1 00:00:00,070 --> 00:00:02,360 This is Laura Dedo with the Becker's Healthcare Podcast. 2 00:00:02,980 --> 00:00:04,880 I'm thrilled today to be joined by Katherine Corbin, 3 00:00:04,880 --> 00:00:08,160 chief Business Innovation Officer at St. Jude's Children's Research Hospital. 4 00:00:08,310 --> 00:00:10,600 Katherine, it's a pleasure to have you on the podcast today. 5 00:00:12,390 --> 00:00:14,390 Likewise. Thank you so much for having me, Laura. 6 00:00:15,370 --> 00:00:18,630 Now I'm excited to jump into our conversation because I know there's so much 7 00:00:18,630 --> 00:00:19,510 happening in healthcare, 8 00:00:19,750 --> 00:00:23,670 and especially for children's healthcare is such a fascinating time right now. 9 00:00:23,810 --> 00:00:25,590 But before we dive into our discussion, 10 00:00:25,930 --> 00:00:28,150 can you tell me a little bit more about yourself and your background? 11 00:00:29,760 --> 00:00:30,850 Yeah, I'd love to. 12 00:00:31,200 --> 00:00:34,450 I'll give you the headlines first and then provide a little bit more detail 13 00:00:34,450 --> 00:00:37,650 because folks often look at my resume and ask, 14 00:00:37,750 --> 00:00:42,210 how exactly did you end up in this role? So at a high level, 15 00:00:42,550 --> 00:00:42,810 uh, 16 00:00:42,810 --> 00:00:47,490 I started my career in architecture and healthcare architecture specifically. 17 00:00:47,950 --> 00:00:52,770 So I spent some time designing hospitals and healthcare facilities that led to 18 00:00:52,930 --> 00:00:56,690 a period of time where I was a healthcare administrator for a hospital system 19 00:00:56,700 --> 00:01:01,490 there in Chicago that then led into being a strategy 20 00:01:01,630 --> 00:01:05,610 and operations consultant for hospitals and healthcare systems, 21 00:01:06,110 --> 00:01:08,210 but back in the architecture industry. 22 00:01:09,070 --> 00:01:13,890 And then that led to being a design and innovation consultant while 23 00:01:13,950 --> 00:01:17,410 at ideo, which is a global design and consultancy firm. 24 00:01:18,150 --> 00:01:23,130 And that is where I met St. Jude. They were one of my largest clients, 25 00:01:23,550 --> 00:01:28,370 and we forged a five year working relationship that ultimately led to me 26 00:01:28,370 --> 00:01:33,250 joining the organization in November of 2022 as their first chief 27 00:01:33,610 --> 00:01:36,250 business innovation officer. Um, 28 00:01:36,390 --> 00:01:40,850 so there's a thread to my background that is a mix of healthcare, 29 00:01:41,090 --> 00:01:42,130 a mix of design, 30 00:01:42,310 --> 00:01:46,810 and a mix of operations and thinking about how do you take a strategy 31 00:01:47,190 --> 00:01:51,970 and put it into action. Um, and that is how I ended up at St. 32 00:01:51,970 --> 00:01:52,803 Jude today. 33 00:01:54,060 --> 00:01:57,240 Wow. That is what a, an amazing career journey. And you know, 34 00:01:57,280 --> 00:02:01,680 I can imagine every step of the way picking up new skills and, um, you know, 35 00:02:01,940 --> 00:02:06,880 new tools I suppose that will really help you deliver on this kind of mix 36 00:02:06,880 --> 00:02:10,800 between healthcare design and operations and making sure that you're getting 37 00:02:10,800 --> 00:02:14,520 everything and executing on the strategy that's set out for you. And, 38 00:02:14,540 --> 00:02:19,280 and so from your perspective, you know, title Chief Business Innovation Officer, 39 00:02:19,470 --> 00:02:22,960 what does that really bring to the organization? How is that, uh, 40 00:02:22,960 --> 00:02:26,880 different from any of the other roles that are happening in the C-suite and and 41 00:02:26,880 --> 00:02:28,200 what are you really accountable for? 