1 00:00:00,050 --> 00:00:03,680 Would you like to exchange best practices and ideas to improve care, 2 00:00:03,830 --> 00:00:05,600 enhance operational efficiency, 3 00:00:05,660 --> 00:00:08,000 and address financial challenges with your peers? 4 00:00:08,480 --> 00:00:12,320 Becker's Healthcare is facilitating these conversations at their eighth annual 5 00:00:12,620 --> 00:00:15,400 health, it digital health and R C M meeting. 6 00:00:15,820 --> 00:00:19,120 You can check your eligibility for complimentary attendance at the Lincoln, 7 00:00:19,480 --> 00:00:22,120 the description. We are excited to welcome you in October. 8 00:00:23,180 --> 00:00:25,590 This is Laura Dedo with the Becker's Healthcare Podcast. 9 00:00:26,290 --> 00:00:29,710 I'm thrilled today to be joined by Dr. Jordan Dale, system, c m I o, 10 00:00:29,710 --> 00:00:31,590 and hospitalist at Houston Methodist. 11 00:00:31,610 --> 00:00:33,750 Jordan is a pleasure to have you on the podcast today. 12 00:00:35,070 --> 00:00:36,010 Thanks for having me. 13 00:00:36,960 --> 00:00:38,500 Now, I know we've got a lot to talk about. 14 00:00:38,500 --> 00:00:41,980 There's some fascinating things happening at Houston Methodist and really a, 15 00:00:42,100 --> 00:00:45,340 a great opportunity right now in the healthcare space to implement some really 16 00:00:45,340 --> 00:00:47,940 cool technologies. But before we dive into my questions, 17 00:00:48,280 --> 00:00:50,460 can you tell me a little bit more about yourself and your background? 18 00:00:52,280 --> 00:00:56,250 Yeah, absolutely, Laura. Um, I'm a biomedical engineer by training, uh, 19 00:00:56,250 --> 00:01:00,890 that went into medicine as I saw the passion for patient care. And, um, 20 00:01:01,030 --> 00:01:02,650 you know, when I was going through medical school, 21 00:01:02,650 --> 00:01:07,090 it's when all the EHR implementations, um, started. So it kind of, uh, 22 00:01:07,090 --> 00:01:07,730 struck me at, 23 00:01:07,730 --> 00:01:11,050 at the right time and I was able to use some of my engineering background and, 24 00:01:11,510 --> 00:01:15,850 uh, tech familiarness, uh, you know, to impact patient care on a broader scale. 25 00:01:16,430 --> 00:01:16,650 Um, 26 00:01:16,650 --> 00:01:21,370 so I've helped support clinical technology across health systems for the past 15 27 00:01:21,370 --> 00:01:25,930 years. Um, and really passionate about it, about how it empowers our care teams, 28 00:01:26,430 --> 00:01:29,610 uh, and our patients, uh, when it relates to their care. 29 00:01:30,570 --> 00:01:33,830 That's a really, uh, great background in, in experiences to have, 30 00:01:33,830 --> 00:01:38,150 and I can imagine in the last 15 years, the technology and adoption, 31 00:01:38,150 --> 00:01:40,550 quite frankly has, has really changed and evolved. 32 00:01:41,900 --> 00:01:44,620 Y Yeah, I would say the technology has certainly evolved. I, 33 00:01:44,700 --> 00:01:47,660 I would say of my job, I think of, uh, 34 00:01:47,690 --> 00:01:51,060 informatics kind of in the way that a lot of people in informatics do. 35 00:01:51,060 --> 00:01:52,740 It's about people, process and technology. 36 00:01:53,400 --> 00:01:56,260 I'd say that technology piece has gotten a lot easier. Um, 37 00:01:56,360 --> 00:02:00,220 the people on process is still an opportunity for us to, you know, collaborate, 38 00:02:00,320 --> 00:02:04,420 you know, on people. I think we still need to skill a lot of our clinicians, uh, 39 00:02:04,420 --> 00:02:08,580 around what clinical informatics is and how they can use informatics and value 40 00:02:08,580 --> 00:02:10,420 that and how they deliver patient care and, 41 00:02:10,420 --> 00:02:12,180 and work with it and other stakeholders. 