1 00:00:00,000 --> 00:00:03,520 Would you like to exchange best practices and ideas to improve care, 2 00:00:03,670 --> 00:00:05,440 enhance operational efficiency, 3 00:00:05,500 --> 00:00:07,840 and address financial challenges with your peers? 4 00:00:08,320 --> 00:00:12,160 Becker's Healthcare is facilitating these conversations at their eighth annual 5 00:00:12,460 --> 00:00:15,240 health IT digital health and RCM meeting. 6 00:00:15,660 --> 00:00:18,960 You can check your eligibility for complimentary attendance at the Lincoln, 7 00:00:19,320 --> 00:00:21,960 the description. We are excited to welcome you in October. 8 00:00:22,790 --> 00:00:25,160 This is Laura Ddo with the Becker's Healthcare Podcast. 9 00:00:25,780 --> 00:00:27,680 I'm thrilled today to be joined by Joad Khan, 10 00:00:27,730 --> 00:00:30,840 chief Data and Analytics officer at Tufts Medicine. Johan, 11 00:00:30,840 --> 00:00:32,560 it's a pleasure to have you on the podcast today. 12 00:00:33,620 --> 00:00:34,610 Happy to be here, Laura. 13 00:00:35,760 --> 00:00:36,860 Now, I know, uh, 14 00:00:36,860 --> 00:00:41,340 is is an exciting time in healthcare technology with all the different evolution 15 00:00:41,340 --> 00:00:42,900 of artificial intelligence and, 16 00:00:43,200 --> 00:00:46,460 and different ways to connect both clinically as well as operationally. 17 00:00:46,560 --> 00:00:48,300 But before we dive into my questions, 18 00:00:48,600 --> 00:00:50,860 can you tell me a little bit more about yourself and your background? 19 00:00:52,780 --> 00:00:54,670 Yeah, Laura. My name is Jot Khan. 20 00:00:54,810 --> 00:00:59,390 I'm Chief Data Analytics Officer at Tufts Medicine. I have been in, um, 21 00:00:59,790 --> 00:01:04,350 provider space for or a decade now, working mostly in data and analytics space. 22 00:01:05,230 --> 00:01:08,660 I have, um, computer software background, uh, 23 00:01:09,000 --> 00:01:13,980 worked in this area for almost 20 years now and bring a lot of 24 00:01:13,980 --> 00:01:18,260 expertise into understanding, curating data, data solutions, 25 00:01:18,970 --> 00:01:23,500 data warehouses, and now recently a lot of, um, 26 00:01:23,610 --> 00:01:26,180 data science related work using ML and ai. 27 00:01:26,960 --> 00:01:30,500 So I'm very happy to be here to have this discussion and, um, 28 00:01:30,570 --> 00:01:35,300 talk about what we are doing at Tufts Medicine with respect to understanding our 29 00:01:36,130 --> 00:01:40,300 data and analytics and how we can bring about positive change in healthcare 30 00:01:40,300 --> 00:01:41,380 using data and analytics. 31 00:01:43,110 --> 00:01:47,840 Fantastic. Well, I'm excited to, to learn more now, given your role, 32 00:01:48,180 --> 00:01:50,120 uh, chief Data Analytics Officer, 33 00:01:50,590 --> 00:01:53,440 what are some of the big opportunities that you're seeing at Tufts as well as 34 00:01:53,440 --> 00:01:54,960 the headwinds that you have your eye on? 35 00:01:57,340 --> 00:01:58,560 We are focused, 36 00:01:58,560 --> 00:02:02,960 first of all to provide frictionless access to our patients. 37 00:02:03,630 --> 00:02:08,280 What I mean by that is understanding our patient populations more 38 00:02:08,280 --> 00:02:11,400 intimately, what modalities of care they would prefer, 39 00:02:12,180 --> 00:02:17,040 and how they would like to access services that Tufts medicine provides with 40 00:02:17,040 --> 00:02:21,500 respect to their care, their wellness, and in unfortunate cases, 41 00:02:21,650 --> 00:02:22,540 even for sickness. 