News Day – Microsoft vs Russian Botnet in CyberWar and The Promise of Mobility in Healthcare

E 317: News Day – Microsoft vs Russian Botnet in CyberWar and The Promise of Mobility in Healthcare

Episode 317: Transcript – October 20, 2020

This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.

[00:00:00] Bill Russell: [00:00:00] Welcome to This Week in Health IT. a t’s Tuesday News Day, where we look at the news, which will impact health IT. My name is Bill Russell, former healthcare CIO, coach consultant, and creator of this week in health IT a instead of podcasts, videos and collaboration events dedicated to developing the next generation of health leaders.

[00:00:21] I want to thank Sirius Healthcare. They have been a phenomenal sponsor this year. And, the thing I love about working with them is they support our mission. And our mission is to develop the [00:00:30] next generation of health leaders and their weekly support of the show has allowed us to expand our offerings, to bring on some additional staff, to help with production and research as well.

[00:00:40]Just fantastic, partnership and I really appreciate them and their commitment to the industry. Don’t forget about 3xDrex. Drex Deford is a frequent contributor to the show and, he sends out three texts three times a week with three stories vetted by him to help you stay current, to receive those texts Drex D R E X to four [00:01:00] eight four eight four eight. Gosh, it’s been a busy week. Just a ton of stories. I think part of that is the HLTH conference, right? So the H L T H conference is going on right now, a lot of announcements, a lot of things going on. I’m going to start over at LinkedIn. If you are not participating in our LinkedIn conversations, I really want to encourage you to do that.

[00:01:24] You can follow me at Bill J Russell out on LinkedIn and I post one story. Every [00:01:30] day, every weekday morning. And I put a little commentary with it. And if you don’t know this, LinkedIn has a, a limit in terms of what, how much text you can actually put in there, which I find to be perfect. Cause it forces me to make one point or really, narrow down on what is the most important thing about this particular story?

[00:01:51] Alright let’s see, let’s take a look at, some of the things that we have out there. I posted a couple of cybersecurity stories and what I find interesting [00:02:00] in doing this is, generally speaking, you don’t want to hear cybersecurity stories. If I do a show on cybersecurity, the ratings go down.

[00:02:09] And it’s interesting because it’s just not, it’s just interesting to me, it speaks to the challenge we have in the industry as CSOs and CIOs of getting people to care about it. Getting people to want to talk about it because no one really wants to talk about it. But this is the real stuff. You saw what happened with UHS. That’s a big deal. What happened [00:02:30] with UHS? So anyway, there was ARS Technica did a story, DHS warns that, motet malware is one of the most prevalent threats today. And let me tell you a little bit about what this thing does. It is a nasty piece of software.

[00:02:44] It has the ability to spread. To nearby wifi networks. It has a polymorphic design, meaning it constantly changes it’s identifiable characteristics, making it hard to detect as malicious. Alright, so if you can’t tell if it’s malicious, you’re just going to let it through and it’s going to [00:03:00] keep growing a file us infection such as PowerShell scripts that also make post, infections difficult to detect worm-like features that steal administrative passwords and use them to spread throughout the network. email thread hijacking, meaning it steals email chains. From one infected machine and uses a spoofed identity to respond, to trick other people in the thread to open a malicious file or click on a malicious link. And, wow. Yeah. So this is a pretty big deal. I’m sure you’re a security [00:03:30] organization is keeping an eye on this, which is great.

[00:03:32]My so what on this. I typically put some sort of question or so what at the end of these things, and my question for this one is your health system ahead of the cyber terrorists and my close on this is I think everyone in the organization, the, so what I would want everyone in my organization to really know four things, one how to spot an attack.

[00:03:50] Because the earlier they’re able to spot it. If you have 20,000 employees there earlier, they’re able to spot it, the better off everybody’s going to be. The second is how do you warn others of [00:04:00] potential attack to people know, if I see something that doesn’t look right, where to go the third, how to defend yourself and your company, right?

[00:04:08] So don’t click on this, don’t do this, whatever. again, even if it happens how to spot, when an attack has happened, how to warn others when an attack has happened. and then the fourth thing is what to expect in the event of an attack, right? there could potentially be news reporters sitting outside your hospitals.

