Mega-Mergers are the talk of the town we explore the implications to health. Also, are we negotiating with terrorists when we pay ransomware? May want to set a policy before it happens to your health system. Finally, beyond the buzzword of Digital Transformation.
Episode 2: David Chou on Do Mergers Make for Better Health and Paying Ransomware – Right or Wrong
[00:00:00] Bill Russell: [00:00:00] Welcome to This Week in Health IT where we discuss the news information and merchant thought with leaders from across the healthcare industry. This podcast is brought to you by Health Lyrics. This is episode number two. My name is bill Russell, recovering healthcare CIO, writer, and consultant with the previously mentioned health lyrics.
[00:00:27] Today, I'm joined by our part-time [00:00:30] cohost and full-time CEO at Mercy Children's in Kansas city. Digital transformation evangelist, and one of the most prolific social media presence in healthcare today. David Chou. Good morning David and welcome to the show.
[00:00:44] David Chou: [00:00:44] Thanks Bill. How's everyone doing? Thanks for having me. I'm excited to join this on a regular basis. I'm really looking forward to some great discussions and most importantly for me to learn from you as well Bill and some of your incredible insights, just so I could start [00:01:00] transforming my own organization. So extremely thrilled to be here and thanks for having me.
[00:01:04] Bill Russell: [00:01:04] Yeah. That's that's mighty kind of you but you know, clearly I'm a recovering CIO and you're an acting CIO. So I'm looking forward to our conversations from a lot of different perspectives. One of the things I found about being a former CIO is I can pretty much say what I want now without going through marketing or compliance or legal.
[00:01:23] And you guys have to be a little bit more guarded about the things you say. So we'll get a little bit of both perspectives here and [00:01:30] it'll be kind of fun. Before we get to the, before we get to the program, why don't you give us a little idea of maybe some of the things you're working on these days and some of the stuff you're excited about?
[00:01:41] David Chou: [00:01:41] Yeah. So I would say you ask every CIO in the healthcare industry was their biggest, biggest focus right now. It's really, it's a tough one to grasp because every organization is going through ways to be more efficient from the financial aspect. So I think every CIO, what they're focusing on, they're focusing [00:02:00] on innovation while figuring out how to Kafka at the same time.
[00:02:04] So on a macro level, that is what I am trying to figure out. How do I keep the orientation moving ahead and providing new solutions or even creating new business models. But at the same time, how do we skim down some of the fat or other things I may not be as needed, but it's required. So macro level, that's what I'm focusing on.
[00:02:24] But for me, for me, organizational, just strategy department strategy level, there's a few [00:02:30] things I want to focus on in terms of having some huge partnerships, a line that's just so allows us to move faster. So one example is we're going to have a. A big announcement with our EMR vendor, Cerner, where we're going to be only the entire Cerner catalog of products.
[00:02:46] And that's a very different mindset in terms of our orientation that historically likes to use best of breed products. Now we're moving toward the CRNA preferred solution while that may not be the best modular [00:03:00] solution to every single department or every single problem that we're going to solve.
[00:03:05] It allows us to have that coherent integrated platform. While at the same time, move a lot quicker, you know, thinking, just thinking through organizations that have procurement challenges or having to go through contractual agreements and all those things do take time. So for us, by having the strategic alignment allows us to move faster and allows us to gain tremendous support from a partner like, or who is also [00:03:30] located within the Kansas city market. Just like we are.
[00:03:33] Bill Russell: [00:03:33] Wow. Well, we'll, we'll have to get Cerner as a as a sponsor. I guess, if, if we're going to say Cerner this many times, I have seen I have seen a lot of health systems do exactly what you're talking about. Not a lot, but I've seen a couple of really do it effectively. I know that Memorial Hermann does a good job really focusing in on a single EMR provider as does Adventist.
[00:03:58] And they're able to really [00:04:00] gain some efficiencies and really drive down some costs. Yeah, I'll be curious. Maybe we'll we will definitely hit that topic again, but nothing while you're, you're not doing anything with blockchain yet, or anything IoT or you just, just exploring those things right now, we're still exploring it.
