WEBVTT 00:00:05.500 --> 00:00:08.200 Hello, I'm Julia King at idg and today, 00:00:08.200 --> 00:00:09.600 I'm thrilled to have with me. 00:00:09.600 --> 00:00:12.100 Christian Darby, who is the Enterprise? 00:00:12.100 --> 00:00:13.700 CIO and envision Healthcare? 00:00:13.700 --> 00:00:16.800 Hello Christian. How are you very well? 00:00:16.800 --> 00:00:18.200 Thank you for having a Julia. 00:00:18.200 --> 00:00:19.600 It's great to have you. 00:00:19.600 --> 00:00:20.800 It's good to see you again. 00:00:20.800 --> 00:00:24.700 And they're going to be talking about resilience and Dish and 00:00:24.700 --> 00:00:27.500 Healthcare and your strategy there. 00:00:27.500 --> 00:00:30.100 And let me just talk a little bit about Kristen. 00:00:30.100 --> 00:00:34.100 She is on the Salesforce help Cloud customer Advisory board 00:00:34.100 --> 00:00:38.500 Tucson ID gcio Advisory Board and I'm thrilled to say that. 00:00:38.500 --> 00:00:40.300 She was inducted into i d, g e, 00:00:40.300 --> 00:00:43.400 s t. I o n this year in 2021. 00:00:43.400 --> 00:00:46.200 So congratulations, Kristen very much. 00:00:46.200 --> 00:00:57.800 Thank you envision, Healthcare is a national Medical Group 00:00:57.800 --> 00:01:04.300 and we have 31,000 team members that includes 25,000 Physicians 00:01:04.300 --> 00:01:10.800 and Dance, practice providers that across the country care for 00:01:10.800 --> 00:01:15.700 32 million patients, and our communities across the US every 00:01:15.700 --> 00:01:20.000 year, that is approximately 10% of our population, 00:01:20.000 --> 00:01:25.200 which always astounds me that we touch that many in the community, 00:01:25.200 --> 00:01:30.100 but is always very powerful. 00:01:30.100 --> 00:01:31.900 When I reflect upon it every year, 00:01:31.900 --> 00:01:37.800 the care that we deliver really processed the spectrum of Specialties 00:01:37.800 --> 00:01:40.800 from operating rooms to emergency departments. 00:01:40.800 --> 00:01:45.800 Also in do Ambulatory Surgery centers in birthing centers. 00:01:45.800 --> 00:01:50.700 We are the leading provider of emergency medicine which is his 00:01:50.700 --> 00:01:53.600 last year of the pandemic certainly had a larger impact, 00:01:53.600 --> 00:01:58.600 which I'm sure we'll talk about more today and we as a provider 00:01:58.600 --> 00:02:02.000 in rases, we deliver the most colonoscopies, 00:02:02.000 --> 00:02:04.900 in the country helping patients detect and prevent. 00:02:05.500 --> 00:02:12.700 Colon cancer in my role as CIO we serve as a business partner 00:02:12.700 --> 00:02:17.400 to the clinical and business, functional leaders across the organization, 00:02:17.400 --> 00:02:21.700 really looking to identify opportunities for technology 00:02:21.700 --> 00:02:26.300 to provide value Drive efficiencies, and transform the way that 00:02:26.300 --> 00:02:30.900 work is performed the, the big attraction to me for technology 00:02:30.900 --> 00:02:32.100 has always been that. 00:02:32.100 --> 00:02:37.800 I love solving problems and that has translated into my domains 00:02:37.800 --> 00:02:42.800 of responsibility being around technology strategy operations, 00:02:42.800 --> 00:02:46.700 the cybersecurity area digital and product development 00:02:46.700 --> 00:02:49.500 in here at Envision Healthcare. 00:02:49.500 --> 00:02:54.400 It's a suite of Technology tools but with our largest being, 00:02:54.400 --> 00:02:56.900 in the distributed Radiology platform area, 00:02:57.600 --> 00:03:03.400 Well, you certainly cover a huge loss of the population, 00:03:03.400 --> 00:03:06.900 and provide multiple services and strictly being in healthcare. 00:03:06.900 --> 00:03:11.800 You've been at the absolute epicenter of everything for the last 00:03:11.800 --> 00:03:17.300 year and longer tell us more about how the Medical Group at Invision 00:03:17.300 --> 00:03:19.300 Health Care has responded. 00:03:19.300 --> 00:03:24.300 To the covid-19 crisis and how have you or how has your technology 00:03:24.300 --> 00:03:31.400 team. So it has been one of those years that when I reflect 00:03:31.400 --> 00:03:32.300 back, it's amazing. 00:03:32.300 --> 00:03:33.500 It's only been a year. 00:03:33.500 --> 00:03:39.200 So I originally in February 2020. 00:03:39.200 --> 00:03:43.400 I think we started by maybe January and February. 