42 00:02:29,500 --> 00:02:30,710 Yeah, absolutely. Well, 43 00:02:31,250 --> 00:02:35,430 so to the point of the strategy and operations piece of my background, 44 00:02:35,490 --> 00:02:39,830 and certainly having spent many years in healthcare in some capacity, 45 00:02:40,530 --> 00:02:40,810 um, 46 00:02:40,810 --> 00:02:45,630 at the heart of my role is working with other members of the senior leadership 47 00:02:45,630 --> 00:02:50,630 team and other department leaders across the organization to bring our 48 00:02:50,630 --> 00:02:53,790 really ambitious, uh, strategic plan to life. 49 00:02:54,570 --> 00:02:59,440 And the twist on it is that I will be using my background in 50 00:02:59,460 --> 00:03:03,680 design and using design skills systems thinking, um, 51 00:03:03,680 --> 00:03:07,440 human-centered design as the way that I uniquely or, 52 00:03:07,740 --> 00:03:12,280 or strive to approach problem solving in a somewhat different fashion. Um, 53 00:03:12,460 --> 00:03:14,160 so with the strategic plan, 54 00:03:14,330 --> 00:03:17,680 we've got 11 major goals within it. 55 00:03:17,790 --> 00:03:22,680 They range from research initiatives since that is at the heart of what we do 56 00:03:22,700 --> 00:03:27,360 at St. Jude Children's Research Hospital. Um, we also have clinical initiatives, 57 00:03:27,460 --> 00:03:32,320 and then we have a large category that encompasses goals related to 58 00:03:32,320 --> 00:03:36,200 people and place. And that last bucket, 59 00:03:36,640 --> 00:03:41,640 I would say is where the role of chief business innovation officer has a lot 60 00:03:41,640 --> 00:03:46,640 of opportunity because I see great promise there in how we 61 00:03:46,740 --> 00:03:48,760 can advance, um, 62 00:03:49,260 --> 00:03:53,240 the human experience of our employees and the human experience of our patients 63 00:03:53,260 --> 00:03:57,480 and families through creative problem solving, through human-centered design, 64 00:03:57,580 --> 00:04:01,680 and thinking about how do we solve the business problems that we've identified 65 00:04:01,700 --> 00:04:06,120 or the ways that we want to make progress as an organization using 66 00:04:06,710 --> 00:04:08,160 some of the skills, um, 67 00:04:08,300 --> 00:04:13,160 and tools from my design background to drive that change forward. I. 68 00:04:13,650 --> 00:04:17,050 Love that. And it seems like, you know, such an important role to really, 69 00:04:17,050 --> 00:04:17,883 as you were saying, 70 00:04:18,200 --> 00:04:21,330 meet the needs of an evolving healthcare space and really healthcare 71 00:04:21,330 --> 00:04:25,930 transformation. Now, when you think about St. Jude's Children's in particular, 72 00:04:25,960 --> 00:04:28,250 what is your growth strategy for the next year or two? 73 00:04:28,550 --> 00:04:32,370 How are you really overcoming some of the challenges in the industry as well as 74 00:04:32,370 --> 00:04:35,690 taking advantage of the innovation and opportunities out there? 75 00:04:36,940 --> 00:04:38,390 Sure. I'll think, I'll, 76 00:04:38,540 --> 00:04:42,990 I'll address this from kind of a micro level and a macro level. 77 00:04:43,130 --> 00:04:44,030 So when I say micro, 78 00:04:44,040 --> 00:04:48,870 these are the things that are kind of near to my role or near to, um, 79 00:04:49,170 --> 00:04:50,910 my particular responsibilities. 