42 00:02:12,880 --> 00:02:15,820 And then there's still a lot of processes that are being transformed across 43 00:02:15,820 --> 00:02:20,060 healthcare, right? And some of those involve new or novel technology, 44 00:02:20,120 --> 00:02:24,100 but a lot of them are just applying the existing technology in novel ways and 45 00:02:24,100 --> 00:02:26,060 something we do a lot at Houston Methodist as well. 46 00:02:27,020 --> 00:02:29,730 Absolutely. That's great to hear. It makes a lot of sense. Now. 47 00:02:29,960 --> 00:02:32,210 What are some of the big opportunities that you're seeing, 48 00:02:32,210 --> 00:02:35,610 especially at that intersection of clinical care and technology? 49 00:02:35,780 --> 00:02:38,610 Could you tell me a little bit more about what you're doing at Houston Methodist 50 00:02:38,610 --> 00:02:40,730 and then the headwinds that you have your eye on too? 51 00:02:42,460 --> 00:02:43,430 Yeah, sure. I, 52 00:02:43,710 --> 00:02:46,750 I mean some of the things that I think we learned through the pandemic and just 53 00:02:46,750 --> 00:02:49,750 how out of the, um, nature and speed of, 54 00:02:49,770 --> 00:02:52,950 of transformation at that time that we were successful was, 55 00:02:53,050 --> 00:02:56,350 was really focused on virtualization. Um, so, you know, 56 00:02:56,350 --> 00:02:57,430 telehealth is part of that, 57 00:02:57,450 --> 00:03:01,360 but really virtualizing a lot of experiences using virtual nursing, 58 00:03:02,050 --> 00:03:05,640 using other virtual services that can really be called in to, uh, 59 00:03:05,840 --> 00:03:10,200 physical spaces, um, has really helped us in a lot of meaningful ways. 60 00:03:10,700 --> 00:03:14,720 Um, and then centralizing some of those services or processes as well. Um, 61 00:03:14,780 --> 00:03:17,200 and so on, on the virtual nursing end. Um, 62 00:03:17,330 --> 00:03:21,520 we're very successful kind of building off of our virtual ICU platform that we, 63 00:03:22,100 --> 00:03:23,760 uh, grew during the pandemic and, 64 00:03:23,860 --> 00:03:28,680 and realizing the benefits of having somebody that was focused on a few tasks 65 00:03:28,860 --> 00:03:30,400 was really skilled at those tasks, 66 00:03:30,860 --> 00:03:34,320 but was kind of in a central location where they could, you know, 67 00:03:34,580 --> 00:03:38,560 do that task across a broader, uh, care area or domain. 68 00:03:39,560 --> 00:03:44,460 So the, our virtual nurses really focus on admission and discharge workflow. Um, 69 00:03:44,460 --> 00:03:48,580 that can be, you know, kind of disruptive for a bedside nurse, um, you know, 70 00:03:48,580 --> 00:03:51,420 when they're getting an admission discharge but also need to take care of their 71 00:03:51,420 --> 00:03:53,620 patients that are, are still, you know, in the hospital. 72 00:03:54,000 --> 00:03:57,940 So we were able to offload that task to our virtual nursing team. Um, 73 00:03:58,200 --> 00:04:00,580 and I think both on the nursing side and the patient side, 74 00:04:00,580 --> 00:04:02,900 the experience was wonderful. Um, you know, 75 00:04:02,900 --> 00:04:06,380 there's some hesitancy at the beginning cuz it was a change and you know, 76 00:04:06,380 --> 00:04:10,500 bedside nurses have been doing that task for forever, right? Um, 77 00:04:10,800 --> 00:04:15,460 but it's really been eye-opening to us about how we can find a focused nurse on 78 00:04:15,460 --> 00:04:19,500 a focused task. Uh, we get some time benefits, so we've reduced some of those, 79 00:04:19,840 --> 00:04:20,110 uh, 80 00:04:20,110 --> 00:04:24,980 tasks that were taking 40 minutes because a nurse may be disrupted or not be 81 00:04:24,980 --> 00:04:26,860 focused on the task as, uh, 82 00:04:26,860 --> 00:04:30,020 they're getting asked other questions across the other patients, uh, 83 00:04:30,020 --> 00:04:34,380 down to 13 minutes. Um, and so we can really deliver that focused, 84 00:04:34,840 --> 00:04:38,460 uh, and critical part in the care transition for a patient, um, 85 00:04:38,520 --> 00:04:40,900 in a more high quality way with that, uh, technology. 86 00:04:41,240 --> 00:04:43,580 And that really wasn't any novel technology. 87 00:04:43,700 --> 00:04:47,300 I think we had a lot of that technology that we were using in other ways we just 88 00:04:47,300 --> 00:04:51,220 thought of a different process and a transformation about how we're centralizing 89 00:04:51,220 --> 00:04:53,740 those services. Uh, that's really been impactful. 