February 5, 2021: Health systems have a lot going on right now. Rolling out constant new technology is a balancing act. How do they put it all together? Are they able to come up for air? Craig Richardville, SVP & Chief Information & Digital Officer for SCL Health fills us in how his system is doing during COVID. How do the highly integrated roles of CIO CDO work together? What does it mean to lead digitally? What does it mean to lead as a CIO? Do you have a steering committee or a governance group? How do you organize workflow and systems? Do you need to hire a cloud architect? What’s it like hiring new people remotely? How is your interoperability? Are you ahead of the game on the price transparency rule and the 21st Century Cures Act final rule? Cybersecurity is that one thing that you can never ever take your eye off. How has the approach to cyber changed over the years?
The Growing Role of Digital with Healthcare CIO-CDO Craig Richardville
Episode 361: Transcript - February 5, 2021
This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.
[00:00:00] Bill Russell: [00:00:00] Thanks for joining us on This Week in Health IT influence. My name is Bill Russell, former healthcare CIO for 16 hospital system and creator of This Week in Health IT, a channel dedicated to keeping health IT staff current and engaged.
[00:00:17]Today, we have a returning guest, CIO and CDO for SCL Health, Craig Richardville. And we have a great conversation about really that CIO CDO title. What that means. What it means to lead [00:00:30] digital, what it means to lead digital as a CIO as well. What, how all these things are starting to work together. So great, great conversation with Greg.
[00:00:37]We've introduced a new podcast under the This Week in Health IT Channel. Today in Health IT. THis is a place where we recap a news story and we break it down every weekday morning. I'm excited that we're able to take those conversations we're having on LinkedIn and go one step further and really examine the so what of each one of these stories. So please go give us a [00:01:00] follow on todayinhealthit.com. You can follow us wherever you listen to podcasts. Apple, Google, Spotify, Stitcher it's out there. We'd love to have you also join the conversation on LinkedIn. Also share it with your team and continue to partner with us as we propel healthcare forward.
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[00:01:33] Today we are joined by CIO and CTO for SCL health, former guest of the show friend, Craig richardmille Craig, welcome back to the show.
[00:01:42] Craig Richardville: [00:01:42] Bill. Thank you. It's a pleasure to be here.
[00:01:45] Bill Russell: [00:01:45] I'm looking forward to this conversation. So you made the move from North Carolina to Colorado. Tell people what it's, you know, I love North Carolina and I assume you did as well. Colorado is pretty nice too.
[00:01:57] Craig Richardville: [00:01:57] Yeah. You know, I spent 20 years over 20 [00:02:00] years in North Carolina and really enjoyed the people, enjoyed the weather just a, really a beautiful place to live and come out to Colorado. It's a lot different, it's very much wide open.
[00:02:10] It's sunny all the time. I don't have the humidity, so the summers are extremely comfortable and really enjoying it out here in the West.
[00:02:18] Bill Russell: [00:02:18] Yeah. People think your kidding when you say it's sunny but it is sunny in Denver. I can't, there's very few times, outside of the days that the snow is falling. I don't remember too many days. I was [00:02:30] in Denver where it wasn't sunny.
[00:02:33] Craig Richardville: [00:02:33] You got that right.
[00:02:34] Bill Russell: [00:02:34] It's amazing. All right. Well, tell us a little bit about SCL Health.
[00:02:39] Craig Richardville: [00:02:39] Yeah. SCL health is a $3 billion Catholic faith-based organization. It's mission driven. It is provide services primarily in Colorado and Montana. And we still have some services in Kansas.
[00:02:55] Bill Russell: [00:02:55] So you have the CIO CDO title, and you're one of a growing number of CIOs [00:03:00] that have that. And I want to go down that digital path. How did digital support SCL's COVID response?
