.