[00:04:17] David Chou: [00:04:17] Right. But the challenge is things like blockchain IOT is you really have to find a platform so we can look into IBM, Accenture, Microsoft, all of them are. Developing platforms, but [00:04:30] the problem I see that's facing a lot of healthcare it department is while we're trying to maintain and keep these moving with our wide range of healthcare applications, work, I bread and butter is not doing new software development or so that's where I really rely on partners to help us transform.
[00:04:47] We do have an email that's playing with it, but it's more on a mental scale versus enterprise scale. So we are looking at IoT we're exploring. Things with Amazon, Alexa, Google home, things of that nature. I do see a lot of potential [00:05:00] there. Thinking about just, you know, voice assistance. I do see the potential to actually replace something like the nurse call system, right?
[00:05:08] The things that we're doing with Alexa being everything is Siri, Google home. I mean, but that's almost. Similar to what could be done in a patient room in terms of providing feedback or providing some sort of action that needs to happen from a clinical staff. Yes, we get into all the security requirements or even privacy requirements.
[00:05:26] But just thinking about the overall ease of use for a patient [00:05:30] who is bedridden. How easy, how nice would it be for them just to be able to speak to Alexa, to get some sort of service? So we are dabbling those, but I'm not ready to say that there were going to be enterprise ready. We're going to have something proven in the next year or so.
[00:05:46] So we're still dabbling in just keeping, just keeping the teams engaged with what's going on and the industry, and hopefully generate some new, exciting ideas that they could try and bring back to the organization.
[00:05:59] Bill Russell: [00:05:59] Well, that'll be [00:06:00] probably fun to keep an eye on. I think we'll see some of that at HIMSS this year as well. So before we get started on the on the segments that, you know, a couple of housekeeping items for us. So we did our first podcast last week and we got some feedback in the spirit of being. I guess customer centric, we're going to be responsive to our audience. The first change that we're going to do is we are going to break this down into three sections, the three segments, I guess, to make it easier to follow.
[00:06:26] The first is just going to be in the news where the [00:06:30] co-host and myself will each select a story, a relevant story from the last couple of weeks, and we'll just go back and forth and discuss those stories. The second segment is going to be. Sort of an either or where they're going to talk about leadership or we're going to talk about emerging technology.
[00:06:46] It will depend on, you know, who's here. You know, with, with David this week, we're going to talk about digital transformation I think is going to be a fun topic. But I, you know, I hope to talk about voice and. You know, voice [00:07:00] assisted and some of those other things in the future, I think it'll be fun.
[00:07:02] And then the final segment is more of a, you know, in the spirit of Donald Trump's new Z award that he did. We're, we're, we're actually going to do social media awards on a weekly basis where each of the hosts picks their favorite posts for the week and just highlights it and shares it with everybody of you know, just why they, why they believe it's worthy of of our award for the week.
[00:07:25] So. We'll close out, sort of on a fun note doing that. A couple of other things. [00:07:30] We're now on Apple iTunes. We're on Google play. You can you can subscribe there. You can also subscribe at a, this week in hit that buzzsprout.com and you can find us on our sponsor site at healthlyrics.com as well. We'll be posting a new episode every Friday by noon Pacific time.
[00:07:48] So please subscribe so you don't miss any episodes. We do have a lot of great co-host lined up. As David mentioned earlier, every every four weeks, we're going to have David back here to have a [00:08:00] conversation and look forward to that sushi shade. We'll be here in a couple of weeks at marks will be here in a couple of months.
[00:08:06] Charles Boicey a data science genius excited to introduce everyone to has agreed to be on as well. And my good friend David Baker, who is a CIO in a dental system now a billion dollar dental practice. We'll be here next week. I bet you didn't know. There were a billion dollar dental practices, but there [00:08:30] actually are.
[00:08:30] So we were actually so new at this point. We don't even have a website yet, but that's coming and that's probably enough housekeeping for now. So let's go ahead and get started. Let's start with your story and give us a little background and kick off the discussion for us.
[00:08:50] David Chou: [00:08:50] Yeah. So I would say, you know, last year you're seeing a trend in the healthcare space of I'll call it mega mergers.