42 00:02:23,320 --> 00:02:27,460 So that's really our focus has been our focus and will be our focus for some 43 00:02:27,460 --> 00:02:30,780 time to provide the right access to our patients, 44 00:02:31,030 --> 00:02:34,700 understand how we can do capacity optimization or for, 45 00:02:35,000 --> 00:02:37,860 for a patient so that they have access when they need and how they need, 46 00:02:38,570 --> 00:02:42,940 understanding what best works for them in terms of touchpoints in the health 47 00:02:42,940 --> 00:02:45,420 system. How is, how are our referrals working today? 48 00:02:46,400 --> 00:02:49,860 How can we make that more efficient for people to get the right care at the 49 00:02:49,860 --> 00:02:50,693 right time? 50 00:02:51,120 --> 00:02:55,580 And also understand how we can provide a good fully integrated, 51 00:02:56,400 --> 00:02:58,820 um, care transition plan for our, 52 00:02:59,460 --> 00:03:02,010 if in their journey, 53 00:03:02,520 --> 00:03:05,130 they would need different types of care, 54 00:03:05,200 --> 00:03:08,490 whether it is care within our four walls of prosperous systems, 55 00:03:08,590 --> 00:03:13,450 or whether it is care that we can provide them through our ambulatory services 56 00:03:14,500 --> 00:03:17,520 and for some of our patients, how we can provide care for them at home. 57 00:03:18,420 --> 00:03:22,440 So along this journey, there's several touchpoints and transitions that happen. 58 00:03:22,580 --> 00:03:26,880 We are really focused on making sure that we understand how that journey is, 59 00:03:26,940 --> 00:03:29,600 how that best fits and works for our patients, 60 00:03:29,660 --> 00:03:33,960 and provide them in a very frictionless fashion. That's our focus right now. 61 00:03:34,380 --> 00:03:38,240 We see a lot of opportunity in that area. And also, like you said, 62 00:03:38,350 --> 00:03:41,920 headwinds meaning how do we do that? How do we integrate technology? 63 00:03:42,670 --> 00:03:46,610 What type of right, uh, interventions we provide for the patients? 64 00:03:47,070 --> 00:03:51,210 How do these transitions work? What, how smooth these transitions are? 65 00:03:51,800 --> 00:03:55,410 What information needs to become available for our physicians and our providers 66 00:03:56,070 --> 00:04:01,000 to make informed decisions about the transitions of care overall, we are really, 67 00:04:01,000 --> 00:04:05,840 really focused on making sure access to care is frictionless for our patients. 68 00:04:07,530 --> 00:04:11,720 Absolutely. I know that's so important and, and certainly being able to access, 69 00:04:12,300 --> 00:04:12,710 um, 70 00:04:12,710 --> 00:04:17,040 care in especially for those who traditionally have had a hard time accessing 71 00:04:17,040 --> 00:04:21,120 healthcare or have had a, a large number of barriers. I know that, um, 72 00:04:21,460 --> 00:04:25,040 is so important today, leveraging technology and, and other means, partnerships, 73 00:04:25,060 --> 00:04:26,960 et cetera, to do that. So, um, 74 00:04:26,960 --> 00:04:30,000 it's great to hear that's been such a focus area of yours. Now, 75 00:04:30,350 --> 00:04:32,840 when you look right now, um, going forward, 76 00:04:33,220 --> 00:04:36,760 how are you thinking about growth and development and adding value to the 77 00:04:36,760 --> 00:04:41,520 overall organization technology? And it touches pretty much every department, 78 00:04:41,520 --> 00:04:46,000 every initiative from clinical to administrative to operations and, and more so, 79 00:04:46,220 --> 00:04:47,720 you know, what does that really look like for you? 80 00:04:47,740 --> 00:04:50,760 How are you thinking about growth and adding value? So. 81 00:04:51,540 --> 00:04:56,540 Like we talked about access, these are all related, um, topics. You know, 82 00:04:57,080 --> 00:05:01,700 access is important and when we provide or when we aim to provide 83 00:05:02,020 --> 00:05:03,500 frictionless access for our patients, 84 00:05:04,200 --> 00:05:07,580 we are also trying to understand what does it mean? 85 00:05:08,050 --> 00:05:12,380 What does it mean for our providers? How are we addressing, um, 86 00:05:12,380 --> 00:05:14,700 burnout for our physicians? What are we doing? 