[00:03:07] Craig Richardville: [00:03:07] Yeah digital was was integral. And we were fortunate that we had already started to bring those services together. So when you look at some of the things that evolve around digital chat bot services, so the way that we can automate communication and get knowledge back out to our associates, to our communities, to allow that to occur some of the different campaigns for us [00:03:30] on not only traditional campaigns, but more taxed and more interactive campaigns again, to educate and provide those kinds of services. It really, at a time that information was not as readily available. So once you received it, you really need to get it out quicker. So all those kinds of things fell into play. And where we developed our digital strategy Bill, we broke it into several different components because some people look at the digital and they focus on the consumer.
[00:03:59] And [00:04:00] that's really what it's about. And really, we kind of broke it into a handful of different areas. So we're looking at the provider, we're looking at the consumer, those that are already have interactions with us, the patient, our associates. So the development of a digital workforce, a big piece of our work and also partners our vendors. How do we continue to mature those relationships?
[00:04:19] Bill Russell: [00:04:19] Yeah. You know, it's interesting. I was going to actually back up there and talk about that. Cause I have a lot of CEOs talking about, you know, how do we, you know, we had to do a lot of digital things, [00:04:30] digital initiatives, digital. We implemented some technologies to reach our community, to implement care at a distance.
[00:04:37] And those kinds of things during, during COVID. But a lot of them are saying, okay, so now they're asking me for a digital strategy. It's almost backwards. It's like we have to do all these digital things. Now they're saying, okay, how do all these things knit together? Give us an idea how, you set the direction you know, funding buy-in how did you get all that stuff moving?
[00:04:59] Craig Richardville: [00:04:59] Well, it's [00:05:00] interesting, you know, if you go back several years really, almost like a decade or so when people were developing like IT strategic plans and what was your strategic plan? There were several of us that really didn't have a strategic plan for it. And we really looked at it. We have one plan, one strategic plan, and that's the one for the company.
[00:05:18] And what we do is we provide systems and services and support to help the company achieve or overachieve what their plan was put into place. So as we started creating the whole digital arm for the company, it was the [00:05:30] chief marketing officer, a great person, and myself sat down and talked about how we wanted to position this and put it together.
[00:05:36] So we actually co governed the the committee that we have for the steering committee for digital. Now, all we've done is either then repurposed an administrative position, a new VP position, and then pull in a person to fill that role a totally different way of how they think and mature versus maybe what would be traditional in place on the it side.
[00:05:57] And really then what we do is we put together [00:06:00] the planning that supports then our assistant strategy.
[00:06:04] Bill Russell: [00:06:04] Interesting. So it's you're not the first to talk about the relationship between the chief marketing officer with regard to digital. And so talk a little bit more about how you organize. You have a steering committee or a governance group. Is this part of IT or is it, or did you keep it separate from it? Is it highly integrated? What does it look like?
[00:06:28] Craig Richardville: [00:06:28] Well, I'd say you know, [00:06:30] the culture here is very collaborative and we don't really draw a lot of different lines, but so the way that we've brought this together was really just sitting down and he wanted to make sure that it was a focus of the work.
[00:06:41] And so we created a steering committee. It's a digital services steering committee, Salesforce, for example, is a component of that steering committee. And then what we did is we looked at the different resources that we had in the company. And we brought all the resources together, the human resources and the budgets that go along with [00:07:00] that.
[00:07:00] And we put all that into one area and move that into IT. And so an actual, we changed our name from IT to ITDS. So we're information technology and digital services. And with that we did was we didn't add to our current investment. What we did was I repurposed positions, several different of our administrative positions I created an opportunity for a digital vice president position.
[00:07:26] And then we filled that position with somebody from the [00:07:30] outside to come in to lead that now newly merged team that's coming together. But when we look at the steering committee that we've put together, There's the person there. That's for communication. There's a person there that runs marketing strategies there.
[00:07:43] Some of our operational groups are there, so it really is a very multi-disciplinary group coming together. All of our, the purposes of digital services.
[00:07:53] Bill Russell: [00:07:53] Yeah. What's the VP of digital services. Give me an idea of what that what that role job [00:08:00] description looks like.
