Pooja Kumar

And in particular, what were the main challenges or opportunities you faced when you began moving from clinical roles to leadership roles?

I hear you.

Yes, human beings are creatures of habit and creatures who prefer to not have any change.

It's interesting because I think COVID made many people question whether we would actually be able to handle change better.

But I'm also hearing from...

you and from peers across the country, that it's very easy to slip back into old habits also.

And we see timelines lengthening.

We see people going back to the traditional ways of working almost shockingly quickly.

You have in your last role, as well as your current role, has been taken on different types of change, large change.

In your chief academic officer role, it felt like that change, though, was much more tied to the heart of what an AMC is all about.

And now in your CEO role, you're moving much more towards that.

perhaps an uncomfortable but more audacious type of change.

You've spoken about your vision to build the integrated academic health system of the future at Mass General Brigham.

Can you talk us through what this means and whether or how this vision could translate to the wider healthcare sector?

Thanks, Anne.

What a provocation to the entire industry and academic health system leaders in particular.

If there is one thing that you want to look back on and say that you did in your role as CEO, what would that be?

Anne, thanks so much for your time today.

Really appreciate your insights for our audience.

Thank you for joining us for today's McKinsey on Healthcare podcast with Dr. Anne Klebanski, President and Chief Executive Officer of Mass General Brigham.