90 00:04:54,960 --> 00:04:58,420 So we've looked at a lot of services across our care domains that we could 91 00:04:58,420 --> 00:05:02,580 virtualize and centralize. Um, and the centralization, right, helps focus, 92 00:05:02,810 --> 00:05:06,580 like I mentioned, but also standardize, uh, some of that approach. And so, 93 00:05:06,800 --> 00:05:10,780 you know, things like tele sitting, uh, could we virtualize, you know, 94 00:05:10,780 --> 00:05:15,500 some pharmacy, um, interventions across our hospitals and, you know, 95 00:05:15,820 --> 00:05:19,140 actively looking at ways that we could apply this in our ambulatory setting as 96 00:05:19,140 --> 00:05:20,380 well. Um, 97 00:05:20,410 --> 00:05:25,340 have started doing some work with centralizing refills and other kind of 98 00:05:25,340 --> 00:05:29,380 administrative task rates that are difficult to really, um, 99 00:05:29,770 --> 00:05:32,420 gain efficiency when you decentralize them, uh, 100 00:05:32,420 --> 00:05:33,940 like they have been for for so long. 101 00:05:35,250 --> 00:05:38,830 Got it. That makes a lot of sense. You know, it's fascinating to, to see how, 102 00:05:39,330 --> 00:05:41,590 um, some of the ways where, like you said, 103 00:05:41,930 --> 00:05:44,750 you can really apply the technologies to, um, 104 00:05:44,780 --> 00:05:49,150 have more of a virtual nursing program or virtualized pharmacy that, 105 00:05:49,570 --> 00:05:53,190 um, you know, really create the time efficiencies and are effective. 106 00:05:53,190 --> 00:05:56,270 And I appreciate you touching on the culture element too because I think, 107 00:05:56,690 --> 00:06:01,000 you know, that aspect of making a change really is, um, 108 00:06:01,000 --> 00:06:04,280 sometimes more challenging than bringing on the technology and getting it all 109 00:06:04,280 --> 00:06:04,660 work, right? 110 00:06:04,660 --> 00:06:09,520 Is just to assure that team members that it'll be great and even potentially 111 00:06:09,790 --> 00:06:12,160 have those time savings or they'll like it better the new way. 112 00:06:12,160 --> 00:06:14,960 But it can certainly be scary I'm sure for some folks who are used to doing 113 00:06:15,240 --> 00:06:16,960 something one way for a really long time. 114 00:06:19,430 --> 00:06:22,400 Yeah, absolutely. And I, I think it's been, you know, it, 115 00:06:22,420 --> 00:06:27,080 it took a lot of partnership and, um, guidance from, you know, 116 00:06:27,080 --> 00:06:31,480 various stakeholders, uh, showcases with nursing and other, you know, 117 00:06:31,480 --> 00:06:35,480 operational leaders to make them com comfortable with that transformation. Uh, 118 00:06:35,480 --> 00:06:38,680 but like I said, now we've shown the benefit everybody's, 119 00:06:38,680 --> 00:06:42,840 it's a win-win scenario and now kind of the sky's the limit cuz we've broke into 120 00:06:42,840 --> 00:06:45,960 that, that culture shift just with this one, uh, approach. 121 00:06:45,980 --> 00:06:49,880 And so it's helped us think about things that, you know, moving forward and uh, 122 00:06:49,900 --> 00:06:52,760 one of the things that we're dedicated to at, at East Met this is, 123 00:06:52,780 --> 00:06:56,680 is ambient intelligence, um, across a lot of our care domains. 124 00:06:56,680 --> 00:07:01,480 So that's the other area where we might, uh, or we are actively using, uh, 125 00:07:01,480 --> 00:07:06,160 things like computer vision within our inpatient rooms to track and 126 00:07:06,160 --> 00:07:10,680 monitor things that, uh, again, were burdensome to our staff. Um, so again, 127 00:07:10,680 --> 00:07:15,240 we had to really address, uh, concerns from a lot of different stakeholders. 