[00:08:01] Craig Richardville: [00:08:01] Yeah, well, it's like most of our job descriptures, descriptions
[00:08:05] Bill Russell: [00:08:05] It's everything,
[00:08:07] Craig Richardville: [00:08:07] Everything, but she really has a very unique focus. So she really is looking at different things and I'll just throw out a couple of different buzzwords. So chatbots services, we kind of put in there, for example, artificial intelligence and then and machine learning. We put that within digital services.
[00:08:24] When you look at Salesforce, all the things that we're doing with communicating with patients and with [00:08:30] providers and with our consumers and trying to draw new patients, all of that is within digital services. If you look at a couple of the other kind of workflow items like robotic process automation, That is within digital services, chat bots that is within digital services.
[00:08:47] So it was very encompassing and a lot of the new work that's happening within healthcare. And some of that is, is obviously, you know, stealing from some of the other industries that may have done this a few years earlier.
[00:08:58] Bill Russell: [00:08:58] Yeah. You know, Craig, I, and you, you spent a [00:09:00] lot of time talking to people outside of healthcare. And, and looking at what they've done is the CDO CIO role pretty natural. I mean, and it is a pretty common outside of outside of healthcare?
[00:09:12] Craig Richardville: [00:09:12] Yeah, it is Bill, you know, it's it's interesting that you see, depending upon the company and the culture and the evolution and where they're at you see some companies, a lot of people will have Chief titles, so they may have a chief data officer, a chief analytics officer, a chief experience [00:09:30] officer, a Consumer officer, or you have people, you know, like how we're doing it here, not as many Chiefs, but we're actually taking the roles and bringing up under a single person versus having a lot of different individual areas. So I think for me, I think it's a natural evolution to me, just like data and analytics was a natural evolution in the previous life.
[00:09:49] I actually was also the analytics officer. In addition to those CIO but to me, some of that could all be just govern up under a CIO. I think what you seeing outside of healthcare, you [00:10:00] see a little bit more maybe on a technology officer, or maybe even the digital officer overseeing a CIO, for example, but the way that we are evolving within healthcare. You've got things of data and analytics. You've got the digital, you've got transformation, innovation. Those are things that, to me are just a natural evolution of the role and the responsibilties.
[00:10:24] Bill Russell: [00:10:24] Yeah and they're, they're tightly integrated. There's so many dependencies actually, that's the direction I wanted to [00:10:30] go.
[00:10:30] I mean, traditional, it has all these operational components and what I've seen in my experience also where, you know, you kick off those digital initiatives. And you bring in that expertise, they look at it and they go, you know what I need, I need APIs. I need data transparency. I need data liquidity. I mean, they start talking and all these new terms, and sometimes there's sort of a shock to the foundational operation of healthcare IT. I mean, did you find [00:11:00] that, you know, digital is leading you to transform the back end as well?
[00:11:04] Craig Richardville: [00:11:04] It is. And that was really kind of gearing us a lot more toward the development. And when I'm talking about the back end, you know, we're developing an SCL health cloud and that health cloud will now be a mixture of a public cloud on-prem kind of work. Things that are software as a service really starts to evolve what that backend support area looks like, but then you start gearing into other things. So [00:11:30] we're actually going through a whole thing about what the provider and the employee tools sets going to look like starting to collapsing, you know, some of the voice and data services together at a single device, having to be more of a mobile device. I tried to build a lot more artificial intelligence into that work to again, to help support the provider or support the associate. So it's really kind of all getting into the back end pieces of what gets provided back out as well as moving ourselves out into the consumer or in the patient world.
[00:12:00] [00:12:00] Bill Russell: [00:12:00] Yep. Yeah. Are there technologies, so you currently have your eye on that you're tracking in the digital space?
[00:12:07] Craig Richardville: [00:12:07] Yeah. And, you know, I mentioned earlier, you know, chatbots, obviously, you know, people are throwing those things out there and we're very also have a volume of chatbots that we're creating. I do think robotic process automation. So for me, I'm kind of defining some of that work as a digital workforce.