00:03:43.400 --> 00:03:48.800 We were monitoring things that were occurring overseas and just 00:03:48.800 --> 00:03:51.300 watching the news and the first 00:03:52.700 --> 00:03:58.400 Indication that we really had was when Wuhan have the walk down. 00:03:58.400 --> 00:04:01.700 We knew something unusual is happening because we've never 00:04:01.700 --> 00:04:02.600 seen anything like that. 00:04:02.600 --> 00:04:08.800 And the first reaction that I had was I anticipated supply 00:04:08.800 --> 00:04:11.600 chain issues because I had encountered that previously 00:04:11.600 --> 00:04:19.500 organization and had impact it in a chair delivery setting. 00:04:19.500 --> 00:04:23.600 And so, one of the things that we did was we immediately 00:04:23.600 --> 00:04:25.900 put in our orders for everything. 00:04:25.900 --> 00:04:30.900 We anticipated, we had budgeted anticipated ordering for 2020 00:04:30.900 --> 00:04:36.700 because we were concerned that we would not have access to equipment. 00:04:39.000 --> 00:04:44.500 So put in orders as we continued watching over the next few weeks, 00:04:44.500 --> 00:04:49.000 if he came clear watching what was happening in Asia and then 00:04:49.000 --> 00:04:53.900 eventually you're up that virtual care, may start becoming 00:04:53.900 --> 00:04:57.800 something that if this started becoming an issue in and the United 00:04:57.800 --> 00:05:02.600 States, that may become something that starts biking. 00:05:02.600 --> 00:05:08.400 So we did start to acquire some more equipment webcams. 00:05:08.400 --> 00:05:13.000 We already had appointment on order for tablets laptops xcetera, 00:05:13.000 --> 00:05:16.100 but many of it has started putting in some additional 00:05:16.100 --> 00:05:21.900 orders anticipating that that need, maybe they're which ended 00:05:21.900 --> 00:05:23.400 up materializing in the future. 00:05:23.400 --> 00:05:29.700 Once covid-19 reach the us, we mediately stood up additional 00:05:29.700 --> 00:05:35.100 resources for our teams that included making sure that we had 00:05:35.100 --> 00:05:43.100 24 x 7 command centers in place with Centers that were telephones 00:05:43.100 --> 00:05:47.400 website. Everyone just really needed information and resources. 00:05:47.400 --> 00:05:51.000 And so we made sure that those command centers were running 00:05:51.000 --> 00:05:53.400 with information being updated as quickly as possible. 00:05:53.400 --> 00:05:57.100 And that individuals knew where to go, 00:05:57.100 --> 00:06:02.700 we also stood up remote work right away and that included 00:06:02.700 --> 00:06:09.400 transitioning, 6000 clinical support employees from our offices 00:06:09.400 --> 00:06:11.800 to our remote work setting within a week. 00:06:11.800 --> 00:06:15.300 We did this much sooner than many other organizations 00:06:15.300 --> 00:06:18.900 very early in March 2020. 00:06:18.900 --> 00:06:26.500 And the reason we did that is we we knew that we needed our 00:06:26.500 --> 00:06:31.100 clinical support seems to be very stable and settled so that 00:06:31.100 --> 00:06:33.600 they were not in points of transition. 00:06:33.600 --> 00:06:36.500 In, at a point that are Healthcare Providers, 00:06:36.500 --> 00:06:41.100 were going to need them the most And so why we were starting 00:06:41.100 --> 00:06:45.800 to see numbers rise in some of the cities that were beginning 00:06:45.800 --> 00:06:48.600 to Surge in the beginning, the Northeast. 00:06:48.600 --> 00:06:54.500 And there was some in the Northwest we felt like our our schedulers 00:06:54.500 --> 00:06:55.600 or credential others. 00:06:55.600 --> 00:07:02.400 We just we needed to get the esteem stable so that we knew everyone was 00:07:02.400 --> 00:07:04.400 settled in there to support our clinician. 00:07:04.400 --> 00:07:08.600 We had to make sure HIPAA compliance. 00:07:08.600 --> 00:07:12.000 He was in place because everything was set up for an office 00:07:12.000 --> 00:07:17.600 setting. And that was not necessarily the case in the home and 00:07:17.600 --> 00:07:21.700 four for our non-exempt employees, especially that we're not 00:07:21.700 --> 00:07:25.900 necessarily setup. For remote work, they did many of them had 00:07:25.900 --> 00:07:29.300 never worked remotely, and that was a transition. 00:07:30.400 --> 00:07:34.000 So we wanted to make sure that that all went very, 00:07:34.000 --> 00:07:40.800 very smoothly. And I think the last portion of our set-up 00:07:40.800 --> 00:07:44.000 was really virtual hell and that was making sure our clinicians 00:07:44.000 --> 00:07:48.700 that we're going to need to have access to provide Virtua 00:07:48.700 --> 00:07:53.900 Health in a clinical setting had that access once they needed 00:07:53.900 --> 00:07:57.600 that. And that was really in our office based practices 00:07:57.600 --> 00:08:04.100 and also the clinical setting which we deliver 250,000 patient 00:08:04.100 --> 00:08:06.600 visit, super to hell since the beginning of the pandemic 00:08:06.600 --> 00:08:10.000 and continues to rise. 00:08:10.000 --> 00:08:20.600 What exactly did that entail? 