[00:08:57] You're seeing lots of. Organization is trying [00:09:00] to gain scale and, and even three years ago one of the questions that we'll always ask myself is what does that scale, or how big does it have to be in order to stay relevant? 3 billion is a 4 billion, 10 billion, 25 billion. I think that's still to be determined.
[00:09:16] But you're starting to see a lot of these mega mergers these days. I mean, you, you, you're looking at deals that were now just between advocate and a roar in the Chicago area that was in December. I mean, we had the Ascension health. [00:09:30] Sort of announcements. So, and these are not, these are not the typical deals that you would ever expect five years ago.
[00:09:37] I mean, even for you Bill, you probably would not have expected this when you were working as a CIO. I mean, these deals are probably outrageous in terms of my, my mothering and it's because we're people are trying to play in the value space game. And in order to do that effectively, you got to have scale.
[00:09:53] You've got to have. Of large amount of population to be able to go at risk and negotiate equity with insurance [00:10:00] carrier. But at the same time, you're also seeing a lot on non-traditional. Mergers and acquisition, you know, CVS health getting into the retail clinic with, with the insurance carrier. So I would say that this article that was put out there really made me think twice.
[00:10:18] I've heard about this a few times, just because you got to scale, it means better access for the patient. Hopefully it creates a sort of a healthcare [00:10:30] location to where patients could get consistent care versus. Having disparate healthcare providers, but at the same time, you ha you have to start thinking, does that really save money for the healthcare ecosystem or you as a patient, or does it just create more of an, a monopoly?
[00:10:46] So this is, was a very interesting article that was posted by USA today, where the headline and the title of it was healthcare deals can make you healthier. So that may not save you money. And as [00:11:00] everyone is aware, the health healthcare GDP in the U S is the highest in the world. So do these deals actually save dollars or is it really just going to make us healthier?
[00:11:12] Hopefully it stays true to make us healthier, but what, what did that item in case where it doesn't make you healthy or save money? What does that stand?
[00:11:20] Bill Russell: [00:11:20] Yeah. You know, I'd like, so yeah. So healthcare deals could make, make you healthier. But may not save you money. It's in a USA today. [00:11:30]We're going to go back and forth in a minute.
[00:11:31] I'm going to go through each one of these premises that they do. And we're just going to give a yes or no. If you think these are going to help or not. But you know, at JP Morgan, they're, they're sort of throwing out this number, that the number to really be at scale as a traditional health system is about $3 billion in revenue.
[00:11:50] I don't know where they come up with that number. I don't, but I've heard it now a couple of times. At the previous conference and this conference as well. So I think these [00:12:00] it's interesting cause these mergers fall into two categories. You have the, the, the scale plays like you talked about the, the Chi dignity, the Aurora advocate and you know, even the rumor Providence Ascension, which I don't put much credence in, not, not that I don't think there's talks happening.
[00:12:17] I'm sure actually that there's talks happening. But there's no burning platform there that that really would cause this one to take place because you know, compromise is important. And when you [00:12:30] have one of the systems struggling or needing to get to scale in order to compete in their market, that's where you have that compromise.
[00:12:36] And neither of those systems have that. And that's a critical element in any merger. So we'll keep an eye on that one, but those are scale plays. Those are, you know, we're trying to get bigger. We're trying to get a national. Footprint, we're trying to leverage economies of scale with suppliers. We're trying to leverage economies of scale with with EHRs.
[00:12:57] You know, these mergers are typically [00:13:00] playing the same game with more assets and more negotiating power. But the two others that I think are really a little bit more interesting are DaVita and United healthcare and CVS, Aetna, and I would call those retail plays. These mergers are very different.
[00:13:16] They're potentially game changers. You know, it does remain to be seen what may happen here, but I could see these players really disintermediating the traditional players and becoming the, the [00:13:30] one-stop shop for where they go for. You know, the first point of care come back there for their materials and things they need for chronic disease.
[00:13:42] And ongoing care. But you know, it's interesting. I look at these scale plays and retail's plays, and I'm sort of reminded of the old book Wars. And I hate to, I know it's kind of cliche, but if you think of it this way, if borders, Walden books and Barnes and noble had merged, that would be a scale play, [00:14:00] but you know, that probably would not have made any difference in the world to Amazon because Amazon was playing a completely different game altogether.