87 00:05:15,240 --> 00:05:19,980 How are we using and leveraging technology to make sure that we are making the 88 00:05:19,980 --> 00:05:24,100 back office work for our physicians smooth? What are we doing to automate, 89 00:05:25,120 --> 00:05:29,140 um, some of the key areas where physicians really have a hard time? 90 00:05:29,140 --> 00:05:34,100 Meaning instead of providing care to the patient, having a conversation, 91 00:05:34,170 --> 00:05:36,460 organic conversation with the patient about their care. 92 00:05:37,760 --> 00:05:42,310 Are physicians really doing that or sort of inundated with what they have to do 93 00:05:42,310 --> 00:05:44,390 with respect to completing the notes? Um, 94 00:05:44,460 --> 00:05:47,070 what they have to do with respect to make sure the charges are captured 95 00:05:47,310 --> 00:05:48,790 properly, documentation is complete. 96 00:05:49,530 --> 00:05:54,270 So we believe augmenting a lot of that work with proper technology, 97 00:05:54,300 --> 00:05:59,280 with key solutions that will help reduce the physician burnout will also 98 00:05:59,280 --> 00:06:01,000 help us increase access in care. 99 00:06:01,260 --> 00:06:06,120 And that will really provide the growth and the value add to the organization, 100 00:06:06,710 --> 00:06:10,040 both from our health systems' point of view, 101 00:06:10,300 --> 00:06:14,920 as well as being a patient focused organization from our 102 00:06:14,920 --> 00:06:15,960 patient's point of view. 103 00:06:17,240 --> 00:06:21,500 The other thing that is key in understanding about, you know, 104 00:06:21,500 --> 00:06:26,350 thinking and understanding about growth is really to sort of connect 105 00:06:27,170 --> 00:06:31,430 transformational research that's happening as test medicine with the actual care 106 00:06:31,490 --> 00:06:34,910 and actual operations within our, within our clinical departments. 107 00:06:35,450 --> 00:06:37,990 So how does that work? What research is being done? 108 00:06:38,450 --> 00:06:42,750 How that re research can be translated into actual clinical operations today? 109 00:06:43,140 --> 00:06:45,950 What type of last mile integration is required? 110 00:06:46,520 --> 00:06:49,550 Those type of solutions we believe are very, 111 00:06:49,550 --> 00:06:54,310 very important and needs the needs to focus the, 112 00:06:54,330 --> 00:06:56,950 if these initiatives are led by our, 113 00:06:56,950 --> 00:07:00,030 we also believe that if this initiatives are led by our physicians, 114 00:07:00,100 --> 00:07:02,350 then it becomes so much more effective. 115 00:07:03,090 --> 00:07:07,990 So we are positioning all of our work today on these aspects of our, 116 00:07:08,530 --> 00:07:12,310 our work. Meaning how do we augment, um, 117 00:07:12,730 --> 00:07:15,430 the work the physicians are doing with appropriate technology, 118 00:07:15,580 --> 00:07:18,390 with right technology that's driven by our providers. 