80 00:04:51,490 --> 00:04:56,470 And one of the things that I am looking to literally grow in the next couple of 81 00:04:56,470 --> 00:04:59,590 years is my team. I'm currently a team of one, 82 00:05:00,090 --> 00:05:03,630 and part of my role involves building out, um, 83 00:05:03,650 --> 00:05:08,550 the office of Strategic Innovation and Design so that we can work, 84 00:05:08,970 --> 00:05:09,190 uh, 85 00:05:09,190 --> 00:05:13,990 more broadly across the organization rather than just have everything come 86 00:05:13,990 --> 00:05:18,470 through me or come to me. So I'm really excited to begin recruitment for that, 87 00:05:19,170 --> 00:05:20,830 um, and build out a, 88 00:05:21,190 --> 00:05:26,030 a set of people with a unique set of skills and capabilities inside 89 00:05:26,050 --> 00:05:29,620 of healthcare organization at the macro level, 90 00:05:30,280 --> 00:05:33,460 things that I'm thinking about when it comes to growth for St. Jude. 91 00:05:33,480 --> 00:05:37,300 And some of the challenges and opportunities we have in front of us, 92 00:05:37,860 --> 00:05:41,460 I would say are somewhat similar to what you read a lot about in the news. 93 00:05:41,600 --> 00:05:42,320 So of course, 94 00:05:42,320 --> 00:05:47,260 how do we attract and retain a workforce in today's 95 00:05:47,260 --> 00:05:48,460 economy? Uh, 96 00:05:48,460 --> 00:05:53,180 there's a huge generational shift underway that I would say we feel rather 97 00:05:53,450 --> 00:05:55,140 acutely in the world of healthcare. 98 00:05:55,490 --> 00:06:00,320 What I mean by that is that we have a nursing shortage across 99 00:06:00,380 --> 00:06:04,440 the US and we have a huge generation of nurses, 100 00:06:04,910 --> 00:06:09,360 many of whom are in the baby boomer generation who are reaching retirement age. 101 00:06:09,420 --> 00:06:14,000 And we simply just don't have enough people coming up behind them to fill those 102 00:06:14,000 --> 00:06:17,080 spaces in one for one. But the demands are there, 103 00:06:17,390 --> 00:06:21,480 perhaps even more acute than they were in the past because we're treating 104 00:06:22,120 --> 00:06:24,240 children with ever more complex diseases. 105 00:06:24,260 --> 00:06:29,040 And our research ambitions haven't slowed down either. So attracting, 106 00:06:29,550 --> 00:06:32,960 retaining employees is certainly a growth challenge, 107 00:06:33,020 --> 00:06:34,920 but also an opportunity for us. 108 00:06:35,390 --> 00:06:38,000 It's one of the things that I'm working on right now, in fact, 109 00:06:38,150 --> 00:06:40,520 with our SVP of HR, 110 00:06:41,100 --> 00:06:45,120 is to design a long-term strategy for St. 111 00:06:45,150 --> 00:06:49,840 Jude when it comes to hybrid and remote work opportunities. Um, 112 00:06:49,900 --> 00:06:51,440 I'm sure you can appreciate , 113 00:06:51,540 --> 00:06:56,480 that's tricky when so much of the work that we do truly does 114 00:06:56,480 --> 00:06:58,080 happen on campus, 115 00:06:58,220 --> 00:07:02,760 either at the bedside with the patient or at the bench in our research labs. 116 00:07:03,420 --> 00:07:06,000 Um, so that's just one example of, uh, 117 00:07:06,310 --> 00:07:10,840 some of the growth strategies and challenges that we have as an 118 00:07:10,840 --> 00:07:12,760 institution ahead of us. 119 00:07:13,420 --> 00:07:18,330 One other one that I look to with a lot of excitement is as I've 120 00:07:18,330 --> 00:07:19,610 joined the organization, 121 00:07:20,040 --> 00:07:24,170 several folks have reached out saying that they've got their own personal 122 00:07:24,530 --> 00:07:29,290 interest or curiosity about innovation or how they can apply certain 123 00:07:29,450 --> 00:07:33,530 elements of design thinking to their everyday jobs. 124 00:07:34,070 --> 00:07:37,930 How can they approach problem solving a bit more creatively than perhaps they 125 00:07:37,960 --> 00:07:40,330 even think they have the capacity to do? 126 00:07:41,030 --> 00:07:45,690 And so I see that as an opportunity to be a coach to them or a 127 00:07:45,690 --> 00:07:50,610 facilitator in bringing groups together in creating small grassroots type 128 00:07:50,610 --> 00:07:54,530 communities within our broader environment, um, 129 00:07:54,790 --> 00:07:55,890 to help foster that, 130 00:07:56,000 --> 00:08:00,810 that enthusiasm for design and applying designs to healthcare. 