[00:14:07] So anyway, that's, that's sort of how I'm looking at these murders, but going through this article I'd like to go through the list real quick and get your thoughts, you know, with, with these murders, do you believe let's see, there's a couple of headlines here. Do you think people are going to be able to get healthier?
[00:14:22] Are these actually going to improve the health of people in our communities? Just a quick, yes, no, maybe.
[00:14:31] [00:14:30] David Chou: [00:14:31] Yes. For healthier, because it would probably generate more awareness, especially from the end is of the deal who are trying to keep patients out of the hostel.
[00:14:39] Bill Russell: [00:14:39] I agree. I think it is going to lead to healthier patients.
[00:14:42] Just more access to care, I think is always a good thing. Your care could come under one roof. What do you, what do you think about that?
[00:14:52] David Chou: [00:14:52] For the chronic stuff yes, but obviously when you need surgery, yours specialties, you used to have to go to the hospital.
[00:14:58] Bill Russell: [00:14:58] Yeah. I think this is, I think this is a great thing [00:15:00] for, you know, people who are struggling with diabetes or other.
[00:15:03] You know, ongoing types of challenges, you know, I think the ability to just have a single shop, that's going to be a good thing. It says you might save money or not. I guess the answer to that is yes. You might save money or not. Do you think, do you think this will lead to lower costs and healthcare, or do you think it'll increase the cost of healthcare?
[00:15:24] David Chou: [00:15:24] I so the way I look at it is we're all moving to a higher deductible. So you're [00:15:30] not using the services. You could potentially save dollars out of your pocket, like as some of the healthcare system throughout the world. And that may have a single payer, you know, some something's paid for whether it's tax dollars.
[00:15:40] So yes, you will save dollars, but if you're using the services, I think you're still be, come out at the end. It'd be a wash.
[00:15:48] Bill Russell: [00:15:48] Yeah. And I, I don't think maybe from any of these mergers per se, but I just, you know, as we have discussed offline before I think we will start to [00:16:00] see so many new entrance into this space.
[00:16:02] You have the, you know, Amazon and others who have rumored you know, movements going on in this space. And I think that's going to lead to, you know, different models and drive some costs out of the system. And let's just pick one more of the there's some of the others where the insurer may still be able to gain the system.
[00:16:22] That's probably true. You may not have as much choice and you may not know who's profiting. [00:16:30]I'm not sure anyone understands the finances of healthcare. I don't know about you, but there was a I was new to healthcare about nine years ago, our eight, eight and a half years ago. And, and one of the first things I tried to figure out what's the money.
[00:16:43] So I sat down with one of the smartest. Two of the smartest people I know in healthcare who really understood the flow of funds throughout the health system. And after, I would say about eight hours of education on how [00:17:00] money flows through the system I can honestly say that the average American has no idea who's profiting from healthcare with any given thing.
[00:17:08] I mean, it's just, it's so complex. How money moves around today. I wish. I wish there was more transparency. And I think once we get more transparency, you'll see some some interesting things there. All right. Let's kick to the next story real quick. So Hancock health pays 55,000 to release hospital files following a ransomware attack.
[00:17:28] This is a well, [00:17:30] it's covered in a lot of places, but fierce healthcare. Dot com is where we pull this story from. Let me just read a couple of things real quick. Hancock health paid $55,000 ransom to hackers to release more than 1400 files and regained control. Of the clinical it systems at their regional hospital.
[00:17:46] The, the decision to make the payment made the most sense from a business perspective, Hancock health CEO, Steve lung told the Greenfield daily reporter. So you get an idea. This is, you know, this is in a major city. I would imagine. Although [00:18:00] the files impacted by the breach were backed up and could have been recovered.
[00:18:04] It would have taken days or weeks to restore them. These folks have an interesting business model. He goes on to say they make it just easy enough to pay the ransom. They price it. Right? So these guys are good businessmen. This is interesting to me. It appears that health systems do in fact negotiate with terrorists.