[00:04:23] There could be a, do they know what to do? once that actually happens the other [00:04:30] cyber story, and I’m just going to go straight to it. I this one, I find fascinating Washingtonpost.com. Microsoft seeks to disrupt Russian criminal botnet. It fears could seek to sow confusion in the presidential election.

[00:04:44] And the reason this is fascinating to me is Microsoft is going on the offensive. They’re actually going after the botnet, the Russian criminal botnet. and I just, that’s exciting to me. I think our cybersecurity companies, we should ask them, [00:05:00] do they have offensive capabilities? It’s it may not be enough to have just defensive capabilities.

[00:05:05] They may need to have offensive capabilities. in order to, if all we’re going to do is sit here and try to build a wall and do all the things that we do, knowing full well that they’re attacking us every day. It’s interesting to just consider the cost after being on the offensive.

[00:05:21] And my, so what on this is, is this a picture of the future? Are Apple, Microsoft, Google, Amazon, are they going to be our first line of defense? And are they going to be [00:05:30] the new. A cyber military, if you will, to actually protect us from, from these attacks, just something to think about. these are the kinds of things I think about. Hopefully you’re thinking about them as well. 

[00:05:42] Let’s see, another good article, Moby health news, the Vargos lead investor on what the next model of care could look like. I, again, maybe health news. I like this article. And it’s a Heymont Tenasia, he’s the managing director of general catalyst. And he had a bunch of [00:06:00] really good quotes in here. In fact, I pulled them out, put them in the post. the first is, Here we go, a common issue in the digital health space where the health providers and the technologists often live in different silos, which can create barriers in innovation. I can’t tell you how many times I’ve heard that. I’ve heard that, you have the Silicon Valley companies who don’t really have enough medical background and they just bang their head against the wall and a couple of different ways until they realize that healthcare doesn’t really operate the same way as all the other Industries that [00:06:30] they’ve been associated with.

[00:06:31]They take them, get their bumps and bruises, learn what they need to learn. And then they go on to be successful. Others, quite frankly, just don’t make it. And those silos are important to break down. He goes on and says, what you need is try to build a business that understands that healthcare is not a free market.

[00:06:49] And we’ve talked about that on this show. it’s a different market. it’s hard to get your arms around. It’s not a free market. and there’s a lot of things that, that people just don’t, understand, the, they [00:07:00] say, we’re just going to go directly to the consumer. that’s great.

[00:07:02] But the consumer won’t pay for anything cause they expect insurance to pay for it. So you have to find, you have to find that balance of what are the economic drivers within healthcare. And, we’ve talked to some entrepreneurs and they’ve given us some, if you can find the, the magic that helps an employer to re reduce their costs, if you can find the magic that helps a provider, to be more efficient, to drive higher quality, to, reduce their operating costs.

[00:07:29]if you can [00:07:30] find something well, actually, if you can get into any of the payers CMS, or, some of the commercial payers. with some value add, you’re going to be successful there, but just understand it’s not a free market, so it’s not going to operate if you’re in these other industries and you think, Oh, these principles apply they just don’t. And so there’s a lot of wisdom there. but the last one, and I think the most important thing that he, makes a note of is I think COVID has accelerated a lot of good innovation, but most of the ideas that have accelerated. You think about things like telehealth or [00:08:00] concepts around home hospital, or sense of urgencY around thinking about how to take care of the elderly population. I don’t think those are ideas that are going to come and go. There is persistence to those. I agree. There’s a ton of persistence to those. Those are I believe the future of healthcare and we saw a glimpse of it. through the pandemic and I think that’s going to be what healthcare looks like.

[00:08:23]The question is when, right? So I had this conversation with somebody and they said, hold on, Bill, slow down. because there’s not the [00:08:30] money’s not there yet. The economic, model’s not there. You have to drive it. We’re not getting the reimbursements that you think we are, and we’re not going to start popping, sensors all over the place.

[00:08:39] And, in setting up, essentially ICU in the home and that kind of stuff, because there’s just not an economic model to support it. I am. So that’s going to be the thing. I think that’s going to get looked at. and as the wheels of healthcare turn, we’re going to have to keep an eye on the economic model.