128 00:07:15,250 --> 00:07:18,720 Cause I think when you're putting a camera in the room that they're gonna be, 129 00:07:18,860 --> 00:07:22,280 you know, viewed at all times. But it's really, you know, 130 00:07:22,440 --> 00:07:26,280 I focus and I use that term computer vision intentionally cuz it really is that, 131 00:07:26,280 --> 00:07:30,480 right? It's, it's looking and identifying a person or a patient, um, 132 00:07:30,500 --> 00:07:32,720 it doesn't actually show, you know, 133 00:07:32,750 --> 00:07:36,640 full video or anything like that so that we can use it in a way to track 134 00:07:36,710 --> 00:07:37,543 processes, 135 00:07:37,940 --> 00:07:42,880 to alarm patients that may be exiting beds or high risk for following. 136 00:07:43,300 --> 00:07:47,320 Um, and so that really gives us a, a different layer of, uh, 137 00:07:47,320 --> 00:07:51,640 intelligence that we otherwise wouldn't get unless we break through that kind of 138 00:07:51,640 --> 00:07:54,560 comfort barrier, uh, that some other clinical teams have. 139 00:07:55,590 --> 00:07:57,730 That's such a great point and definitely, you know, 140 00:07:57,730 --> 00:08:00,770 awesome that you've been able to do that and really work with the team to gain 141 00:08:00,770 --> 00:08:04,010 their trust and, and get some of the ball rolling on some of these things. Now. 142 00:08:04,610 --> 00:08:09,530 I know it, it's definitely a lot happening, a lot of new technologies, a lot of, 143 00:08:09,550 --> 00:08:13,730 uh, new capabilities coming through. How do you think about growth, uh, 144 00:08:13,730 --> 00:08:17,450 from your perspective as C M I O and adding value to the organization overall? 145 00:08:17,800 --> 00:08:22,050 What do you do to really make sure that the investments that you're making are, 146 00:08:22,110 --> 00:08:24,850 are, uh, measurable and having impact at large? 147 00:08:26,090 --> 00:08:28,820 Yeah, we have a very, I'd say through our center of innovation, 148 00:08:28,890 --> 00:08:32,700 very structured group where we look at, um, you know, 149 00:08:32,700 --> 00:08:37,100 technology in very focused areas at a smaller scale with, 150 00:08:37,370 --> 00:08:41,860 with very specific, you know, ROI targets and KPIs. And, 151 00:08:41,880 --> 00:08:45,100 but once those are achieved, um, we scale that very rapidly. 152 00:08:45,360 --> 00:08:49,500 So I think that's just our engagement and support and the trust that we've 153 00:08:49,500 --> 00:08:52,860 built. Um, I know, you know, we consider ourselves a, 154 00:08:52,880 --> 00:08:56,360 an innovation organization, right? 30,000 employees. 155 00:08:56,360 --> 00:09:00,000 Everybody's focused on innovation even though there might be a core set that's 156 00:09:00,000 --> 00:09:02,800 really driving the things that we prioritize, um, 157 00:09:02,900 --> 00:09:07,120 so we can engage and get that trust quickly if we're showing early results. 158 00:09:07,460 --> 00:09:11,160 We also have the ability to, you know, fail fast and, and pivot, uh, 159 00:09:11,160 --> 00:09:15,840 through that kind of focus group and evaluation. Um, so I think in terms of, 160 00:09:15,860 --> 00:09:19,040 you know, growing and, and making sure that we're meeting the, 161 00:09:19,220 --> 00:09:23,800 the needs of our health system strategy and value to our patients, um, 162 00:09:23,820 --> 00:09:28,440 that's really helped us to do those early checks and then those early, 163 00:09:28,660 --> 00:09:30,720 you know, KPIs or, uh, 164 00:09:30,750 --> 00:09:34,360 targets that we're looking at are all really based on business still gonna give 165 00:09:34,360 --> 00:09:38,920 us the same results at scale. Um, we really try to discourage things in, 166 00:09:39,340 --> 00:09:43,480 in kind of silos or in very, you know, specific niche areas, uh, 167 00:09:43,480 --> 00:09:46,360 cuz we wanna provide that benefit to all of our patients or all of our 168 00:09:46,360 --> 00:09:48,120 clinicians. We know it has value. 169 00:09:48,180 --> 00:09:51,200 So that's always a guiding principle when we start looking at, uh, 170 00:09:51,200 --> 00:09:53,320 new technology or a process transformation. 