Dr. Rupal Malani

If this seems costly, it is because it is.

Adoption and scaling takes about $1 to $2 for every dollar of development.

But without that investment in adoption and scaling, you'll never capture the full value.

And so I think for executives knowing that upfront, right, that there's a development value and then there's kind of an adoption rollout change management value as well.

And that's the full investment to compare to the return.

I think that would help

mitigate some of the risks of stopping kind of midway through the journey.

Yeah, there are indeed multiple fronts, as you point out, that executives need to effectively manage in healthcare.

I think we can all agree that the degree of uncertainty and the pace of change at this moment is truly unprecedented.

Moreover, the cross-functional nature of addressing those fronts also feels meaningfully different.

I just finished reading a book that I really enjoy and recommend you read, Karita.

It's called From Strength to Strength.

And I don't want to give away the punchline, but one of the key learnings is

A bit in the vein of what got you here won't get you there.

And so I think as CEOs think about how they can get the right team together, the right set of capabilities, it's not simply anymore about getting the best talent in the seats, but how you get that team to work together and make decisions.

expeditious decisions to actually manage these fronts, because that uncertainty and that pace of change, I think, is likely to continue moving forward, certainly for the next few years.

And so I'm excited to see what our industry executives will do to rise to meet the challenge and the CEOs and their teams to effectively battle on all these fronts.

Anytime, Greta.

It's always such a pleasure to talk with you.