119 00:07:19,290 --> 00:07:24,030 How do we keep our patients center of that focus and provide the access that 120 00:07:24,030 --> 00:07:27,390 they need? We believe if we approach it from this perspective, 121 00:07:28,320 --> 00:07:33,030 it'll allow the organization to grow as well as provide the right 122 00:07:33,160 --> 00:07:37,190 value that we would need to provide to our patients. Hence, um, 123 00:07:37,240 --> 00:07:38,510 hence making sure, again, 124 00:07:38,530 --> 00:07:43,150 coming back to this idea about providing frictionless care and Tufts medicine's 125 00:07:43,150 --> 00:07:45,990 vision for providing frictionless access to the patients. 126 00:07:45,990 --> 00:07:48,230 That's how we are organizing ourselves, Laura. 127 00:07:50,060 --> 00:07:54,040 Got it. That's really helpful to know and definitely is so interesting, um, to, 128 00:07:54,060 --> 00:07:55,160 to think through that, 129 00:07:55,410 --> 00:07:58,240 those access points and keeping patients at the center of the care. 130 00:07:58,320 --> 00:08:02,720 I know it can be easy sometimes to, um, be distracted by some of the peripheral, 131 00:08:03,140 --> 00:08:06,400 uh, things happening around the healthcare space. Um, but, 132 00:08:06,660 --> 00:08:10,200 but certainly keeping them front of mind in any decision you're making is, is, 133 00:08:10,340 --> 00:08:14,640 um, really a helpful barometer. I'm sure as you're trying to think through what, 134 00:08:14,900 --> 00:08:16,360 um, you know, is gonna be helpful, 135 00:08:16,360 --> 00:08:20,720 beneficial from the technology side as well as the strategic planning side, um, 136 00:08:20,850 --> 00:08:25,080 which is great to hear. Now, I know that there is a lot happening in healthcare. 137 00:08:25,180 --> 00:08:26,160 Um, it's unique time, 138 00:08:26,510 --> 00:08:31,040 both with resources on the financial side as well as personnel and staffing. So, 139 00:08:31,220 --> 00:08:32,600 you know, when you look at, um, 140 00:08:33,060 --> 00:08:37,720 how you are thinking through what you want to invest in, um, 141 00:08:37,980 --> 00:08:40,880 in, in, in what risks you wanna take moving forward, 142 00:08:41,150 --> 00:08:45,520 what really stands out to you? Um, what's still important to do right now, 143 00:08:45,630 --> 00:08:49,920 even as many organizations are tightening their budgets and really trying to 144 00:08:49,920 --> 00:08:53,680 figure out how they can, um, move forward in, in, uh, 145 00:08:54,060 --> 00:08:56,160 ESP during financial challenging times? 146 00:08:57,440 --> 00:09:00,850 Well, that's, that's a great question. It's a very important question to ask, 147 00:09:00,870 --> 00:09:05,690 and I'll tell you why many times when you see how things are changing 148 00:09:05,710 --> 00:09:09,850 around you, specifically with respect to as you started, uh, 149 00:09:10,090 --> 00:09:14,170 introducing this podcast about what AI is bringing in 150 00:09:15,190 --> 00:09:19,930 or how it is affecting for, uh, our industry, specifically healthcare industry. 151 00:09:20,670 --> 00:09:25,330 It is very important to understand and note that we don't want to implement 152 00:09:25,740 --> 00:09:27,210 technology or the next, 153 00:09:27,320 --> 00:09:30,570 next shining tool out there just for the sake of doing that. 154 00:09:30,990 --> 00:09:32,770 We want it to be more purposeful. 155 00:09:33,430 --> 00:09:38,210 We want to be more driven, again, to provide the right access to our patients. 156 00:09:38,210 --> 00:09:40,290 So we evaluate from that perspective, 157 00:09:40,430 --> 00:09:44,930 we understand and believe that all of the innovation that needs to happen around 158 00:09:44,930 --> 00:09:49,370 healthcare has to be organically grown from within the organizations and from 159 00:09:49,370 --> 00:09:52,650 that focus of the patient. So, so that's, 160 00:09:52,650 --> 00:09:55,890 that's how we are orienting and finding our in investments. 