131 00:08:02,120 --> 00:08:05,540 That's a really amazing point, and I can imagine, as you said, you know, 132 00:08:05,560 --> 00:08:07,180 having that title out there, 133 00:08:07,420 --> 00:08:11,060 having innovation as part of what you're doing at the top level of St. 134 00:08:11,060 --> 00:08:13,380 Jude certainly can be interesting to folks. 135 00:08:13,440 --> 00:08:17,140 And so when you do have people come to you and say, I wanna be part of this, 136 00:08:17,220 --> 00:08:21,420 I wanna figure out how I can do more of this within my role in my particular 137 00:08:21,420 --> 00:08:23,500 department, how do you coach them through that? 138 00:08:23,570 --> 00:08:28,460 What do you do to get into the headspace or just really the space in 139 00:08:28,460 --> 00:08:32,060 general where that innovation is possible, especially for someone you know, 140 00:08:32,200 --> 00:08:37,140 who may not have that type of mindset in the past and we're really more of just 141 00:08:37,140 --> 00:08:41,500 following directions or, or, um, in a space where they were really more tightly, 142 00:08:41,840 --> 00:08:45,900 um, managed to the day-to-day and historical processes of healthcare? 143 00:08:47,790 --> 00:08:52,010 Oh my gosh, Laura, you hit on one of the fundamental, uh, 144 00:08:52,130 --> 00:08:56,080 tensions I feel, um, very regularly, and it's a good tension, 145 00:08:56,900 --> 00:09:01,880 but the tension is that I am in an institution with a lot of 146 00:09:01,880 --> 00:09:03,040 brilliant people, 147 00:09:03,430 --> 00:09:08,200 many of whom are scientists or people who have been trained to 148 00:09:08,910 --> 00:09:12,320 look for answers using empirical data. Um, 149 00:09:12,620 --> 00:09:16,480 and design particularly, uh, innovation, 150 00:09:17,260 --> 00:09:22,160 really likes to have ambiguity as a tool and a thing that you use 151 00:09:22,220 --> 00:09:26,080 for good rather than a thing you try and shut down prematurely. 152 00:09:26,860 --> 00:09:28,280 So to answer your question, 153 00:09:28,280 --> 00:09:33,040 when folks reach out asking about innovation and how can they bring it into 154 00:09:33,040 --> 00:09:35,160 their everyday work at St. Jude, 155 00:09:36,000 --> 00:09:38,240 I try to lead first with curiosity, 156 00:09:38,530 --> 00:09:41,320 which is something that I will eventually coach people on, 157 00:09:41,860 --> 00:09:46,600 but I try and show up to that conversation sincerely curious what's on their 158 00:09:46,600 --> 00:09:51,040 mind, why do they want to do this? Why are they interested in innovation? 159 00:09:51,310 --> 00:09:54,280 What problem is it that they think they're trying to solve? 160 00:09:54,980 --> 00:09:56,800 And we begin with a bunch of questions, 161 00:09:57,540 --> 00:10:00,640 and then depending on some of their answers there, 162 00:10:00,870 --> 00:10:05,440 I'll provide any number of ideas. Sometimes we're just brainstorming together. 163 00:10:05,890 --> 00:10:09,800 Other times I'll provide a bit more direct coaching things like, 164 00:10:09,860 --> 00:10:13,760 why don't you try experimenting with this, this, and this? Um, 165 00:10:13,900 --> 00:10:18,600 or perhaps here's how you might structure your next team or departmental meeting 166 00:10:18,780 --> 00:10:23,360 if what you're trying to do is, um, increase engagement, 167 00:10:23,420 --> 00:10:24,180 et cetera. 