[00:08:54] But I agree with them. There’s persistence. I think that this is the area you’re seeing. you’re [00:09:00] seeing Best Buy, go there. You’re seeing Walmart go there. they know that the future of healthcare is in the home and that the economic model will soon follow. And, that’s. again, I think that’s a lot of words.

[00:09:14] that article talked about Microsoft. Okay. From time to time, I throw this article, this concept out. Yeah. Who’s the most influential person in healthcare. This one of course gets the most traction, some. For, over 4,000 views of [00:09:30] this in LinkedIn, who knows how their algorithm works. Some of these get like 500 views.

[00:09:34] Some of them get 4,000 views. you just never know how it’s going to, how it’s going to pan out. this led to an interesting conversation, but anyway, my question was, is Judy Faulkner the most influential person in healthcare. So Judy had a conversation, at, as she had an interview at the health conference and she talks about all the things that they’re doing.

[00:09:53] And shared her lessons learned from Epic’s COVID-19 response and, and Epic from [00:10:00] all accounts I’ve heard from their clients, performed admirably and was really supportive and did a lot of really great things. and, and he asked those questions and I’m just wondering, thinking about this.

[00:10:14] Epic is not a publicly held company. So they’re, it’s, it really is Judy, if and you’ve seen the influence that Epic when Epic was like, 20% market share was one thing, but they’re now approaching 50, 60, they’re now approaching [00:10:30] global. so when they make decisions and they make changes to the software and whatnot, it impacts most of our major academic medical centers across the country. they could change workflows. They can not, they don’t do that willy nilly, but I’m just saying that their software is integral to how we deliver care across the country. And so the decisions that they make are important. So I don’t have a problem. when you have someone like Judy at the helm, who, is, is reasonable and she has a, qualities of [00:11:00] humility and service, it’s not. you don’t get too concerned. Everyone’s like, Oh, it’s Judy, whatever. But at some time in the future, it won’t be Judy. And it could be some capitalists who, wants to really take advantage of the market space or market share. Let’s hope that never happens. But if it does happen, it’s a completely different company.

[00:11:18] It’s a completely different way of looking at it. That’s I think what we experienced. with Microsoft a little bit. the, Steve Ballmer years were horrific. and I’ll just come out and say it. I hate it. Dealing with Microsoft during [00:11:30] the Ballmer years, it’s all about money. It was all about licensing.

[00:11:32] It’s all about how to crank another, nickel per license out of me as an organization. I think by the way, I think that’s changed completely under Satya. I think it’s very consumer focused and consumer driven. I can’t really speak to the Bill Gates era. but, the, to be the contrast of Satya and a Ballmer is really amazing.

[00:11:53] And I think that’s something to keep an eye on. With Epic as we move forward. But anyway, just for fun, I threw out there just wondering if [00:12:00] anyone is as influential as Judy, I throw out, it was Fauci more, is Seema Verma essentially. but the reality is, they could get, booted out of office or Fauci, could, fall into whatever he did fall into, a situation where he’s not in favor, and be moved on to some other role.

[00:12:19]The reality is no one’s moving Judy out. And from a longevity perspective, it’s her, Matthew Holt, asked me this question. He says, all I know is Halvorson pointed out everything wrong with healthcare IT but someone [00:12:30] amazingly, somehow amazingly Epic had already fixed it. And I took a look at the answers and the stuff that was in there. And, it’s interesting. Cause I think this is part of the challenge with Epic and the challenge with Epic is they view everything from an Epic world. No other EHR exists and nor should it actually, it just shouldn’t exist. If everything in the world was on Epic, the world would be a better place.

[00:12:54] That’s almost how they view the world. And and I made that point back to, to Matthew on [00:13:00] that just, the reality is Epic can honestly say we have solved a lot of those problems. You have an interoperability problem. we’ve solved it. all these Epic hospitals can talk to each other without any problem. And that, by the way, that’s no small feat. that’s yeah. The case they will make they’ll say we’ve done this, we’ve done this. The other thing I’ll say about Epic is generally I’ve heard people say they have a heavy hand. And I agree with that actually, I look at their honor roll.