171 00:09:54,530 --> 00:09:56,470 Got it. I, I think that makes a lot of sense and I, 172 00:09:56,510 --> 00:10:01,350 I love the methodical way that you really go about some of those, um, areas in, 173 00:10:01,350 --> 00:10:04,790 in implementing the new technology and really thinking through how it makes 174 00:10:04,790 --> 00:10:09,390 sense for the organization at large. Now, I know at this time in particular, um, 175 00:10:09,390 --> 00:10:13,190 there resources overall but especially in healthcare are precious, 176 00:10:13,190 --> 00:10:15,430 whether it's time or financial investments. 177 00:10:15,530 --> 00:10:19,270 So what do you see as being one thing that is still very important to do this 178 00:10:19,270 --> 00:10:23,270 year, whether it's a risk or investment or something that is worth doing on the 179 00:10:23,270 --> 00:10:24,830 innovation side or otherwise, um, 180 00:10:24,830 --> 00:10:28,110 that can really make a difference for patients or staff and team members? 181 00:10:29,330 --> 00:10:33,900 Yeah, I, I think reducing, you know, workforce burden, um, you know, 182 00:10:33,900 --> 00:10:38,580 before was, was something that was good to do to reduce burnout and retention. 183 00:10:38,640 --> 00:10:40,660 Now it's essential. So I think we, 184 00:10:40,680 --> 00:10:44,300 we look at all of this technology of how it's gonna reduce workforce, 185 00:10:44,530 --> 00:10:48,660 workforce burden or help us scale, um, you know, 186 00:10:48,660 --> 00:10:51,500 an outcome or achievement that we can make that really before was, 187 00:10:51,800 --> 00:10:53,980 was tied to a, you know, uh, 188 00:10:54,260 --> 00:10:58,380 a user and we could only get that benefit by scaling, uh, you know, 189 00:10:58,380 --> 00:11:01,380 the workforce. We're really looking at things that can provide, you know, 190 00:11:01,380 --> 00:11:05,740 extension of our workforce, uh, more rapidly or reduce that burden. 191 00:11:06,260 --> 00:11:06,740 I think we're, 192 00:11:06,740 --> 00:11:10,500 we're also very focused on still preserving that empathetic piece of healthcare 193 00:11:10,530 --> 00:11:13,620 that, um, really technology should help support. Um, 194 00:11:13,640 --> 00:11:15,940 so we definitely are not looking at things to, you know, 195 00:11:15,940 --> 00:11:18,420 replace those types of experiences. Um, 196 00:11:18,420 --> 00:11:22,420 that's why the transformation from the culture shift around virtual nursing and 197 00:11:22,420 --> 00:11:25,780 helping nursing understand the benefit has been really impactful. You know, 198 00:11:25,780 --> 00:11:27,700 they trust the virtual nurse to do their tasks, 199 00:11:27,700 --> 00:11:31,420 but actually the bedside nurse gets more time to more meaningful conversations 200 00:11:31,490 --> 00:11:34,060 with, you know, the patient because again, like I said, 201 00:11:34,060 --> 00:11:37,540 they're spending 40 minutes on this task that now somebody's doing, you know, 202 00:11:37,560 --> 00:11:40,020 for them and it's taking shorter amount of time. Uh, 203 00:11:40,020 --> 00:11:43,740 so we're really bringing back some of that more meaningful interaction while 204 00:11:43,740 --> 00:11:47,500 we're looking at the technology. So I would certainly recommend, you know, 205 00:11:47,500 --> 00:11:50,620 it's those practice transformation things that you can use technology to drive, 206 00:11:50,880 --> 00:11:54,800 but really encouraging your clinicians to kind of buy in to, 207 00:11:55,180 --> 00:11:58,720 to breaking the status quo so you can reduce that burden, uh, 208 00:11:58,960 --> 00:11:59,880 redesign the work and, 209 00:11:59,900 --> 00:12:02,480 and really make sure that everybody's winning out of that experience. 210 00:12:04,270 --> 00:12:04,690 Got it. 211 00:12:04,690 --> 00:12:07,570 That makes a lot of sense and definitely it seems like a great place to focus 212 00:12:07,670 --> 00:12:10,810 the energies and tensions, uh, that, that you have and it, 213 00:12:10,910 --> 00:12:13,770 I'm sure things that are coming across your desk on a daily basis. 