168 00:10:24,180 --> 00:10:28,680 So I treat a lot of those queries from my colleagues, 169 00:10:29,060 --> 00:10:33,160 as many design opportunities for myself and thinking about, all right, 170 00:10:33,170 --> 00:10:34,080 let's get curious, 171 00:10:34,730 --> 00:10:39,160 understand what problems they think they have and go from there before 172 00:10:39,190 --> 00:10:43,960 immediately jumping into execution or solution mode. 173 00:10:45,060 --> 00:10:46,970 Absolutely. That's a really great point, 174 00:10:47,030 --> 00:10:50,450 and thank you so much for walking us through that. Now, you know, 175 00:10:50,490 --> 00:10:52,010 I can imagine that a lot of, uh, 176 00:10:52,010 --> 00:10:54,850 health systems and organizations are facing the same thing when they're trying 177 00:10:54,850 --> 00:10:58,610 to unlock the potential and the brilliance that they have on their team. So I, 178 00:10:58,690 --> 00:11:02,290 I think that's super, super helpful. Now I'm wondering from your perspective, 179 00:11:02,390 --> 00:11:06,370 if you could tell us a little bit about the most exciting and impactful 180 00:11:06,500 --> 00:11:08,850 initiative or project that you're working on right now. 181 00:11:10,200 --> 00:11:14,650 Sure. Uh, well, I mentioned one of them already, which is around, um, 182 00:11:14,810 --> 00:11:18,880 co-designing with our head of HR and gosh, 183 00:11:18,940 --> 00:11:22,000 at least 30 other members of our staff, um, 184 00:11:22,000 --> 00:11:26,280 co-designing our future remote work policy. Um, 185 00:11:26,380 --> 00:11:31,160 and currently we are engaged in an eight week pilot right now 186 00:11:31,160 --> 00:11:32,200 that's pretty robust. 187 00:11:32,260 --> 00:11:37,160 It has about 200 or so employees participating in that in a 188 00:11:37,160 --> 00:11:41,000 variety of ways. And I think this is exciting for two big reasons. 189 00:11:41,380 --> 00:11:43,840 One is we are, um, 190 00:11:43,840 --> 00:11:48,720 making progress on co-designing this future workplace strategy 191 00:11:48,820 --> 00:11:53,280 and workplace policy. So there's some very practical, um, 192 00:11:53,440 --> 00:11:54,440 outcomes from this. 193 00:11:54,820 --> 00:11:59,280 But I also think it's a great opportunity for us as an organization 194 00:11:59,620 --> 00:12:04,000 to build the muscle of piloting and prototyping, 195 00:12:04,420 --> 00:12:08,280 to learn and iterate before we make final decisions. 196 00:12:08,700 --> 00:12:12,680 That's a core part of the design and innovation process, 197 00:12:13,540 --> 00:12:18,520 and it's a muscle and a skillset that I personally want to build up more of 198 00:12:18,660 --> 00:12:22,800 inside of St. Jude. We've got such strength and, 199 00:12:23,260 --> 00:12:26,920 and credibility, frankly, in the world of scientific research. 200 00:12:27,020 --> 00:12:31,880 And scientific research is based on rigorous experimentation to learn. 201 00:12:32,500 --> 00:12:33,180 And I, 202 00:12:33,180 --> 00:12:37,920 I'm thrilled to be bringing some of that same rigor and applying it, 203 00:12:38,300 --> 00:12:42,840 uh, in a different way, um, in the business side, shall we say, of St. Jude. 204 00:12:43,100 --> 00:12:46,200 So that's one thing. Um, another thing that, uh, 205 00:12:46,500 --> 00:12:50,320 I'm really thrilled about personally is St. 206 00:12:50,320 --> 00:12:54,800 Jude recently opened a new space on campus 207 00:12:55,020 --> 00:12:59,560 that's called the Family Commons, which is 45,000 square feet. 208 00:12:59,820 --> 00:13:03,560 So an entire floor of one of our old inpatient buildings, 209 00:13:04,260 --> 00:13:08,600 and it's 45,000 square feet of space that is dedicated to our patients and 210 00:13:08,880 --> 00:13:12,400 families exclusively. No medical treatment happens here. 211 00:13:12,910 --> 00:13:15,840 There's no clinical activity, and in fact, 212 00:13:15,990 --> 00:13:20,760 very few staff other than those who are there to directly support the Family 213 00:13:20,830 --> 00:13:23,480 commons environment are allowed on this floor. 