[00:12:23] How do we really start to take the human component, make it more advanced by taking a lot of the [00:12:30] robotic type services that we provide and really automating that and make it a lot better, faster and easier. Not only for our associates, but equally or more important for our patients or consumers or our potential new patients coming in artificial intelligence, I think is going to be a big thing for us.
[00:12:46] We're looking at a lot of things on the voice side. So for me, voice, and we all experienced it in our personal life. It's kind of like the next user interface that people say things to the Alexa or Google home voice really becomes that, that next [00:13:00] way of how to do it. You do it in your cars. When you want to get to a certain location or change a radio station, your voice can make all that happen.
[00:13:07] And so we're doing that here, obviously as an interface, but also I think. In terms of the AI piece, it really interpreting conversations and really starting to look at how do we interpret the conversation that's happening, for example, between a patient and provider, and take that into a medical note with no human intervention.
[00:13:25] So how do we continue to train kind of more of a, a human scribe and [00:13:30] put him or her into a digital scribe? So there's really no human, but it's actually. The machine is learning based upon the conversation, what the output should look like and then presenting that out, but back out.
[00:13:41] Bill Russell: [00:13:41] Yeah, I love it. Well, first of all, I love the terminology of digital workforce. I also, like just the concept that digital isn't just about the consumer, it's about a lot of different areas and you started to sort of elaborate on this and you know, what, what digital look like? Give me an idea. If we fast forward five years from the different [00:14:00] perspectives, you're looking at this. You just talked about from the clinician perspective, you know, that digital will come alongside them and help them to be more effective and more productive.
[00:14:08] Are there other sort of I guess visionary you know, use cases that you're looking at to say, you know, in five years we would like our health system to look like this on behalf of our patients.
[00:14:22] Craig Richardville: [00:14:22] Yeah. You know, if you looked at broken down the different groups that I kind of broke out at the beginning, if you look at the [00:14:30] provider side, I think for us on the digital side, there certainly would be a lot more artificial intelligence built into a lot of the decision-making and how we are offering the data up to providers to make those kinds of decisions on our patients, and really start to change the outcomes as well as the efficiency of that work. If you look at on the patient side, certainly we want a lot more self-service. We really want to provide the tools and the the tool belt to allow the patient [00:15:00] to do his or her work much more efficiently and really be a bigger piece of the process of health or healthcare. If you look at the consumer side, I think people need choice. They need information to make those choices. So as we continue to communicate our services, the quality of our services, how we're looking to continue to advance health and healthcare getting that out to people so they can make those kinds of decisions.
[00:15:25] So with that also comes a lot of openness and transparency. So when they're [00:15:30] comparing four different services they can compare us easily with our competitors as well. And I think as you move more toward the associate side to continue to digitize the workforce, you know, as we're looking at call centers and moving those into the neutral, newer terminology of a contact center, you know, part of that is when you actually have a human intervene because of a call or a contact that it could be looked at as a failure point, you know, what is it that, that human has that can be automated or digitized to allow [00:16:00] that to be better, faster and easier?
[00:16:02] And having a human intervene on that side. So those are all components. I think that are very important as we look at what the next two, three, five years might look like. I don't want to overuse some of the analogies in the past, but when you look at companies like Amazon, that was born in the cloud, and that was born in a digital world, you don't have those kinds of human interactions.
[00:16:24] The machine is actually taking care of a lot of those services for you. And I think as we mature, that's [00:16:30] going to be the new norm. One of the new norms that people are going to expect to have happen in healthcare. Just like they've seen it with retail, as I mentioned, or in banking or other types of industries, that's going to be a norm for health and healthcare.
[00:16:44] Bill Russell: [00:16:44] Yeah. The meshing of the physical and the digital is really interesting. I mean, I just did a whole transaction where I visited a place yesterday and then. We completed the whole transaction remotely digitally this today, this morning. [00:17:00] And I think that that interaction is going to be interesting to follow. Are the regulatory things that you guys are tracking at this point? Are you, are you ahead of the game on transparency rule and the 21st Century Cures final rule?