214 00:12:14,650 --> 00:12:18,090 I wanted to look into the future just for a minute before we wrap up our 215 00:12:18,090 --> 00:12:18,880 conversation here. 216 00:12:18,880 --> 00:12:22,010 What do you see as some of the best opportunities for growth over the next year 217 00:12:22,010 --> 00:12:26,530 or two? I know healthcare changes quickly and the technology sector even faster. 218 00:12:26,830 --> 00:12:28,370 So, uh, from your perspective, 219 00:12:28,370 --> 00:12:32,290 where do you really see some of the big opportunities and spaces where you are, 220 00:12:32,310 --> 00:12:34,650 uh, focused on and investing into, um, 221 00:12:34,650 --> 00:12:37,130 put yourself in a great spot for the next couple years? 222 00:12:38,090 --> 00:12:38,610 Yeah, 223 00:12:38,610 --> 00:12:41,900 outside of the things that I've already mentioned that will continue to scale 224 00:12:41,960 --> 00:12:44,020 and kind of those concepts, I mean, I, 225 00:12:44,140 --> 00:12:47,300 I think it's a very hot topic right now across technology, uh, 226 00:12:47,300 --> 00:12:49,700 but certainly in healthcare as well is just the concept and, 227 00:12:49,960 --> 00:12:53,500 and the leaps that generative AI has taken over the last, you know, six months, 228 00:12:53,620 --> 00:12:56,980 I would say. Um, and I have a, I have a little bit of a different angle. 229 00:12:57,060 --> 00:13:00,820 I think a lot of people focus on how it can do content creation, uh, 230 00:13:00,820 --> 00:13:02,220 because that's how, you know, 231 00:13:02,220 --> 00:13:05,500 most of the tools have been set up is kind of a chat interaction that creates 232 00:13:05,500 --> 00:13:10,220 some content for me. You know, the, the struggle of a, um, 233 00:13:10,860 --> 00:13:12,020 clinical informatics or health, 234 00:13:12,020 --> 00:13:16,260 it has always been the amount of data that we create as clinicians, you know, 235 00:13:16,260 --> 00:13:19,140 a lot of it's not normalized, um, or, um, 236 00:13:19,560 --> 00:13:23,340 set up appropriately so we can actually unlock the potential for that for future 237 00:13:23,530 --> 00:13:26,820 uses. Um, and I actually think that's one of the main, uh, 238 00:13:26,820 --> 00:13:31,140 ways that we can really unlock that data by applying generative AI that can, 239 00:13:31,360 --> 00:13:33,780 you know, drift across, um, you know, 240 00:13:33,780 --> 00:13:37,100 data requirements to understand things in a much more, uh, 241 00:13:37,460 --> 00:13:41,420 seamless or more human way than how we've been able to apply things like natural 242 00:13:41,700 --> 00:13:42,700 language processing in the past. 243 00:13:43,160 --> 00:13:47,300 So one example that we're looking at and actively have, uh, 244 00:13:47,440 --> 00:13:50,420 across a few of our sites is ways that you can get to know your patients as 245 00:13:50,420 --> 00:13:53,740 you're taking over their care in the hospital a little bit more quickly as a 246 00:13:53,740 --> 00:13:55,820 physician or a nurse. You know, I'm, 247 00:13:55,840 --> 00:13:57,780 I'm actually still a practicing hospitalist, 248 00:13:57,780 --> 00:14:01,820 so I do inpatient care when I take over, you know, 20 patients, uh, 249 00:14:01,820 --> 00:14:03,700 give or take a few, you know, 250 00:14:03,700 --> 00:14:07,740 it's a tedious job of reviewing a lot of notes and finding the critical, 251 00:14:07,960 --> 00:14:10,140 you know, values and if I miss something, 252 00:14:10,160 --> 00:14:13,620 it could impact how I deliver care even if I was, you know, 253 00:14:13,620 --> 00:14:15,660 trying to do my best. Um, 254 00:14:16,040 --> 00:14:19,140 and so we've actually applied some generative AI technology that will help 255 00:14:19,740 --> 00:14:23,100 generate a patient summary for me to kind of tee up the key past medical 256 00:14:23,170 --> 00:14:27,700 history, current problems, you know, current, uh, medications they're receiving, 257 00:14:27,700 --> 00:14:28,980 what consultants are following. 