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Would you like to exchange best
practices and ideas to improve care,

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enhance operational efficiency,

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and address financial
challenges with your peers?

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Becker's Healthcare is facilitating these
conversations at their eighth annual

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health, IT digital
health and R C M meeting.

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You can check your
eligibility for complimentary
attendance at the link in the

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description. We are excited
to welcome you in October.

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This is Laura Dedo with the
Becker's Healthcare Podcast.

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I'm thrilled today to be
joined by Dr. Mike Curran,

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clinical assistant professor of
medicine and eRecord medical director,

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provider documentation,
and E H R optimization.

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And well as section chief of the division
of cardiology at U P M C St. Margaret.

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Dr. Kran, it's a pleasure to
have you on the podcast today.

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It's a pleasure to be here,
and thank you for having me.

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Now, I know we've got a lot to talk about.

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There's so much happening in healthcare
and really a lot changing with

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technology and, um, how fast
that is moving and evolving.

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But before we dive into my questions,

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can you tell us a little bit more
about yourself and your background?

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Sure. Um, well, first and foremost,
I am a, a non-invasive cardiologist.

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I practice on a daily
basis seeing patients

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across every venue of care.
I do some minor procedures.

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I spend time in the office and
I see patients in the hospital.

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So I do a little bit of
everything. Um, at the same time,

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I have a lot of responsibilities related
to our electronic health record at U P

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M C,

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which has really evolved
out of an interest in making
processes better and has

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developed into being involved in some of
our strategic decision making and, um,

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how we interact with both our end users
and our patients at our organization.

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Absolutely. I love that. And, you know,
when you think about those two roles,

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both on the technology side
as well as the clinical side,

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how have you been able to
make them work together?

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Has it really seemed pretty
seamless to you? Or do you,

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have you built over time strategies
to really be effective at both?

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Uh, that's a great question.
Uh, I, I think for me, the,

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the biggest value that I bring
to, to what I do is that I'm,

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that I'm doing both things
simultaneously almost all of the time.

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So when I'm delivering
care to my patients,

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I'm using the functionality and asking
myself the question of, does this work?

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Doesn't this work? What,
what can be done better?

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Or why does this work this way?

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And I then take that back to technical
teams and say, Hey, I noticed this today.

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What's happening here? And we,

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we discover things about something that
we may have built a long time ago and we

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can optimize,

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or it leads us down a discovery path for
doing something differently. Um, it it,

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at the same time,

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when I go to my colleagues and I'm
talking to them about new functionality or

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changes,

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I have a lot of credibility with them
because I'm delivering care every day with

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them in some fashion. And so
when I'm talking to them about,

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this is why we're doing this,
or I need you to do this, they,

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they listen to me because they
understand that I am there with them, um,

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and part of the caregiving team. And
it really, it really makes for a, a,

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a successful partnership across our
organization between me as an informatics

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physician delivering care and
working with our IT teams to,

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to deliver a great experience for our
patients and our, our physician staff.

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Absolutely. I love
that. I think, you know,

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it's just so impactful to have
both of those backgrounds and,

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and that expertise front and center.
So, you know, when you think about that,

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um,

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very unique place you're
sitting at between the clinical
care and the technology

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teams that you work with,

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what are some of the big opportunities
that you have your eyes on right now as

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well as the headwinds that are emerging?

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Uh, I think the
opportunities, I mean, it, it,

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if possible not to talk about artificial
intelligence is the opportunities. Um,

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uh, it is very real. Um, and, and
it is here. Um, and, and you know,

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those are the things that I,

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I'm certainly laser focused
on to try to deliver some, uh,

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opportunities for our providers to be
more efficient in how they deliver care,

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um, to have, uh, you know,

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tools available to them to truly
deliver care to their patients,

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give themselves some time back. I,

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I think that anyone who's asked that
question is probably gonna give a very,

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very similar answer based on the exciting
times that we're living in right now