[00:17:15] Craig Richardville: [00:17:15] Yeah, we are, you know, we, we stay very close to that and I will put a little thing out there for CHIME and chime advocacy. I'm a member of that group had been for years, a very strong group that Russ has put together.
[00:17:28] And so to be part of [00:17:30] that, you look at the interoperability work ahead of that piece for our health system. We knew it was coming. We wanted to. Make sure that we could not only abide, but really provide the service or the intent of that data sharing piece and information blocking and move that off to the side.
[00:17:46] I do think there's some new ones coming up with patient identity as well as provider identity. So, you know, historically you could see somebody coming into your office or into your clinic or into your facility, you could validate or verify when they would bring you [00:18:00] information, maybe an insurance card or a driver's license.
[00:18:03] But as you start to continue to mature more in this virtual world, yeah. You may not see who that person is on the other line and he, or she may not see who you are. So I think as we start to look at patient identity, how do we develop a digital identity so that when bill Russell, for example, editors, our health system, I know it's bill Russell and bill also knows on his side.
[00:18:24] Who I am as a provider that you are coming into the right space to receive that level of [00:18:30] service. So I think all of that's coming in together, we're working with a couple of companies ping identity and provide some of these really more established and newer thinking. Companies are really helping us start to move ourselves into that direction.
[00:18:43] And Colorado, for example, really is the only state at the moment that actually has a digital driver's license. And that's validated, verified within any part within the state of Colorado. I can't use it when I go to TSA or travel or move outside the state, both in the state that [00:19:00] license is on my phone. And I think that is a way that we need to continue to mature ourselves, to look identification and reduce the duplicates that do occur.
[00:19:09] Bill Russell: [00:19:09] Yeah. You know, people saying the patient ID, all that makes perfect sense. Why have we done this? Cause there's, there's a lot of complexity to it. I mean, you talk about the digital identity and the need still for a physical ID.
[00:19:21] We had a significant illegal immigrant population in Southern California that didn't want to be identified. [00:19:30] But we had to identify them when they came into the health system. And so we had records that helped us to try to match, but still matching was very challenging. And then you have privacy and it's, it's such a, you know, it's you look at it and you go, yeah a record that identifies the person so that we have the complete medical record together. Doesn't that make sense? Can't we all agree on that. And the thing is it is really complex. It's not, it's not simple.
[00:19:58] Craig Richardville: [00:19:58] Allright, you got that? [00:20:00] Yup.
[00:20:01] Bill Russell: [00:20:01] Priorities. What are your technology priorities going into 2021? And have they changed with with the advent of COVID and going through a pandemic?
[00:20:11] Craig Richardville: [00:20:11] Well, you know, you still have to operate as a business. And I was very fortunate to things that we had put together as part of our support plan to help support our system strategy. Some of it got accelerated. We talked about like on the digital side, which I think is great on the virtual side, which is absolutely excellent.
[00:20:29] They were really [00:20:30] starting to move ourselves into that, but also the other work that we had. So for example, where are right in the midst of an Epic refuel projects. So we just kicked that off in the last month. And so we've got about 20 months of an Epic refuel investment, which is really getting us back to foundation.
[00:20:47] So a lot of that work will be continuing in 21 and going into 22. We did receive approval last year to replace our ERP system. So we're moving from Lawson to Oracle [00:21:00] ERP cloud. We actually go live April 2nd. Of this year. So we're in the fourth quarter of that implementation. So that continued throughout COVID put a little pressure on some areas, primarily supply chain, but we're overcoming those and we're getting prepared for a go live here in about 10 weeks.
[00:21:17] We did go through talking about the digital space and some of our partnerships. We got approval last year to move forward with the Salesforce health cloud. So actually we plan on implementing that and going live or right in the midst of that, [00:21:30] we'll be going live in the early second quarter of this year with a health cloud concept, which really.
