Drew Ungerman

It's extraordinary.

But it has required re-skilling.

It has required the clinical workforce, but also everyone involved in health care to learn dramatically new skills.

And so you're often trained a certain way.

And then you have to almost retrain yourself on a continuous basis.

It's not

getting continuing education once a year or once every few years.

It's literally adapting and evolving every day.

And I think that's the world we live in.

The only thing we know is that the rate of change will never be as slow as it is today, because it's only going to intensify with technology and some of the challenges.

Well, to your point, healthcare leaders today need to learn to operate in at least two-speed environments, if not more, right?

The fact of the matter is, whether it's a crisis or just the normal degree of uncertainty that happens every day, you have to manage the daily challenges that come to you.

You have to take care of those patients that you didn't expect to be there.

You have to manage your workforce challenges.

You have to manage your financial resiliency that has been a very significant challenge over the last couple of years.

That's just table stakes.

But that's not enough.

You have to also look over the horizon.

Whether it's good opportunities that technology is enabling or some of these more systemic challenges like climate change and other things that are imposing greater risk to the populations, you have to operate in both environments.

And that requires you to have that sort of strategic mindset as a leader.