214 00:13:23,790 --> 00:13:26,080 It's a respite for our patients and families. 215 00:13:26,540 --> 00:13:29,960 And the early reviews of it have been tremendous. 216 00:13:30,840 --> 00:13:35,200 I was a member of the design team for that several years ago, um, 217 00:13:35,200 --> 00:13:39,440 when I was with ideo. And now what's so amazing is, uh, 218 00:13:39,520 --> 00:13:44,440 I get to see it in youth and we are in the early days of developing a 219 00:13:45,080 --> 00:13:49,880 research study to formally study to what extent the family 220 00:13:49,950 --> 00:13:54,840 commons environment may positively impact the patient care experience at 221 00:13:54,900 --> 00:13:59,000 St. Jude. So that is really exciting to me. 222 00:13:59,260 --> 00:14:03,520 I'm eager to get going on it and see what we learned through that process. Um, 223 00:14:03,520 --> 00:14:06,120 and then two other quick things I'll mention, uh, 224 00:14:06,190 --> 00:14:09,160 I've touched on a bit about our strategic plan. 225 00:14:09,830 --> 00:14:13,920 It's the most ambitious growth plan we've had in the institution's 60 year 226 00:14:13,920 --> 00:14:18,160 history. It's roughly, it's 13 billion investment in St. 227 00:14:18,190 --> 00:14:22,520 Jude wherein we're adding 2300 jobs to the 228 00:14:22,520 --> 00:14:26,880 organization. That's part of the reason why it's so important for us, um, 229 00:14:27,060 --> 00:14:30,520 to think strategically about remote and hybrid work. 230 00:14:31,760 --> 00:14:34,420 And there's a lot of campus construction going on. 231 00:14:34,640 --> 00:14:38,540 And so as someone who's just ambitious in her own career, 232 00:14:38,970 --> 00:14:43,540 this is a environment and a place where I feel like my 233 00:14:43,860 --> 00:14:47,820 ambition is, um, equally matched by the organization's ambition. 234 00:14:47,840 --> 00:14:52,340 And that feels like a great fit. And the last thing I would say is, 235 00:14:52,640 --> 00:14:57,100 um, mentoring other women in the workplace is something that I have always cared 236 00:14:57,100 --> 00:14:58,220 passionately about, 237 00:14:58,320 --> 00:15:02,540 and indeed I've benefited from mentorship myself 238 00:15:02,580 --> 00:15:04,580 tremendously. And St. 239 00:15:04,580 --> 00:15:08,260 Jude is committed to mentoring women in leadership, 240 00:15:08,620 --> 00:15:11,980 particularly faculty and senior leadership, 241 00:15:12,440 --> 00:15:16,180 in giving them the opportunity to grow their careers as they wish. 242 00:15:16,800 --> 00:15:21,140 And so that's a place where I'm already starting to get involved and 243 00:15:21,370 --> 00:15:23,540 finding it to be tremendously rewarding. 244 00:15:24,820 --> 00:15:27,970 Absolutely. I love that Catherine, and wow, what a huge, uh, 245 00:15:28,280 --> 00:15:30,690 huge responsibility that is to be, 246 00:15:30,760 --> 00:15:34,690 obviously bringing in so many new people into the workforce, 247 00:15:34,690 --> 00:15:38,810 2300 jobs is a lot. Um, you know, from your perspective, 248 00:15:39,080 --> 00:15:43,410 what does an organization need in order to be able to do that effectively? I, 249 00:15:43,450 --> 00:15:46,530 I can imagine having a strong culture for those who are, um, 250 00:15:46,530 --> 00:15:50,050 already within the organization and, you know, really, um, 251 00:15:50,050 --> 00:15:52,410 I've been there for a while, but, you know, 252 00:15:52,630 --> 00:15:56,570 how do things change when you have such an influx of of staff like that? And, 253 00:15:56,870 --> 00:16:01,610 um, really what can you do to bring people on board as quickly as possible to 254 00:16:01,610 --> 00:16:04,650 understand, you know, where, uh, what you need from them at St. 255 00:16:04,650 --> 00:16:06,370 Jude's for today and, and where you're headed? 