[00:13:23] I’ve looked, I’ve read their contracts, for health systems, I’ve read their contracts for, people to, participate in [00:13:30] their, in their, app orchard. and there’s somewhat heavy handed contracts and honor roll is a heavy handed way to, get the health systems to adhere to what they’re going to do with all that being said, you know what? The failed implementations are way down. systems are patched. They’re kept current, thousands of applications have been rationalized. it depends how you look at it. I actually say in this, they’ve either been rationalized or assimilated, but the reality is it’s simplified the health IT architecture. It has made things [00:14:00] better. and so again, under Judy’s leadership, I think, Epic has done a lot of really good things. Even with the heavy hand. I’m just wondering how that passes to the next generation. 

[00:14:10] Alright enough of that enough. That’s just interesting fodder to talk about the next one, which got a significant amount, traction as well as, yeah. The iPhone 12 came out. If you’re not paying attention, I think went on sale on Friday. So you can preorder on Friday. Hopefully you get your. You’re a new iPhone 12 [00:14:30] before Halloween hits. If you need it. I’m trying to figure out what, what’s the new killer app that comes out with the iPhone 12 that I really need it. I’m not sure it’s really gonna matter. I’m probably gonna end up with it anyway. So the question I ask around this is the mobile phone, the most under utilized device in healthcare. So when we look at this, we all know these things, right? If you can connect your mobile phone to a network virtually anywhere in the United States, it has cameras that are just [00:15:00] unbelievable at this point. Low light. it just, they can do so many incredible things. it has the processing power that can, eclipses what we landed on the moon eclipses early mainframes. It’s just amazing. Storage is pretty much limitless in the cloud. One of the things I wonder is it under utilized? and why would it be under utilized? I feel by the way, I feel like if you put it on a scale of, under utilized might be kind, I don’t even think we’re at the starting gate of what the phone can do in healthcare.  we’re just, we’re not getting there. And so I, I wonder why is that? [00:15:30] And it just feels to me that the economic model and the mission don’t seem to be enough to generate patient first solutions. And I’m wondering what it’s going to require for, for that to happen. And I think it’s going to be, we need a new kind of health system, a digital first health system and the, the analogy I use or the, example I use is in the banking industry, right in the banking industry.

[00:15:53] If you remember back way back, when all of a sudden we saw these, internet only banks show up. [00:16:00] no buildings, no facilities, lower fees, higher returns, use any ATM in the world, that kind of stuff. most of them folded by the way, or folded into another financial institution. the one I remember the most is wingspan. a lot of fanfare. It was really interesting. And but it went away folded into, I forget who it folded into, but it folded into somebody and the, the impact of that, just the fact that it existed caused [00:16:30] every bank to change. So if you’re a Charles Schwab, you’re at a

[00:16:36]jP Morgan chase. If you’re at a Wells Fargo, if you’re at any bank, if you’re even at a local bank at this point, you expect them to have a mobile app. You expect them to be able to cash a check online. You expect them to reimburse your fees at any ATM in the country. that is a direct result of wingspan. That’s a direct result of that business model that came first, that changed the way we think about how banking [00:17:00] could be done. And I just wonder if that’s the thing that needs to happen here. A digital first digital health system, a digital health plans, those kinds of things. And the last thing I leave us with is this the promise of Lovango and Teladoc got a lot of, comments on this one.

[00:17:16] People went back and forth, Trey. Lauderdale with Hill-Rom of course a. huge, mobility and communications company said, I couldn’t agree more collectively as an industry, we haven’t even picked the low [00:17:30] hanging fruit of empowering our caregivers with fully integrated mobility solutions, a huge green space for improvement on that front. the move to leverage these consumer devices to improve care with RPM and other use cases has even more potential. And there’s eight replies to that. Jerry Tony is president of mobile integration. Trey, in my opinion, clinical mobility ROIs in the eye of the beholder, the hard dollar savings are not obvious when compared to existing, and, yeah, or cheap mobile voice of voice [00:18:00] phones, a device, medical cases, medical great accessories apps, MDM, add up their ROI needs to come from informatics clinical on productivity in patient care, enabling care teams to push, to talk as a team.

[00:18:13] Wow. A wound documentation with camera, things that the cow or a dumb phone combination can’t do, for Epic there they are chart- there are charting capabilities that you don’t get in Rover still need to use hyperspace on a PC. and I think all this is, all this is proving my point [00:18:30] that we are at the starting gate on this stuff.