[00:18:21] But that's actually my commentary. I, the you know, I it's, it's interesting. I mean, when you look at [00:18:30] this, are we, are we negotiating with terrorists? Are we just being pragmatic? I mean, the EHR was down. It's, it was only $55,000 to essentially restore the system. Or they were looking at, you know, maybe a week or a week and a half during a, you know, maybe a cold and flu season or maybe a snow storm was coming in.
[00:18:50] I mean, does this set a dangerous precedent or is it just pragmatic on their parts? What do you, what do you think?
[00:18:57] David Chou: [00:18:57] This is where I would love to be a [00:19:00] recovering CIO cause this is this kind of stuff it's worried about anymore. We can just talk about it and not have to deal with it, but it's a tough one right? It's do you really pay because when you do set a question, I mean, we have, you know Hollywood press at the Presbytarian in Southern California where you are probably set that precedence by paying for last year and. So now you have these hackers who are, and this is why they target smaller communities that probably do not have the maturity from a security [00:19:30] aspect compared to other bigger cities that may have a better material index, but we're still far away, but they're talking to smaller players and then they're charging them from business.
[00:19:40] That's like, yeah, that was a CEO. I probably would pay it because 55,000 is peanuts compared to the potential downtime of just, you know, one day. Even having that revenue impact. So business aspect. Yes. I think it's the right thing to pay. But from my organizational perspective, or you're saying starting to set that precedence, that where [00:20:00] people are going to get more and more exposed and especially things like ransomware, those things are just going to continue even more in 2018 versus 2017.
[00:20:09] I don't know what the, I don't know what the right play is in terms of whether they should pay enough, but. Depends on the story, your roles and responsibility. I would say at a CEO level, definitely pay guaranteeing that the system can get back up within a few hours. But as the CIO or the leader of technology, even security, what do you do?
[00:20:27] I mean, most organizations do not even have a [00:20:30] policy on this. So I think these are important discussions to have and have Frank discussions in terms of what compliance and just the entire organization, as far as risk tolerance. And maybe people should think about, should they even have a ransomware payment policy?
[00:20:43] I mean, how do they determine whether they're not? Cause that could be a long discussion itself. And these are things that organizations are starting to have to think about what the increased exposure in cyber attacks.
[00:20:56] Bill Russell: [00:20:56] Yeah ransomware payment policy. That is a, [00:21:00] that's an excellent idea. You definitely want to have that in place before you get the note that says, Hey, your.
[00:21:05] You're stuck in my, you know, just to close this out. My only concern on this one is you know, $55,000 sounds like one year's tuition for a college student, and you could potentially be emboldening. Some people who know that they can take, you know, some, a Bitcoin payment not have it be not traceable and start to get into the get into the space.
[00:21:28] That's my only concern with that. [00:21:30] I don't, I don't fault the CEO for Hancock health at all. I think a case could be made for paying it. I think a case could be paid for not paying it, but again, very difficult discussions. And I agree with you. There's part of me that is glad I'm a former healthcare CIO and not a current and security is the number one reason very difficult landscape today, especially with we're not even talking about the meltdown or specter.
[00:21:59] [00:22:00] Thing that's going on right now, which I'm sure every CIO is keeping a close eye on. All right. Let's, let's kick off the next segment. We're going to talk about emerging tech and you, you posted something on social media last week, which I thought was good. It just gives us a baseline for what is digital transformation.
[00:22:19] It, you posted it with very pretty clouds in the background, by the way, the constant realignment of technology, business models and company culture to more effectively do business [00:22:30] in the digital age is how you defined it. What, what is, you know, what does digital transformation have to do with healthcare and how do you see it sort of how do you see it playing out? What does it look like?
[00:22:43] David Chou: [00:22:43] So if I have to sum up, it's really creating a new business model utilizing technology. So how are you creating a new business model as a, as a healthcare entity, utilizing some core basic tech technology tools, such as social, mobile cloud and big data. I mean, [00:23:00] those are, that's what, that's how I really like to defy this digital transformation.
