Drew Ungerman

It also requires you to build a team

that can operate in that dual speed environment.

And some people need to be very focused on the short term.

Others need to be really looking at through the telescope and saying what's around the corner, right?

And so you really need to be clear on the roles and who's doing what and how you as a overall leader are knitting those things together in a seamless way that doesn't frankly distract or disrupt your workforce, which is already challenged by all the other daily obstacles we talked about.

So that's really important.

And then the last thing I'll just say on uncertainty to your other question is you just have to sort of create a structure around the uncertainty.

You will never be able to, unfortunately in today's world, completely resolve all uncertainty.

That's just a pipe dream.

But what you can do is...

plan for that uncertainty.

You can create, again, scenarios.

You can actually practice or some of those crises that we talked about.

And then when they unfortunately do occur, which they will, you can run the playbooks that you've created.

And I think there's many in the healthcare industry that extraordinarily well, and frankly, other industries, whether it's a natural disaster or other things, can learn from the healthcare industry in that respect as well.

Yeah.

Yeah.

Well, whether it's AI or just technology more broadly, I think that the promise for healthcare and improving outcomes, improving experience, all the challenges we talked about earlier, the sky is the limit, right?

So I'm extremely hopeful and optimistic about the role that technology can play in improving healthcare globally.

But at the same time, as you said, this is not to be taken lightly, right?