161 00:09:55,950 --> 00:10:00,690 We are making purposeful investments in areas of technology that 162 00:10:00,790 --> 00:10:01,330 are really, 163 00:10:01,330 --> 00:10:04,570 really meaningful for the change that will being very transformational and 164 00:10:04,810 --> 00:10:07,050 positive change for our, for both, like I said, 165 00:10:07,050 --> 00:10:09,050 for both our patients and also our providers, 166 00:10:09,640 --> 00:10:12,330 including the leadership within the organization, 167 00:10:12,470 --> 00:10:16,130 our key healthcare leaders that are running and managing the operations for 168 00:10:16,130 --> 00:10:18,650 them, providing proper tools that are meaningful, 169 00:10:18,650 --> 00:10:22,370 that are led by actual problem solving solutions, is the key. 170 00:10:22,790 --> 00:10:26,090 So our focus always has been to understand what that is. 171 00:10:26,150 --> 00:10:30,490 How do we take the technology today, the new innovations, the ai, 172 00:10:30,590 --> 00:10:32,090 the ML work that is being done, 173 00:10:32,670 --> 00:10:36,930 how do we understand that from the context of our problem that we are trying to 174 00:10:36,930 --> 00:10:39,890 solve? What is at hand and how does it apply to the problem? 175 00:10:40,430 --> 00:10:44,650 And if it really helps us bring the technology that to solve the specific 176 00:10:44,650 --> 00:10:46,850 problem, then we are all for it. 177 00:10:46,860 --> 00:10:50,850 We'll go ahead and make a very aggressive approach to make that problem, 178 00:10:51,670 --> 00:10:55,730 uh, to actually use that solution to solve the problem. So, so that, that is, 179 00:10:55,730 --> 00:10:57,090 that's why it's such an important question. 180 00:10:57,270 --> 00:11:01,970 We really want to embrace the changes that are coming, um, with the technology. 181 00:11:02,350 --> 00:11:05,930 We want to embrace it in a way that it is purpose purposely meaningful and 182 00:11:05,930 --> 00:11:09,650 brings about a real difference. Now, what do I mean by that? 183 00:11:09,810 --> 00:11:11,010 I actually would want to 184 00:11:12,580 --> 00:11:17,480 use specific examples In our case, like I was talking about access, right? 185 00:11:17,740 --> 00:11:19,080 We are in, 186 00:11:19,140 --> 00:11:23,960 we are using methods and ways now to help our patients get access 187 00:11:23,980 --> 00:11:27,360 to our providers by doing a lot of ML AI work, 188 00:11:27,360 --> 00:11:28,800 because that's our key area of focus. 189 00:11:28,900 --> 00:11:32,920 We believe that if we can provide sentimental analysis of patients, 190 00:11:32,920 --> 00:11:34,600 what patient wants, what their, 191 00:11:35,110 --> 00:11:38,520 what diagnosis or what symptoms they're presenting to bring a problem, 192 00:11:39,180 --> 00:11:43,880 map them to specific specialty, and within that specialty identify the patient. 193 00:11:44,340 --> 00:11:47,480 Our providers who are subject matter experts for the, 194 00:11:47,980 --> 00:11:51,040 for the care of plan in that specific specialty, 195 00:11:51,460 --> 00:11:54,320 we would want to match them to that specific patients. Again, 196 00:11:54,320 --> 00:11:58,360 making those touchpoints with the healthcare system very efficient and 197 00:11:58,360 --> 00:11:59,193 effective. 198 00:11:59,420 --> 00:12:03,840 We believe that using technology to solve such a problem would be an amazing and 199 00:12:03,840 --> 00:12:04,800 a purposeful endeavor, 200 00:12:05,270 --> 00:12:08,920 enhance our focus on bringing in machine learning, 201 00:12:08,960 --> 00:12:13,360 AI-based technologies to improve scheduling, improved capacity management, 202 00:12:13,480 --> 00:12:16,760 improved access to our patients, to the right care, 203 00:12:16,970 --> 00:12:21,160 right care that they may need. That that's how we are organizing ourselves. 