[00:21:36] It gives you more of the opportunity for three 60 view of the patient or the consumer of the different campaigns. You may have offered him or her, the different ways that they've entered into your healthcare system and really start to personalize that relationship. We're also as I mentioned a little bit earlier about our contact center, really moving away from our call center approach into a [00:22:00] contact center approach and then Google.
[00:22:02] And some of our with our, as we do the SCL health cloud, Google would be a big component of that piece. That's our technology partner. We use them for office productivity, which we made that transition last year, but we're also going to be our cloud platform as we continue to move forward. And then you've got the pieces that, you know, that happened a lot with COVID with a remote workforce and tele-health and all the different virtual ways.
[00:22:26] Not only are we operating. Virtually as a company, but also [00:22:30] providing services to our patients.
[00:22:32] Bill Russell: [00:22:32] Right. So you guys really aren't doing a lot, then you're pretty much just resting on your laurels. No, seriously. I mean, I was listening to that and I was getting stressed. I mean an Epic refuel, an ERP implementation coming up, CRM as well, bigger than CRM, the health that is a CRM as a base but a lot of other things integrated into that. Those in and of themselves are all major initiatives [00:23:00] in your, a $3 billion health system. You know, how are you, how are you balancing all that, given that, you know, we're in a pandemic year as well?
[00:23:09] Craig Richardville: [00:23:09] Yeah, well, those are all things that as we continue to move through the pandemic and come out of them there are things that we want to make sure we have in place that we do have, you know, the more modern Epic environment for our EHR, as well as our revenue cycle.
[00:23:25] And we look at the, the ERP system, you know, when you go back to something that was installed [00:23:30] 20 years ago, and now you're modernizing that. With that comes a lot of efficiencies, you know not only the backend, but also the number of different software applications that we're going to be sunset and dozens of ad-ons that were put in the old environment, the new environment takes care of that.
[00:23:47] And then when you look at these, you know, as you know, many of the things that we did, we actually just did a Kronos cloud implementation as well as they are now being served up in a cloud environment. So at that backend question that you asked. And as [00:24:00] the ups ease some of the pressure on our data centers and the way that we are accessing that data, because no, these are naturally now born in and up into the call type services.
[00:24:09] So accessibility and reliability and all those different pieces now are really kind of coming into place for us. And they're all leading us into the right direction.
[00:24:18] Bill Russell: [00:24:18] Do you have like a, do you have a, like a cloud architect? It was looking at how all these things are going to tie together.
[00:24:24] Craig Richardville: [00:24:24] We actually just hired a new guy a few weeks ago, somebody who actually I had worked with in the [00:24:30] past brilliant gentleman and he will be helping us to more of the details of the architect or actually going through the whole business case as we speak.
[00:24:39] And I think that's going to take us a good two to three months to really get that. Socialize out there, understand what some of the investments going to be, what some of the savings are going to be some of the impacts on The staffing that we have here, as well as how the service is going to continue to come back out and, and be more resilient for us as well.
[00:24:59] So a [00:25:00] lot of really good things coming into place, and we will see that continuing to evolve as the technology evolves and our partners evolve. But really what we're doing is we're shrinking the number of different partners that we have, and we're taking the partners that we do have and expanding their roles and responsibilities.
[00:25:15] And so for that, I think that will actually make an, the administrative party even a lot easier.
[00:25:20] Bill Russell: [00:25:20] Yeah. So you're hiring people. Let's talk a little bit about remote work. How has, how does hiring change? And then culturally, typically when you hire somebody there's a, an [00:25:30] introduction to the organization that just naturally happens. You know, you walk around, you introduce that kind of stuff. How, you know, how has hiring changed? How has making people a part of the culture changed in this time of remote work?
[00:25:46] Craig Richardville: [00:25:46] Yeah, that's interesting. I think, you know, when you look at ourselves and others, certainly human resources is really going to be even a, more of a critical strategic partner in helping the healthcare system in this case [00:26:00] to continue to evolve and to succeed.