[00:18:32] And I think COVID has really pushed this forward. it’s talking to the group of people this week, just about, we couldn’t get money for couldn’t get money for iPads before COVID and then all of a sudden we couldn’t get enough iPads for COVID. But now we’ve purchased all these ipads within the health system. And the question becomes, how are we going to use them? And that’s the right question. Okay. We have these, by the way, these tools I’ve always been available. It [00:19:00] just required a little vision to say, how are we gonna use these iPads? How are we gonna use these iPhones? How are we going to use these, mobile devices?

[00:19:06] How are we going to use these sensors in the home? How are we going to use these things to effectively deliver care, to drive down costs, to improve patient outcomes? And I think everywhere that people have experienced mobility, they have said, this is awesome. And, Jerry Tony’s again, came back and said, in my opinion, Epic Rover was one of the tipping points for mobility going from nice to have to must have in acute care. [00:19:30] And I think he’s right. I think, when you have a market share like Epic has, and you introduce these mobile tools, it’s you get to see people get to use it and experience it. Just like covid, people got to experience it and use it. And they say, This is good. I want more of it. I think I still think mobility is the area that we have not spent enough time and given enough energy and thought, okay, next, next story.

[00:19:56] I’m spending a lot of time on LinkedIn, cause I kinda liked the back and forth with you guys. So [00:20:00] please come out there and interact with these stories. Cause it’s fun to get your comments. All right. There’s a new service company out there. Providence put a bunch of companies together. It looks like a roll strategy to me. They bought blue tree, they bought nav and half D they bought a it’s not only it services, there’s some other things. as, that are incorporated into the service company, it’s a fairly sizable service company. it makes a lot of sense. There’s a way for them to position their, their VC backed companies.

[00:20:26]they have now have a sales organization to go out and really position those. They [00:20:30] needed that, to be honest with you, it’s a kind of, it’s odd to expect a health system employees to also do sales type of roles and capabilities. and, and actually to be honest with you, it’s off putting, to have, the VP of innovation or whatever, to be the head of sales for the, for those entities that you really do need to have an arm for this.

[00:20:55] And, I think this makes sense from that perspective. but I do have a lot of [00:21:00] questions on this. And we’ve talked about this before with these health system, generated organizations. It makes sense for them. they’re unlocking a lot of potential within the organization. the, the venture back companies, the, services that they provide internally and that they’re going to have to do internally anyway, and they’re gonna have to hire those people.

[00:21:17] They might as well make some revenue from it. And if they’re good at it, they’ll make decent revenue from it. And, but I have questioned, was there a void that needed to be filled or Providence services recognizes as the industry best? What’s the longterm [00:21:30] player they’re going to go public, sell to PE become the next lighthouse.

[00:21:33] I think we always, when we choose a service provider, you have to ask that question now, what is the future of this? Are they going public? Are they going to be around? Are they going to be around three years? Do I sign a five year agreement with somebody? I don’t know where they’re going to be in five years.

[00:21:47]I would like to at least explore that. I’m wondering if I would use them as a CIO. I don’t know if I would use them as a CIO, but here’s what I do know. I would vet them. I would vet them and it’s one of the easiest [00:22:00] things to vet, Because first of all, they’re their own, they’re using their own services.

[00:22:06] So you can talk internally to their group. now they’re going to position you with their best people to talk to that say, Hey, they do a wonderful job. so you have to take that into consideration, but that’s the same thing with any reference, right? They’re not going to send you to somebody they’re struggling with as a client. but check your references, get the, the internal reference of Providence. Go talk to them, get the external references as well. Who’s using them. How do they like them? [00:22:30] And, and, and just vet them like you normally would. That’s a, so what on this, a couple of back and forth, Ryan.

[00:22:36] A pro CEO telling acquisition leader healthcare IT, I would imagine that there may be conflicts of interest between their future customers and Providence. and I respond to that. I’m not sure if there’s going to be a conflict so much as a part of the market that isn’t accessible to them due to competing in the healthcare space.