204 00:12:21,380 --> 00:12:24,840 We are really looking at technology and the innovation that is coming about, 205 00:12:24,900 --> 00:12:27,520 and we are embracing it in a very purposeful, 206 00:12:27,520 --> 00:12:30,560 meaningful fashion to bring about real changes in, 207 00:12:30,620 --> 00:12:34,400 in how we are providing solution. Does that help, uh, Laura in, 208 00:12:34,620 --> 00:12:35,600 in with your question? 209 00:12:36,630 --> 00:12:39,200 Yeah, yeah, definitely. I think that makes a lot of sense. You know, 210 00:12:39,220 --> 00:12:43,840 and it is really powerful to hear and understand the thought process there in 211 00:12:43,860 --> 00:12:46,240 how you really evaluate the technologies and, 212 00:12:46,240 --> 00:12:49,800 and the different initiatives that you dive into. Because as you mentioned, 213 00:12:50,060 --> 00:12:54,640 you know, it really has to have a clear case for improving patient care in, um, 214 00:12:54,640 --> 00:12:57,400 making things easier for the clinicians and, you know, 215 00:12:57,400 --> 00:13:00,600 adding value to the overall organization. So, um, that, 216 00:13:00,600 --> 00:13:03,840 that's really amazing to hear and definitely something to be excited about and 217 00:13:03,840 --> 00:13:07,720 be proud of. And, you know, before we wrap up our discussion, I, 218 00:13:07,800 --> 00:13:10,000 I wanted to look into the future just a bit more as well. 219 00:13:10,050 --> 00:13:13,600 Where do you see some of the best opportunities for growth and development, uh, 220 00:13:13,840 --> 00:13:15,400 yourself as chief data analytics officer, 221 00:13:15,500 --> 00:13:17,000 as well as the teams that you work with? 222 00:13:18,580 --> 00:13:18,970 Yeah, 223 00:13:18,970 --> 00:13:23,670 so I would actually just add a couple of points to what we just talked about 224 00:13:24,570 --> 00:13:27,190 and segue into your, into your last question. 225 00:13:28,330 --> 00:13:32,390 As we look into technology, as we embrace AI and ml, 226 00:13:33,210 --> 00:13:35,830 we are also, um, very 227 00:13:37,470 --> 00:13:41,620 aware that there are ethical issues of how we need to implement 228 00:13:42,280 --> 00:13:43,420 ai. Um, 229 00:13:43,420 --> 00:13:48,260 we want to make sure that our implementation of AI and ML and any new 230 00:13:48,260 --> 00:13:52,540 technology for that matter, uh, is more augmented, 231 00:13:53,420 --> 00:13:58,340 provides the physicians the type of solutions they may need 232 00:13:58,340 --> 00:14:02,820 to make their, um, make their work much effective and easy. 233 00:14:03,480 --> 00:14:07,340 The second is we want to make sure we augment it in a way that it helps our 234 00:14:07,340 --> 00:14:10,300 patients. It's really, really important that we keep that in mind. 235 00:14:11,250 --> 00:14:15,140 Last but not the least, we are also focused on making sure that 236 00:14:16,750 --> 00:14:19,820 there is ethics, um, at play. 237 00:14:20,240 --> 00:14:24,460 We also make sure we understand that all the solutions are, I said this before, 238 00:14:24,500 --> 00:14:28,060 N I p, it's very important that these are all driven by our providers, 239 00:14:28,060 --> 00:14:32,980 they physician driven solutions, not necessarily technology driven solutions. 240 00:14:33,760 --> 00:14:34,560 We, 241 00:14:34,560 --> 00:14:39,260 we strongly believe that technology is an enablement for our physicians to bring 242 00:14:39,260 --> 00:14:42,020 about the right type of service that they didn't want to provide the patient. 