[00:26:03] Because when you look at a retention of existing people you look at the recruitment that you're talking about. New people coming into place, a replacement of individuals or positions. We have within my area last year, when all this was happening, we, we intentionally went through them. Every single position that we had, and we classified them that this could be a virtual position or an in-person or onsite position.
[00:26:30] [00:26:30] We went through all of that. And then we just, then we looked to see who were in those roles. We had some that were mixed and some of those were for reasons for good personal reasons or professional reasons that he or she wanted to be on site, even though the position could be anywhere in the country or the person was expected to be onsite.
[00:26:48] And the leadership role, for example, But because of other personal circumstances here, she had to be somewhere else in order to fill that role. So we essentially identified all of that. [00:27:00] And then when you look at how we look at recruitment coming in and new people coming to be part of the organization, that retention piece, it does become a very A very tough role.
[00:27:10] It's a new challenge for us of how we can stay connected. So I actually offer culture with Craig, which are kind of open forum type things. I also have coffees with Greg for the morning same summer type stuff we do every week. We have a open lunch. So we get maybe 50, 60 up to a hundred people that will [00:27:30] just come in and just have lunch.
[00:27:31] And the thing that I've seen when I first came here two years ago, Most of the questions in the open forum and the way that we connected. And also I might chat all the time. So there's chats that's happening continuously. It really was more about on the professional side. And what you're seeing now is kind of a transition.
[00:27:51] We talk more about cars or boating or children or anything you can think of. It's, it's interesting [00:28:00] how, I think as a as a culture, as a division, certainly within my scope, we're starting to talk a little bit more about the person and less, more about the profession. And I find that an interesting transition, because really when you look at.
[00:28:13] People at home, like for example, yourself, I can see some of the things in your background or things that you like to things that you're proud of. And you can see that now in other people's lives. And so when I little child walks through or a dog or a cat comes flying through the video, people will pause [00:28:30] and they'll say, Hey, tell me a little bit, or bring her back or bring him back.
[00:28:32] And this chat, it's really becoming a lot more personal. And I think that's a big advantage to really create that kind of culture that you're really caring about the person as much as you are about the position.
[00:28:43] Bill Russell: [00:28:43] Yeah. You know, we used to have like a, bring your kid to work day, and now every day is bring your kid to work day, it feels like it's a, I've gotten, I've gotten to know people at a different level.
[00:28:53] It's been a, it's been really interesting. I noticed though, you're you're in the office. So is [00:29:00] that a, is that a conscious decision on your part?
[00:29:02] Craig Richardville: [00:29:02] It is I'm I'm five minutes away. So I'm just right around the corner and it's comfortable. And there's a few of us that have come in on a regular basis throughout the pandemic, but officially we're, we're closed the building's closed.
[00:29:16] You have to have an exception. They come into the office or a reason why. So we're watching it very close and making sure that all the social distancing and all the pieces that are in place that are really being lived here when. People are coming into the, into the, [00:29:30] our buildings. But I do enjoy coming in and being part of this, I've worked at home. I think Bill may be two days. And I, and I enjoyed it, but really for me to get up, get going and coming in, it's just part of my routine. And, you know, part of my routine also was. Yeah, it was coming in on Saturdays and Sundays. And when I do my workout at the gym is just kind of a natural progression. I will say some of the things you like stopping at my favorite breakfast place and those kinds of things have changed.
[00:29:59] And now they're kind of [00:30:00] getting back to that at a different level, but they're starting to come back a little bit, but I do enjoy the environment. It's a very comfortable place that we have here and it's enjoyable. And I get to see a few people every now and then.
[00:30:11] Bill Russell: [00:30:11] Yeah, let me, let me hit on cybersecurity. You know, cybersecurity is that thing that you, you can never take your eye off. I mean, you can do the EHR implementation. You can do the packs and the ERP and the CRM. You can do all that stuff, but if you ever for a moment, take your eye off cyber security and you have a very good. CSO who [00:30:30] is, is, is at SCL doing great work.