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related to ai. Um, the
headwinds, uh, I think are, are,

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are an interesting question. It's
with AI and with technology, it's,

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it's the challenges of just the constant
change that has occurred as we've come

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out of the pandemic. It's been, it was
a draining time. You know, I just, uh,

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just thinking back on the, the,

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the several years going through it
and the impact that that had on, uh,

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so many people, both, uh,
caregivers, our IT staff, uh,

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you know,

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our patients and all the work that we
had to do and the things we had to change

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as a result of that.
And then as we continue,

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have continued to evolve from
that as a, as a society and a,

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and a healthcare organization, you
know, and we talk about things like ai,

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that's a headwind. Talking about the
change that comes with that. Um, you know,

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a lot of things have come out of that, uh,

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the pandemic as well related to just
our ability to staff our hospitals,

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our clinics, um,

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and some of the challenges that we've
had with our patients accessing our care,

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um, uh, to, to come back and, and,

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and feel comfortable receiving care in
an environment that many people are still

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a little bit wary of because of the
impact that the pandemic has had on them

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personally. Um, I think
all of those are, um,

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things that will be overcome, but
they're, they're, they're real headwinds.

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It's, they've been real challenges to us.

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Absolutely. I think
that's such a great point.

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And certainly looking at all the different
changes that have happened over the

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past two years during the
pandemic and then, you know,

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the continued aftermath of what we're
seeing both economically on a large scale

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and then in healthcare with, as you
mentioned, the staffing challenges.

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I can imagine there's,
there's always a, a new, uh,

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new thing you need to troubleshoot or
a new issue that you're working on. So,

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um, uh, and I love your
your focus on AI too,

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because I think certainly it's
been around for a long time,

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but really in the last
few months here, um,

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ha has emerged in the big way on the
national stage as well as in healthcare.

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Uh, from your vantage point, you know,

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what are those conversations like
when you're talking about ai,

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when you're talking about where
it can be most useful, uh,

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for the hospital and the health system
in general? What are you thinking about?

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What factors are you thinking through
in, in, where do you see it headed?

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Um, so, so I, you know, my, my main
focus is related to direct care delivery,

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so that's, that's how I
think about it. Um, uh,

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so that's how my answer's gonna be
phrased around that. I, I think that the,

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some of the automation tools to
do mundane tasks for physicians,

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for nurses, um, leveraging AI to do that,

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th there are very real
opportunities. Um, I, you know, I,

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I'm incredibly excited and
just seeing some of the,

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the things that are out
there currently, um, and,

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and that are still in their infancy,

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but just the potential that
they already and, and the, the,

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the real outcomes that they already
deliver are just incredible. Um, you know,

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I, I just was talking to a
colleague yesterday and, and,

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and talking to them about some,

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a pilot with an AI project that we're
going to be doing with some folks and

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using the, the term, you
know, the kind of the,

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the mind blowing moment when you
see it in real use. And it's,

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it's incredible to see and visualize and
then think about the potential of what

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that can do to my ability to care
for a patient, to talk to a patient,

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and then do all of the work that comes
with that around me, have it, uh,

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much more automated than it is
currently. It's a time saver.

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It gives me ability to see more patients,
um, uh, in a more meaningful way.

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It's a more meaningful
interaction when it occurs,

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and I feel better at the end of the day
because I have a lot of those tasks that

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have really caused the burden on
physicians and nurses. Um, you know,

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I'm sure you're familiar with the burnout
conversation that is ongoing that,

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that really assists to, to reduce
those things. I, I, it's just,

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it's incredibly, um, uh,
exciting to me in terms of, uh,

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the next steps related to ai.

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That's great to hear. Now, overall,

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how are you thinking about growth
and adding value to the hospital?

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What does that look like for you?

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Especially as I know we've
talked through some of the,

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the current challenges
and, and headwinds. I.