243 00:14:42,800 --> 00:14:43,700 So having said that, 244 00:14:43,760 --> 00:14:48,340 now coming back to your question about what are the best opportunities for 245 00:14:48,340 --> 00:14:51,490 growth in the future, it's really, like I said, to, 246 00:14:52,230 --> 00:14:55,660 we want to meet our patients where their needs are. 247 00:14:56,440 --> 00:15:01,260 That's really where the opportunities are today. In traditional healthcare, 248 00:15:02,910 --> 00:15:07,320 most of the services were driven by, you know, 249 00:15:07,350 --> 00:15:08,240 like sick care. 250 00:15:08,710 --> 00:15:12,640 They were driven towards taking care of patients who are mostly sick. 251 00:15:13,140 --> 00:15:14,200 We want to shift that. 252 00:15:14,200 --> 00:15:18,560 We really want to become a health system where we are engaged with our 253 00:15:19,040 --> 00:15:23,960 patients along their journey as long as they're, well, you know, 254 00:15:23,960 --> 00:15:25,520 as, as long as they're healthy. 255 00:15:25,620 --> 00:15:29,880 We want to be integrated in their journey at that point and understand how we 256 00:15:29,880 --> 00:15:31,680 can help them stay healthy. 257 00:15:32,620 --> 00:15:37,600 We want to help provide them best care apart from providing 258 00:15:37,600 --> 00:15:41,400 sick care. We want to provide them a way that they can stay healthy, be healthy, 259 00:15:41,780 --> 00:15:43,760 and stay healthy for as long as they need to. 260 00:15:44,100 --> 00:15:48,320 And only help them obviously when they're sick, or not only have them, 261 00:15:48,320 --> 00:15:50,800 obviously when they're sick. We want to be part of their entire journey. 262 00:15:51,580 --> 00:15:52,240 Our patients, 263 00:15:52,240 --> 00:15:56,840 we understand this shift from patients that are also consumers and 264 00:15:58,420 --> 00:16:01,110 they may interact with health system, 265 00:16:01,850 --> 00:16:05,070 ask customers sometimes when they need to ask patients, other times they, 266 00:16:05,070 --> 00:16:07,510 they need to, we need to realize that all of us, 267 00:16:07,880 --> 00:16:12,110 regardless of who and where we are, we are patients. We all are getting, 268 00:16:13,010 --> 00:16:16,790 um, old every day, every hour, right? So that, 269 00:16:16,820 --> 00:16:18,150 that understanding and, 270 00:16:18,450 --> 00:16:21,870 and making sure that we are connected with the patients throughout the journey 271 00:16:22,330 --> 00:16:24,270 is where need the best opportunity is. 272 00:16:24,490 --> 00:16:28,630 We really just don't want and wait for the patients to get sick and come to the 273 00:16:28,790 --> 00:16:31,110 hospital. That used to be the traditional way of thinking, 274 00:16:31,110 --> 00:16:33,990 and we wanna shift that. We wanna be connected with the patients 275 00:16:35,660 --> 00:16:39,960 in the entire journey for, you know, as, as long as we are connected with them, 276 00:16:39,960 --> 00:16:43,080 we believe that we'll be able to help them stay healthy as long as they need to. 277 00:16:43,140 --> 00:16:46,320 So that's really the focus in, in, in a nutshell, 278 00:16:47,220 --> 00:16:50,600 we wanna be able to meet our patients where their needs are and be connected 279 00:16:50,600 --> 00:16:54,960 with the, with our customers throughout their journey, uh, 280 00:16:55,020 --> 00:16:55,853 of their being well. 281 00:16:57,850 --> 00:16:59,430 Got it. That makes a lot of sense. You know, 282 00:16:59,430 --> 00:17:02,870 and it is really helpful to think through, um, 283 00:17:03,220 --> 00:17:06,670 what that patient journey looks like and being very supportive of them. 284 00:17:07,020 --> 00:17:11,030 From your perspective, how