Catherine Jacobson

So we have to do research, we have to do teaching, but I need to make sure my patient doesn't wait 270 days.

to get into memory care.

So I think what we've really worked on is as to the tactical as to how you move the change management is explain the why and really explain the why over and over again about how the world is changing.

And that people are not going to wait 60 days for you anymore.

And that, yes, they actually do want to schedule their appointments online.

And yes, that will require that you use a standardized scheduling template to do that.

So how do you explain to somebody who is very interested in research in their program that you need to be able to have patients to provide that research on?

And I mean, in terms of

me explaining it to our administrators who are working with our faculty, talking to the chairs, talking to our service line leaders, and you get some champions.

You get physician champions behind you to help lead that charge, and that's how you start to make the change.

It's really like any other business.

You have to make enough investments that have return, but you have to understand that you have to have investments that are infrastructure also as well.

So for example, I believe, and it's becoming more and more prevalent that academic medical centers are kind of owning the cancer space.

And a lot of that is because it is so dependent on research.

And that's what we do.

And we do that better than anybody else.

And so, of course, whenever we go to focus our research investments, it tends to lean towards cancer.

But at the same time, they can't do their research and clinical trials and some of the things they're doing unless you're investing in very robust basic science.

And there might not be a dollar for dollar return on that investment that we're putting into basic science.

There never is.