[00:23:04] One of the overused buzz words, but, you know, consumerism is huge in healthcare where we all want to move toward the retail, like experience. That's creating a new business model. And how do you do that? So now we're starting to utilize some of these tools and to create that digital experience in a retail like market and healthcare.
[00:23:22] So maybe you start transforming, really generating new business models with some of these tools that that's how I would like to [00:23:30] define this digital transformation. They can also be something channeling because have to be external facing, right. Something as simple as revamping. Here's help desk internally to your employees where you want to have self more self-service so that people can log into their own ticket, reset their password, something as simple as that, you're creating a new business model internally within your organization as far as an IP department.
[00:23:51] So really start thinking about how you could change status quo, your license technology is a good way to revamp it and think about this [00:24:00] digital transformation buzzword.
[00:24:05] Bill Russell: [00:24:05] We're doing a couple as a consultant, I'm helping a couple of health systems with digital transformation. And I think that the two things I would highlight here is it's not a, it can be run by it, but it's more of a triumvirate of it marketing in operations. And if I had to say to healthcare and a half to healthcare organizations, what's the most important aspect of this, I would say [00:24:30] it's, it's really redefining operations.
[00:24:33] And the example I typically give is you know, when we went to do a new patient portal and I hate that term, but it's what we use in healthcare. We went to the new patient portal with online forms. What we found is we had a hundred different forms that we had to consolidate within the health system before we can even take it online.
[00:24:56] And that was a significant lift from an [00:25:00] operational standpoint. So there's. It really is different business models, different ways of doing business. And then the other thing I always we always talk about is you know, there's, there's an internal focus for digital transformation and then there's an external focus.
[00:25:15] The intro in both have at their core understanding the consumer, your internal focus or understanding of the consumer is. You know, the physicians and the clinicians and the nurses and everybody who works within your system, really understanding what their needs [00:25:30] are, how they're using technology. And then coming up with new ways like you, you mentioned you know, voice assist Google home.
[00:25:39] And gosh, I want to call it Alexa all the time. Echo and, and and Siri and these other things that, that could be a digital. Okay. My phone, I said Siri, and my phone just went anyway. The you know, those can be digital transformation initiatives internally, but then [00:26:00] externally this is where we find that health systems need to develop a new muscle.
[00:26:04] They, they have had patient forums to listen to their patients, but they have to take it to a new level to really understand the complete workflow. And how it impacts the patient and how the patient experiences it. It's really interesting. How do you think, have I'm curious from your perspective, how do you, so you're how many years now at at mercy [00:26:30] children's, you're about two years into it, or more than that?
[00:26:32] David Chou: [00:26:32] Almost two years, a little less than two years, about one and a half.
[00:26:36] Bill Russell: [00:26:36] All right. So when you go into a new system and you want to get them sort of focused on digital transformation, thinking about new models, how does a healthcare system gets started? Where do you, where did, where do they kick, kick that off?
[00:26:47] David Chou: [00:26:47] Right close because you don't understand the culture, right? You have to really understand how do you know for number one, you have to have navigating, then you have to educate. And then you've got to understand whether the culture is even tolerant with their talent, though, [00:27:00] for something this has changed.
[00:27:02] So do they, are they able to tolerate change and new ideas on that? That's usually where I start a lot of his education even within just the technology departments, getting them to think differently, Kim, to get him to do, to think cloud first. That's a whole, that's a challenge for a lot of organizations in itself.
[00:27:20] So just a lot of the education, as far as the why. But most importantly, this has, you know, as any, as a digital leader or just any leader, you [00:27:30] need to figure out how to influence the organization to think this way, if you can't do that, you won't be able to, you won't be successful. So I am constantly out there selling new business model ideas or can educating people on what this really means.
[00:27:44] And then it took about a year to start getting people. I understand, okay, this is the one I'm seeing throughout other industries. This is what I feel as a everyday consumer in other sectors. Now I want to apply that. I do want to apply that to healthcare. Now they come to me and says, okay, I think I get it now.
[00:27:59] How [00:28:00] now? How do I do it? What do you think? Where should we start? But it really took a good six to eight months for me joining a new organization to understand the landscape. Building the relationship and educating every leader to be thinking digitally. And I mean the biggest question I bill, you probably see a lot of time is who should lead this, right?
