Drew Ungerman

How do you take the learnings and the process changes and the level of communication and transparency and bring that forward into more normal environments?

I think

the other piece of this that we learned was two elements.

One is prioritization, right?

How do you do what really matters?

And all of the other noise kind of goes away.

So I think healthcare leaders learned how to ruthlessly prioritize what was most important at that moment and get it done.

And sometimes I think when there's so many things happening in the world, it is hard to figure out how to prioritize your days, your weeks, your months in a very high efficient way, right?

And we've lost some of that.

I think the second thing is we've figured out how to leverage technology much better.

That came in the pandemic because we had workforce scarcity.

We still have a workforce challenge when it comes to healthcare, but both in this country and globally.

And so technology has been a great enabler

of, frankly, improving experience, but also delivering care at the home, more access points, more efficiently as well.

And that's been a great benefit, unfortunately, of some terrible crises like COVID.

To me, it's not all that different, to be honest.

It's just a matter of degree.

I think healthcare leaders, frankly, globally, need to learn how to adapt to change all the time because it's happening rapidly.

I just talked about technology and the things that we can do in terms of radiology reads, in terms of reducing the time that it takes to do a nurse shift change, in terms of managing our supply chains to substantially reduce inventory and get much more

at the moment of need, get the goods and services that our communities need.