258 00:14:29,440 --> 00:14:33,340 And before some of those data elements were really difficult to find cause they 259 00:14:33,340 --> 00:14:36,900 were not discreet. Um, and this technology allows us to leverage that. 260 00:14:37,390 --> 00:14:41,220 Other benefit of that is we can use things like that that are summarizing the 261 00:14:41,220 --> 00:14:45,500 charts or encounters and we can actually use large language models and translate 262 00:14:45,500 --> 00:14:50,340 that to different, uh, levels of comprehension, uh, across the, the healthcare, 263 00:14:50,520 --> 00:14:54,810 you know, experience. So you could translate that to a different clinical role, 264 00:14:55,470 --> 00:14:58,530 uh, let's say maybe one that's more pertinent to a physical therapist. 265 00:14:59,030 --> 00:15:01,970 You could translate that to a patient or their family members, you know, 266 00:15:01,970 --> 00:15:05,330 reading comprehension or, or you know, their, uh, 267 00:15:05,330 --> 00:15:07,970 preferred language very quickly. And you know, 268 00:15:07,970 --> 00:15:11,850 I think that's one of those examples where everybody wants to do that as a 269 00:15:11,850 --> 00:15:15,370 clinician and provide that experience, but we're, we're not actually, um, 270 00:15:15,560 --> 00:15:19,770 able to, you know, do that, um, you know, on the fly, um, 271 00:15:19,910 --> 00:15:22,890 as well as maybe some of these technologies could do for our patients. 272 00:15:23,230 --> 00:15:24,850 So I think it's a great way that we'll be able to better, 273 00:15:24,850 --> 00:15:29,170 better serve our patients with this technology, but also unlock some of that, 274 00:15:29,190 --> 00:15:31,570 you know, massive amounts of data, um, 275 00:15:31,600 --> 00:15:34,410 that in some areas has been locked away in our systems, uh, 276 00:15:34,410 --> 00:15:37,370 to really explain and get to know our patients and understand how we take care 277 00:15:37,370 --> 00:15:38,203 of 'em better. 278 00:15:38,800 --> 00:15:42,220 That's so fascinating to hear and definitely seems like a world where healthcare 279 00:15:42,220 --> 00:15:46,420 is a lot more seamless and potentially, uh, better outcomes and, 280 00:15:46,440 --> 00:15:50,820 and um, certainly something that is more enjoyable, although, you know, 281 00:15:50,820 --> 00:15:54,500 it can still will have stressors, some stressors for sure. But, um, 282 00:15:54,500 --> 00:15:58,620 definitely seems like there is a lot we can do in order to really improve that 283 00:15:58,620 --> 00:16:01,100 patient and caregiver experience. So that's awesome to hear. 284 00:16:02,470 --> 00:16:03,303 Absolutely. 285 00:16:03,730 --> 00:16:06,220 Well, Jordan, thank you so much for joining us on the podcast today. 286 00:16:06,220 --> 00:16:10,020 This has been a really fun conversation and we're excited to have you join us as 287 00:16:10,020 --> 00:16:14,060 well at the, um, health IT Digital Health and Revenue Cycle event in October. 288 00:16:14,220 --> 00:16:16,620 I think it's gonna be just a really fantastic, uh, 289 00:16:16,620 --> 00:16:19,860 time there at the meeting and lots of these themes will come up into the 290 00:16:19,860 --> 00:16:21,660 sessions and the discussions with you as well. 291 00:16:21,800 --> 00:16:23,780 So looking forward to seeing you in person there. 292 00:16:25,260 --> 00:16:27,550 Looking forward to it. Thank you so much. 293 00:16:32,570 --> 00:16:35,820 It's so important for leaders at the top of organizations to keep learning, 294 00:16:36,050 --> 00:16:37,740 stay sharp, grow their networks, 295 00:16:38,090 --> 00:16:41,180 help our audience better do this in a more simplified, personalized, 296 00:16:41,280 --> 00:16:45,260 and meaningful way. Becker's Healthcare has launched my b h bhc, 297 00:16:45,730 --> 00:16:48,740 it's your trusted Becker's healthcare experience and more with content, 298 00:16:48,810 --> 00:16:51,020 connections, events and learning opportunities. 299 00:16:51,730 --> 00:16:56,660 Join the community free of charge@www.my dot becker's hospital 300 00:16:56,660 --> 00:16:58,540 review.com and we'll see you there.