has that paradigm shift happened? Obviously, 285 00:17:11,030 --> 00:17:13,390 the technology can support it, but in, 286 00:17:13,390 --> 00:17:16,670 in looking at the teams that you work with and, um, you know, just the, 287 00:17:16,690 --> 00:17:18,550 the culture at Tufts, uh, 288 00:17:19,090 --> 00:17:23,870 ha has it been pretty easy to adapt that patient-centered mindset or, um, 289 00:17:24,010 --> 00:17:24,620 you know, 290 00:17:24,620 --> 00:17:28,190 have you had to try different tactics and and has it really been a journey, um, 291 00:17:28,190 --> 00:17:29,310 to get to where you are today? 292 00:17:30,950 --> 00:17:35,410 No, it is definitely a journey. I, I, I don't think it is easy, 293 00:17:35,870 --> 00:17:39,490 but at the same time, I don't think that it is impossible. It, 294 00:17:39,510 --> 00:17:42,570 it just requires a focus. It requires a mindset, 295 00:17:42,910 --> 00:17:47,170 it requires that culture to be permeated, um, 296 00:17:47,430 --> 00:17:48,610 within the institution. 297 00:17:49,180 --> 00:17:54,040 And leadership at Tufts Medicine is very focused on that. Um, so it is, 298 00:17:55,140 --> 00:17:59,800 it is, it is definitely doable. We have made a lot of progress in that area. 299 00:18:00,720 --> 00:18:02,720 I am not saying that we are there yet, 300 00:18:03,580 --> 00:18:08,240 but we will get there as long as we are intentional about it. 301 00:18:08,340 --> 00:18:12,320 As long as we are focused, um, continue to keep, uh, stay focused, 302 00:18:12,720 --> 00:18:17,720 I believe we'll get there and, uh, and I have all confidence, uh, 303 00:18:17,720 --> 00:18:21,760 with, with the team that I work with, uh, with the leadership that I work with, 304 00:18:21,790 --> 00:18:25,080 that if anybody can do it, this is the team that can do it. And, 305 00:18:25,180 --> 00:18:27,200 and hopefully we will, 306 00:18:27,270 --> 00:18:30,640 hopefully we are already showing some of those outcomes and we'll continue to 307 00:18:30,640 --> 00:18:32,000 show positive outcomes in that area. 308 00:18:33,180 --> 00:18:36,710 Fantastic. J thank you so much for joining us on the podcast today. 309 00:18:37,020 --> 00:18:40,310 This has been a really fun conversation and I'm looking forward to meeting you 310 00:18:40,310 --> 00:18:44,470 in person at WA as well at our Health IT Digital Health and Revenue Cycle event 311 00:18:44,470 --> 00:18:45,590 in October. I, 312 00:18:45,590 --> 00:18:48,510 I know a lot of these things we talked about today are really gonna be front and 313 00:18:48,510 --> 00:18:52,510 center of the conversations to dig even deeper, um, into these themes and, 314 00:18:52,510 --> 00:18:56,110 and have a more robust conversation around them. So I'm looking forward to it. 315 00:18:56,110 --> 00:18:57,510 And thank you so much for your time today. 316 00:18:58,600 --> 00:19:01,500 It was a pleasure, Laura. Thank you so much. Yes, looking forward to seeing you. 317 00:19:06,550 --> 00:19:09,840 It's so important for leaders at the top of organizations to keep learning, 318 00:19:10,030 --> 00:19:11,720 stay sharp, grow their networks, 319 00:19:12,110 --> 00:19:15,200 help our audience better do this in a more simplified, personalized, 320 00:19:15,300 --> 00:19:19,200 and meaningful way. Becker's Healthcare has launched my bhc, 321 00:19:19,710 --> 00:19:22,600 it's your trusted Becker's healthcare experience and more with content, 322 00:19:22,600 --> 00:19:25,040 connections, events and learning opportunities. 323 00:19:25,750 --> 00:19:27,560 Join the community free of charge at 324 00:19:28,340 --> 00:19:32,600 www.my.beckshospitalreview.com and we'll see you there.