[00:28:18] Is this a CEO's initiative? Should this be a marketing initiative? Should it be a CIO initiative? It's hard to determine who should lead it. But I would say anyone who's trying to lead, it has to be able to influence they don't want a nation [00:28:30] regardless of what their title says.
[00:28:32] Bill Russell: [00:28:32] Yeah, I think that's right. And that's, that's a, that's an excellent point and a great observation. I think, you know, the, the role of the CIO is really as a educator and making, helping the organization get ready for this kind of change. But to the extent that the CIO can partner again with marketing and the COO and really get on the same page, I think that becomes exciting.
[00:28:54] And then I now have the mindset that [00:29:00]You know, digital transformation is the CEO's initiative because essentially what you're saying is we're going to create new business models. And I'm not sure you can say that that's the job of, you know, this VP or this VP. I think that's the job of the CEO is to look at their organization now in light of digital changes that are hitting them from all sides.
[00:29:23] So well, thanks for that discussion. I, you know, next time around we'll maybe do voice assist or blockchain. I [00:29:30] I'm, I'm looking forward to more of these conversations with you. All right. Just to close it out. Favorite social media posts of the week. I'll do mine first. You can hit Twitter right now and see if you can find one.
[00:29:41] You know, I I'm asked to share this. It really has nothing to do with healthcare, but it just, it really just made me laugh. The the tweet following the crazy finish to the saints Vikings game, if you didn't see it you know, it is one of those games that will be replayed over and over again, it was one on the last play, the [00:30:00] game you know, the, the Vikings quarterback, you know, threw a pass that for all intents and purposes should have just ended the game.
[00:30:08] And somehow the guy missed the tackle and the Vikings. Player ended up running into the end zone and the saints loss of game that equate if they had run that, that play a thousand more times, I believe that they wouldn't score on one of them, but it just, in this case, on that Sunday they did score.
[00:30:29] And [00:30:30]so the tweet obviously from you know, probably a newspaper somewhere around there by the name somewhere around new Orleans, the times Picayune. Headline read, and this is a real newspaper real front page. There's a picture of the of the Viking player running into the end zone and the new Orleans player watching from a distance and the headline reads expletive, expletive, expletive, and I'm not self editing.
[00:30:56] Those are the actual words on the headline, expletive, expletive, [00:31:00] expletive, and that is definitely not fake news that is really telling it like it is from a new Orleans fan perspective. So I just wanted to share that I, I really got a kick out of that. Any, so what do you, what do you have that you want to highlight?
[00:31:16] David Chou: [00:31:16] So I just re tweeted something just cause it always makes me think about organizational change. So if you just go to my hashtag B, C H O U one one zero seven, I just retweeted something about, do you really want to change? So anytime you walk into your new or [00:31:30] innovation leader, you ask the department, do you want to change?
[00:31:32] And no one raises their hand. And then when we talk about who wants to change really changed, sort of the people started looking down the hand started going down. And then the third question who wants to lead change. You of become an empty, no one wants to leave the chains. So, you know, this, this picture always makes me laugh.
[00:31:47] When I think about organization, I talk about wanting to lead the change. They want to change how they behave. They want to be market leader. They want to disrupt industry, but when they started getting rallying the troops together to go through this change, [00:32:00] the amount of people that volunteer or as excited just starts dwindling.
[00:32:04] So I would get a good of every time. I see this graphic cartoon out there about change management and organizations. Of enterprise scale.
[00:32:13] Bill Russell: [00:32:13] Yeah. That's, you know, that's a good idea. We should retweet these after the episodes that people can see them. So I will go out there, find that tweet and retweet it.
[00:32:22] David, thank you for being on this show. That's that's all for this week. Be sure [00:32:30] to subscribe on iTunes, Google play read the summary a summary on health Eric's dot com website. You can follow David on Twitter de Chao 1107. You can follow me on Twitter. The patient's CIO obviously connect with us on LinkedIn as well. And of course, follow the show on Twitter. This week in hit. If you have any feedback, please send it along to this week in health [email protected] and that's all for this week. Thank you. [00:33:00]