[00:30:33] What I want to really focus in on is, you know, how have you seen healthcare's approach to cyber change over? I mean, you've been a CIO in healthcare for a long time. How has the approach to cyber changed?
[00:30:47] Craig Richardville: [00:30:47] Yeah, well, certainly it's it's front and center, right? So every board meeting that we have my CSO does a report out of what we're doing and how we're doing things on the [00:31:00] cybersecurity side, literally between every, when there's some major event that's happening and some education on that and how we're looking to I make sure that we don't hopefully become one of those headlines.
[00:31:13] But what I've seen is a few things. One is a large shift to a managed services. To really there, there are now companies that are more mature, it developed area of expertise. You don't have to build all that extra expertise yourself and be able to maintain it. So managed [00:31:30] services coming into play.
[00:31:31] And that also gives you as, you know, the seven 24 look of all your environment and all the different interactions that's happening without having a person be watching it at all times. And with that comes, I think the natural progression into artificial intelligence and means machine learning. So it's starting to learn what a normal behavior is and could identify.
[00:31:51] When an abnormal behavior occurs. And if so, we can then segment that area of the company or that person outside of, we feel somebody has been [00:32:00] breached and be able to investigate that without necessarily impacting the rest of the company. I do think too, that as we have with many of our work is, you know, is go really going across industry.
[00:32:12] So it's not a healthcare situation. Certainly healthcare is privileged to how some of the most important, or some of the most sensitive data that we have about people. But also this is, this is across all industries. And so those continued learnings and being able to collaborate. Outside of [00:32:30] healthcare is really important as you look to take this on, I think as a, as a country, in our example, for example, versus just our industry or just our company, and then the continued learnings.
[00:32:41] So people as we all know, is as one of the major holes that we have, you know, allowing people to come into your environment, it's like, Somebody leaving the door on lock, you know, at your house or the window propped open. Those are the things that we continue to have to educate on. I think we're probably to a point that if [00:33:00] when we look at people who may have a disciplinary situation where they're.
[00:33:05] Leaving that door open a little bit more than what they should, or that window unlocked a little bit more than what they should, that we're going, sorry, I'm moving our way through more of a reward system for those that are doing it correctly in a more of a disciplinary approach for those that aren't because it really is kind of creating an exposure for everybody else to come in and to possibly do some damage to your data.
[00:33:25] So mass standpoint, we're going through a lot more of a mature process and [00:33:30] heightening the awareness of some of those breaching.
[00:33:33] Bill Russell: [00:33:33] Craig. Thanks. Thanks for your time. And we've covered so much ground in such a short period of time but we'll, we'll have to, we'll have to do this again in the fall. And you know, by then, we'll see if you're still standing EHR, ERP you know, health cloud. That's, that's a lot of stuff going on. And I'm excited for you.
[00:33:53] Craig Richardville: [00:33:53] Well, thank you. I appreciate it. And Bill, your, your work is just a tremendous, so the different sharings and the learnings, I continue to [00:34:00] grow and be a student in my role. And so thank you for that. You do really appreciate it.
[00:34:04] Bill Russell: [00:34:04] Appreciate it. Thanks Greg.
[00:34:06] Craig Richardville: [00:34:06] Take care.
[00:34:06]Bill Russell: [00:34:06] What a great discussion. If you know someone that might benefit from our channel from these kinds of discussions, please forward them a note. They can subscribe on our website thisweekhealth.com or you can go to wherever you listen to podcasts, Apple, Google, Overcast, that's what I use. Spotify, Stitcher. We're out there. You can find us. Go ahead, subscribe today or send a note to someone and have them subscribe. We want to thank our channel sponsors who are investing [00:34:30] in our mission to develop the next generation of health IT leaders. Those are VMware, Hill-Rom and Starbridge Advisors. Thanks for listening. That's all for now.