[00:22:54] When you think about it, if they go into a market where they’re competitive in nature, say the Seattle market and they [00:23:00] go over to UW  university of Washington, you actually watching these. Probably never going to buy services from them. And if they do, if they’re buying them because they acquired a company that happened to be doing business with them, I guarantee you, whoever has that contract right now is talking about how to divest from that contract.

[00:23:18] It’s just, so there’s going to be part that’s not available. I don’t think there’s going to be much of a conflict of interest. I think it’s going to be well known up front. Deborah Proctor, my former CEO at St. Joe’s health system, retired, [00:23:30] says great questions, but I’m short on answers at this point. I imagine it is a strategy, a fit revenue generation that they see as scalable in which can balance out the decreasing margins in their base business. And she makes a great point there that. this, I have heard this from other CEOs that they’re worried about the declining margins and they need, areas that have decent margins to buoy the rest of the business.

[00:23:54] And, this could be that type of play for Providence. So just something to keep an eye on. let’s [00:24:00] see. Should I do one more? Yeah, I’ll do one more. Cause this is a pretty relevant to everyone that’s going on here. Seema Verma.Spoke at the HLTH 2020 conference and it’s interest.

[00:24:11] Cause you know, we keep talking about this. It’s not a free market, but Sima Varma is, and. All the people in that group right now, CMS ONC just that whole group believes that free market principles are going to change healthcare. And a couple of key quotes from this. I think it is important for providers to [00:24:30] have skin in the game.

[00:24:30] She said, yes, just having an upside risk. Doesn’t really it, the type of savings and quality measures that we want. They want a free market. They went upside, they went down side. and they want. they want the consumer to have choice. so that’s what they’re talking about. And she goes on to say, I think that the issue we have in value based care is that many of our models, unfortunately, are not working the way we would like them to.

[00:24:53] They are not producing the types of savings that taxpayers deserves. my, so what on this is [00:25:00] it. If you’re not managing risk today, risk based contracts and population health. Are our populations managing the risk of a population and having those risk based contracts, you probably will be in the future. I think there’s two drivers. The first being the government. I think if this continues, if this model continues to, we’ll see what happens in the election, but if this continues to be the model for the next four years, you’re going to see some significant changes in terms of how healthcare is reimbursed and compensated.

[00:25:29] And CMS [00:25:30] is going to lead the way in that. the second driver for this, to be honest with you, is COVID, COVID changed the way we think about things, right? Payers were flush during COVID providers were on their knees. and it’s really not hard to imagine that health systems right now are trying to figure out how to grow their at risk contracts, just to mitigate their risk.

[00:25:48] Moving forward in, in, the healthcare space. the reason I bring that up, a lot of different skills required and a lot of, health systems have, have failed [00:26:00] in doing this in the past. So just something to keep in mind, you’re probably entering into the risk based contracts into the payer side.

[00:26:06] And if you’re in a payer, you’re probably entering into the provider side. Interesting. Here’s what we’re going to do. I don’t have a lot of time. So I’m just going to hit some of the headlines just to keep you current on what’s going on. Walmart began selling health plans in time for Medicare’s annual enrollment period, healthcare finance news.

[00:26:24]That’s an important move you’re going to see. Not only them. There’s another story down here. Here’s how Google Amazon, [00:26:30] Facebook and Apple are targeting the health insurance market. That’s a fierce healthcare story. All of these are going to be in October. So if you just go out there and look for them, so you have Google, Amazon, Facebook, Apple, Walmart, entering the payer space. I guess if you looked at the, what happened during COVID, you’re saying, Hey, it’s better to be a payer than a provider and a, they’re trying to figure out how to get into that space. next, headline Lyft teams up with like to integrate rideshare capabilities into the EHR. this is from healthcare innovation.

[00:26:58]I think that’s a great move for Lyft. Obviously, if you [00:27:00] can get into the workflow and into that market share, that is Epic. then that is an easy way to get ride share, to, from your appointments, CHIME names, 2020 most wired hospitals, some, I liked this program I didn’t use to, I do now, just having looked at it a lot more closely and under times leadership, I think it’s going to be a good program. the thing I like about these programs is it gets health systems to focus on the right things. It makes it a competitive, landscape, for, improving your system so that you can serve your communities better. [00:27:30] So I like that. I’m going to highlight the top seven. I’m not going to highlight the. What is it 60, 71 that are in here. but the top seven are Vera health system in Sioux falls, South Dakota, Cedar Sinai medical center in LA, Geisinger health system, Danville Pennsylvania Jackson health system in Miami, Lehigh Valley health network in Allentown, Pennsylvania, UC health in Aurora, Colorado, and UPM C in Pittsburgh.