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I think, um, growth is a,
is a challenging question,

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particularly for someone
like me. Um, but I,

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I do think that there are
many opportunities to think
about how to grow as an

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organization for us. Um, I, I
think one of the, the things that,

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that we really can focus on is how
to better deliver care outside of the

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traditional walls of the
hospital or the, the, the,

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the office or the imaging center
or wherever. Um, I, I, there's,

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there's a ton of opportunity that,

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particularly as technology has
evolved to deliver care, um,

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in non-traditional settings in
asynchronous ways, um, you know, we've,

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we've learned a lot of that
through, through, as we've
come out of the pandemic.

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You apply that with some of the, the,

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the technology that has
been in being developed,

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and we continue to connect all of
those pieces. I think there's a,

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a huge opportunity to partner with
vendors who have done that to,

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to get more into a bigger opportunity
with patients to care for. Um,

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I also think that there is a quite a
bit of duplicative work that's completed

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within some of the traditional healthcare
environments that if you can reduce

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that, you can free time and deliver
potentially more care, more,

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more diagnostics, more communication
with patients, and that, that truly,

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that's an opportunity for,

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for organic growth within an
organization if you can do that. Um,

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I think if those two
things are focused on,

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there are many other
opportunities for growth,

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but that's the way that I view it as
someone with the background that I've

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mentioned, um, thinks through growth for
our, for our healthcare organization.

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Absolutely. I, I love that. And
I think that makes so much sense,

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just especially given, um,

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your role in really where you can be
most impactful for that direct patient

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care. Um, and you know,
I was wondering too,

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obviously right now is a, a time
of lots of different challenges,

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both financially as well as resource-wise
with staffing shortages, shortages,

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as we've talked about. So every dollar
and minute is precious in healthcare,

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but you know,

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if there's a space where you feel like
it's still an important area to invest in

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or a risk to take right now, um, to set
yourself up for success in the future,

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what would that be?

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Um, again, a great question. Um, it
it's, it's picking the right partner, um,

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whether that be a clinical partner
or a technology partner, speci,

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I would say specifically related to
artificial intelligence. I think that,

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that the risks, um, are definitely
worth taking with partnering with,

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with AI vendors to, to better
yourself as an organization. I, I,

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I,

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I think that not getting
into that space is, uh,

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will be a mistake for organizations if
they are unwilling to think about, um,

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the future of AI as a healthcare
delivery partner for them. And I,

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I think that people are, they
are doing that as you, you know,

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everything that you read about
AI every day in healthcare, it's,

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it's a scary concept, but,
um, um, I think it, it,

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it is absolutely worth the
risk to take moving forward.

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That makes a lot of sense. And you
know, I know it was still very,

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very early on in this, but
when you think about, uh,

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what an ideal partner would look like,

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is it similar to the other vendor
partnerships that you have or are there

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certain aspects of, um, artificial
intelligence and just the gravity of,

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of what that brings to a,

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to a hospital or health system that
are really unique to think about?

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Um,

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I don't know that anybody can answer
that question because of the infancy that

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we are in with this.
Um, uh, I, I think, um,

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it's having a measured approach
to partnership, uh, when,

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when selecting a, a, a vendor, if
you have existing relationships with,

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with, um, companies that are
getting into that, that, I mean,

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like everyone is involved with the
artificial intelligence, then you, uh,

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trust that that organization and you have
some of the infrastructure already in

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place, it might be easier
for you to go with,

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with that partnership because of the
relationship that's already there.

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There's always the flip
side of a, of a, you know,

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a small developing company
and working with them,

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potentially even investing
in them to develop,

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making part of your
healthcare organization.

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I really think that's going to be a, a,

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an organization by organization decision
based upon their existing relationships

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and where they are as an
organization to, to, to

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make those types of decisions.

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Got it. That makes a lot of sense. Uh,
before we wrap up our conversation today,

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I'm wondering where do you see some of
the best opportunities for growth and

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development in the future,

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both for yourself as well as
the teams that you work with?