256 00:16:07,620 --> 00:16:11,670 Yeah, , uh, not a small task. Um, 257 00:16:12,170 --> 00:16:15,430 and you're absolutely right to hone in on, you know, 258 00:16:15,450 --> 00:16:20,110 hiring 2300 people in an organization that is approximately 259 00:16:20,840 --> 00:16:24,710 6,507, maybe 7,000 people today. Um, 260 00:16:24,950 --> 00:16:29,430 that represents really, really large growth for us. And, 261 00:16:30,170 --> 00:16:34,630 uh, of course that can bring all kinds of changes to your culture, 262 00:16:34,930 --> 00:16:36,190 the employee environment. 263 00:16:36,370 --> 00:16:39,990 And we've already touched on just the generational shifts that are happening in 264 00:16:39,990 --> 00:16:42,990 the workforce across America as it is. Um, 265 00:16:42,990 --> 00:16:45,790 so inherent in all of that is a lot of change, 266 00:16:46,690 --> 00:16:51,430 and it makes me think of one of the values that we have at St. Jude, uh, 267 00:16:51,580 --> 00:16:53,310 potentially my favorite value, 268 00:16:53,440 --> 00:16:57,190 which is embrace the challenge to create a new tomorrow. 269 00:16:58,550 --> 00:17:03,470 I think that being sincerely curious and open to trying things that are 270 00:17:03,530 --> 00:17:06,510 new and different is challenging in and of itself, 271 00:17:07,090 --> 00:17:11,550 but I also believe that's how we create that new tomorrow that we say is so 272 00:17:11,550 --> 00:17:14,830 important for us and for our patients, uh, 273 00:17:14,970 --> 00:17:18,270 and all the others who benefit from the research that happens here. 274 00:17:18,730 --> 00:17:22,510 So when I think about what's important for us, 275 00:17:22,860 --> 00:17:25,270 what we need to do to be successful in the future, 276 00:17:25,830 --> 00:17:30,710 I personally have a strong commitment to fundamentally pushing people to be 277 00:17:30,740 --> 00:17:35,470 sincerely curious and open to trying. Because when we are that way, 278 00:17:35,470 --> 00:17:40,150 then we can embrace those challenges and create a new tomorrow just at St. 279 00:17:40,150 --> 00:17:42,230 Ju value prompts us to do. 280 00:17:43,510 --> 00:17:45,340 Thank you so much for sharing that with us. I, 281 00:17:45,420 --> 00:17:48,700 I think it's so important and so helpful to, as you've mentioned, 282 00:17:48,700 --> 00:17:53,160 think through what's gonna be, um, you know, making that tomorrow, 283 00:17:53,620 --> 00:17:55,400 um, that you're trying to create. And I love that too, 284 00:17:55,400 --> 00:17:58,360 the embrace the challenge to create a new tomorrow. I think, uh, you know, 285 00:17:58,440 --> 00:18:01,040 I wanna take that back to Becker's as well because, you know, 286 00:18:01,040 --> 00:18:04,280 there's so much transformational change happening across the board and so many 287 00:18:04,280 --> 00:18:07,600 different industries and, um, you know, what a great mantra to have. 288 00:18:08,580 --> 00:18:10,760 Before we wrap up our con conversation, 289 00:18:11,000 --> 00:18:15,120 I was wondering if you could talk through the mentorship side of things. You've, 290 00:18:15,500 --> 00:18:16,120 um, you know, 291 00:18:16,120 --> 00:18:19,320 mentioned that mentoring women in the workplace is a passion of yours and 292 00:18:19,520 --> 00:18:22,720 emerging leaders as well. So what do you see as being, um, 293 00:18:22,720 --> 00:18:26,480 the most important thing that healthcare executives can do right now to make 294 00:18:26,480 --> 00:18:28,600 sure that their organizations are successful in the future, 295 00:18:28,600 --> 00:18:32,240 especially as healthcare changes? Um, and really, you know, the, 296 00:18:32,740 --> 00:18:34,160 the world at large evolves? 