[00:27:53] So congratulations to those guys. That is a, that’s a great, Great direction. Great honor. To be a part of that. [00:28:00] Next story. Southwest ad service in Chicago and Houston, other seasonals locations. Now I know you’re thinking bill. I think you’ve pulled the wrong headline. the only reason I pulled this one out is three quarters of the way down the article. they talk about their partnership with Stanford medical center or Stanford. Medical school. I don’t know which, but they talk about how Stanford is helping Southwest to put the protocols and procedures together for their airplanes and for their back to work and a bunch of other stuff. And yeah, if you’re an academic medical center, [00:28:30] that’s a yeah. Interesting opportunity for you to play that role. And I’m, I would imagine they’re probably getting compensated for that, To be honest with you, I think it could be a revenue opportunity as well. let’s see who anyway, I’ll share it anyway. WHO warns against COVID-19 lockdowns due to economic damage. And I think that’s important. I’ve been saying this from the beginning. We’ve got to look at these things from, a multidimensional lens. obviously when a pandemic hits, you look at it from a medical lens and safety and we’ve got to take care of people [00:29:00] and that’s absolutely appropriate. but there’s also the economic downside.

[00:29:03] This article goes into, what’s going on in, some of these other countries, the lockdown in the U S in Europe and other countries has really impacted some of these, other countries that rely. on the services that they sell and the goods that they sell into those economies that were locked down, and they’re in dire straits right now.

[00:29:22] And so I think, when we get to 2021 and 2022, we will be able to step back and look at this thing with the [00:29:30] academics will be able to step back and really take a look at this through a lot of different lenses, the mental health lens, the economics lens, the medical lens, and probably a half dozen others that I’m not thinking about right now. and I think that’s going to be good and hopefully prepare us for the next time that this happens. Hopefully not in our lifetime, but, hopefully the prepare us, let’s see, covered that, Microsoft will allow employees to stay remote permanently. I don’t know how, I highlighted that because, I’ve seen now two or three different [00:30:00] companies saying, Hey.

[00:30:01] This is a permanent situation. I don’t think it’s going to be in health. It, I think we’re, I think I’m hearing from CEOs hybrid and I, and I think that’s right. I think it is hybrid. we have too many roles that require us to be at the elbow with the, with the provider. And until we, we, it’s just too hard to, to not do a hybrid model at the least, with, the way we deliver services today.

[00:30:26]let’s see Valley Health system uses [00:30:30] low code to meet mobile app development challenges, healthcare it news. I like this. I like this a lot. Actually. I think we should be looking at low code options, especially for those smaller organizations that don’t have the coding capability and whatnot. Low code is an interesting way to go.

[00:30:45] So I take a look at some of those things. very interesting. Anything else I would highlight on this? Interesting. Last one, InterSystems Iris data platform adopted by Epic for new generation of high performance, scalability and architecture flexibility. [00:31:00] I like this. I like the Iris platform, actually a fair amount.

[00:31:04]Epic is familiar with InterSystems. I’ve been using them for awhile. but this is a big dumb mistake. This is a re-platforming. And Iris is one of those advanced architecture platforms. It’s going to give them the ability to do a lot of things, but it isn’t replatforming. I don’t know how long it’s going to take them to do this. But, this is what I was talking about. When I said Epic is falling behind because of their architecture. This is one of the ways that Epic can, ensure that they [00:31:30] don’t, become, to fall too far behind if they replatform. And this is a replatform, which is exciting. I think that’s it.

[00:31:39] Yeah, that’s it for this week. Don’t forget if you want to participate in the conversations, go over to LinkedIn ill J Russell and, follow me. I’ll be posting an article a day during the week, and I think it’s a great way to interact with you. You can also follow the show, obviously on LinkedIn This Week in Health IT that’s where you’re going to get the clips and all the stuff that we drop, [00:32:00] around the show.

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