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Oh, um, you know, it for, for,
for me personally, for growth, um,

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the opportunities,

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it's really just continuing to
think outside their traditional, um,

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healthcare delivery system. Uh, you know,
the, the, the walls of the hospital,

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the walls of the office. I think, um,

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we have to think differently in the
world that we are now living in and

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will be living in, in 10 years from now
in the world that my kids will live in.

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Uh, I, I think that the
opportunity there is just is,

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is still very much, uh, untapped. Um,

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so I, I think personally
that's a huge opportunity, um,

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as well as for our organization and,
and the folks that I work with. Um,

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at the same time there, there's, there's,

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there's also personal growth and
just continuing to build those

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relationships with, with team
members. Um, you know, that's a,

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that's a different type of growth. Um,

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I think we lost a lot of personal
relationships with the pandemic, uh,

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because we all are now behind
screens all of the time,

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and it's been great
personally for growth, uh,

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to watch teams come back together and
work together and be productive and real,

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remember what it's like to do those
things. There's clearly a space for, um,

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doing remote work, but I
think that the value of the,

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of being part of a team
in place, uh, is, is, uh,

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being realized again because people
are doing it more and more. And I,

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I think there's, there's professional
growth related to that, not necessarily,

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um, uh, directedly translating
into financial growth,

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but I think that's a critical, uh, part
of being part of a team and developing,

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um, uh,

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care models and technology and everything
related to healthcare that we do.

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I'm really glad you mentioned that
because it is so important to have that

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personal connection and,

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and that ability to work with the teams
and the teams to work well together in

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order to, um,

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have great patient care and then that
ultimately fuels everything else about the

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health system. So I think that's such
an important point. And, you know,

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given as we emerge from the pandemic
and everything that went with that,

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you know, are,

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are you seeing anything that's
different about forging those types of

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relationships with your teams,
with the other care providers? Um,

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how do you go about really kind
of personalizing that relationship

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in this post pandemic era?

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Um, it's, it's just, it's
different than it used to be. Uh,

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that's for certain. Um, but
it still comes down to, um,

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having good interpersonal skills
and communicating and, um,

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you know, holding people,

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committing to people that you will be
present and accountable and asking them to

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do the same. Um, uh,

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recognizing that you have to be a little
bit more flexible probably than you,

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we were five years ago because of
what we've afforded people, um,

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and how people have become more flexible
and comfortable with working remotely.

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You know, it, I love the turn your
cameras on for meetings, uh, um,

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mantra that a lot of people have put into
place. If you're gonna be on the call,

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you need to have your camera on.

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I think that helps for those people that
are remote to, to be more engaged, uh,

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when they, when we need to be.
But I still think, um, you know,

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it just comes down to how you treat
people and, uh, how you, um, uh,

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want them to treat you.

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There's just so much of interpersonal
relationships that you just try

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to lead by example, um,

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and help other people to get
there when they're struggling.

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Dr. Curran, thank you so much for
joining us on the podcast today.

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This has been such an interesting and
fantastic conversation and I look forward

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to connecting with you again soon.

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I really appreciate you having
me today. It's been fun.

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Absolutely.

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And I'm looking forward to meeting
you in person as well at our Health IT

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Digital Health and Revenue Cycle
event this fall in October.

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I think a lot of these things that we
talked about are really gonna be front and

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center, um, as part of the
discussions at the event.

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And so I am really excited to
meet you and learn from you.

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Absolutely. Thank you. I'm
looking forward to it as well.

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It is so important for leaders at the
top of organizations to keep learning,

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00:16:30,420 --> 00:16:32,110
stay sharp, grow their networks,

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00:16:32,540 --> 00:16:35,670
help our audience better do this
in a more simplified, personalized,

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00:16:35,690 --> 00:16:39,470
and meaningful way. Becker's
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00:16:39,900 --> 00:16:43,070
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00:16:46,140 --> 00:16:51,070
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