297 00:18:36,130 --> 00:18:39,260 Uh, well, so that, I would say, 298 00:18:39,300 --> 00:18:43,900 I think an organization's future success is directly correlated with how 299 00:18:43,970 --> 00:18:48,100 effectively it enables the people that make up that organization. 300 00:18:48,760 --> 00:18:50,620 So you can have, you know, 301 00:18:50,620 --> 00:18:55,420 incredible access to tools and technology and other resources, 302 00:18:56,590 --> 00:19:01,330 but if you aren't curious about why your people do what they do, 303 00:19:01,830 --> 00:19:06,730 why they choose you as an organization over some other organization, 304 00:19:07,670 --> 00:19:10,730 why one team seems to be outperforming everyone else, 305 00:19:11,480 --> 00:19:12,770 then I think at best, 306 00:19:13,790 --> 00:19:18,450 you as a leader or you as a member of a leadership team can make a mediocre 307 00:19:18,450 --> 00:19:23,210 choice that's based on an assumption and at work at worst. Rather, 308 00:19:23,390 --> 00:19:27,770 you might miss a big opportunity to lead the market or lead your industry and 309 00:19:27,770 --> 00:19:29,730 your company in a totally new way. 310 00:19:30,630 --> 00:19:35,610 So perhaps that's a long way of saying you have to push yourself and commit to 311 00:19:35,610 --> 00:19:38,850 having an open, inquisitive mindset. 312 00:19:39,470 --> 00:19:43,930 And I think that that can be particularly difficult in healthcare, 313 00:19:44,430 --> 00:19:47,130 and I don't think this is unique to St. Jude necessarily, 314 00:19:47,350 --> 00:19:50,490 but in healthcare where frankly, you know, 315 00:19:50,910 --> 00:19:54,690 taking risks sometimes means people's lives are at stake. 316 00:19:55,030 --> 00:19:59,810 And so you wanna be really intentional about what risks you're taking and 317 00:20:00,110 --> 00:20:04,130 why you're taking them. Things are rather serious and elevated. 318 00:20:04,190 --> 00:20:06,170 The consequences can be quite high. 319 00:20:06,430 --> 00:20:11,250 And so sometimes it can feel like there's not room or time to be 320 00:20:11,250 --> 00:20:16,050 curious or it can be irresponsible to let your mind wander a bit when you 321 00:20:16,150 --> 00:20:17,890 are pretty confident, you know, 322 00:20:18,730 --> 00:20:22,330 a way move forward that has proven itself to work in the past. 323 00:20:23,190 --> 00:20:27,810 But that's where I think any organization and healthcare in particular can fall 324 00:20:27,880 --> 00:20:32,570 into a bit of a trap of going with the known rather than being 325 00:20:32,640 --> 00:20:34,210 open to what could be. 326 00:20:35,340 --> 00:20:38,380 I love it. Catherine, thank you so much for joining us on the podcast today. 327 00:20:38,540 --> 00:20:42,140 I feel like that is such great insight and especially, um, 328 00:20:42,140 --> 00:20:45,100 thinking through healthcare and what it takes to change and what it takes to 329 00:20:45,380 --> 00:20:50,000 transform and, and really become what, uh, patients and communities need next. 330 00:20:50,500 --> 00:20:50,800 Uh, 331 00:20:50,800 --> 00:20:53,400 I really appreciate your time today and I look forward to connecting with you 332 00:20:53,400 --> 00:20:54,233 again soon. 333 00:20:55,480 --> 00:20:59,080 Likewise. It's been a pleasure and wish you all the best, Laura.