00:08:20.600 --> 00:08:25.800 I mean, you mentioned webcams, did you need to set up additional 00:08:25.800 --> 00:08:30.100 vpns or get remote equipment to peoples home? 00:08:30.400 --> 00:08:33.200 How were you position to be able to do that? 00:08:33.200 --> 00:08:35.500 It sounds like you were right on top of the supply chain issues? 00:08:35.500 --> 00:08:37.500 And then of course, you have to take that home, 00:08:38.700 --> 00:08:46.200 So there was definitely planning that needed to happen but because 00:08:46.200 --> 00:08:51.800 we had were a large National company that had employees 00:08:51.800 --> 00:08:54.600 r, i t t m or D Works remote. 00:08:54.600 --> 00:08:59.600 We had groups of teams that either worked a hybrid schedule 00:08:59.600 --> 00:09:03.400 or the executive team and work remote. 00:09:03.400 --> 00:09:08.500 We had remote capability is certainly not to the level of extents 00:09:08.500 --> 00:09:14.300 that we switch to very quickly but the the areas that we really 00:09:14.300 --> 00:09:17.800 had to flex out very quickly we're in increasing infrastructure 00:09:17.800 --> 00:09:21.700 capacity. So everything from VPN terminal Services, 00:09:21.700 --> 00:09:27.900 network capacity, expanding product licenses with our stuff 00:09:27.900 --> 00:09:33.900 we're partners and expanding capacity of virtual call centers, 00:09:33.900 --> 00:09:38.100 for example. So we had that capability but very few 00:09:38.700 --> 00:09:44.000 Party members were trained on music match and it's because 00:09:44.000 --> 00:09:47.100 they had never worked in a remote capacity. 00:09:47.100 --> 00:09:51.600 Zipper example, our receptionist that at office buildings 00:09:51.600 --> 00:09:52.800 are in call centers. 00:09:52.800 --> 00:09:58.400 They didn't know that their voice over IP phone system could 00:09:58.400 --> 00:10:01.800 actually ring at their house and on their computer on a headset. 00:10:01.800 --> 00:10:08.900 So we had to order a lot of heads up and then trained everyone 00:10:08.900 --> 00:10:13.900 on how to get the extension to forward to their laptop and how 00:10:13.900 --> 00:10:18.600 to log in a virtual call center in answer the call. 00:10:18.600 --> 00:10:21.400 So we did a lot of that training, 00:10:21.400 --> 00:10:26.300 we created a lot of videos on how to do that and I think 00:10:26.300 --> 00:10:27.500 the biggest thing was 00:10:28.700 --> 00:10:32.800 Everyone on the team recognize the situation, 00:10:32.800 --> 00:10:38.100 recognize the level of intensity that was occurring in the amount 00:10:38.100 --> 00:10:39.800 of work that had to be done in a short. Of 00:10:39.800 --> 00:10:41.300 time. And it was amazing. 00:10:41.300 --> 00:10:44.900 How many people jumped in and might have said, 00:10:44.900 --> 00:10:47.000 this is not my normal daily job, 00:10:47.000 --> 00:10:49.800 but work needs to be done in this area. 00:10:49.800 --> 00:10:53.100 I will do that work today and help out in this area. 00:10:53.100 --> 00:10:59.000 So, we had people way out of their job description doing jobs 00:10:59.000 --> 00:11:01.300 that day because that's what needed to be done that day. 00:11:01.300 --> 00:11:05.800 The neighbor wants to make that suggestion one week and so I think 00:11:05.800 --> 00:11:10.300 culturally it was great to see everybody just come together 00:11:10.300 --> 00:11:12.400 with all hands on deck to say, 00:11:12.400 --> 00:11:15.800 what do we need to do to get the organization transition 00:11:15.800 --> 00:11:20.200 smoothly effectively and get everybody stabilize to ensure 00:11:20.200 --> 00:11:24.200 that the organization pivots and that were there to provide 00:11:24.200 --> 00:11:26.300 the services necessary to support our clinicians, 00:11:26.300 --> 00:11:28.500 getting to where they need to be to Surf Mesa. 00:11:29.000 --> 00:11:32.400 What is needed immediately Pops to mine for me? 00:11:32.400 --> 00:11:35.100 And you, you made mention of it. 00:11:35.100 --> 00:11:37.600 When I hear about remote work in healthcare is, 00:11:37.600 --> 00:11:40.500 is certainly a combined with HIPAA, you know, 00:11:40.500 --> 00:11:46.300 some of the height and privacy and security issues that are pressed 00:11:46.300 --> 00:11:47.400 in healthcare settings. 00:11:47.400 --> 00:11:50.300 And I mean, it supposed to the security is critical. 00:11:50.300 --> 00:11:52.800 And how did you educate? 00:11:52.800 --> 00:11:57.000 Your Workforce was not accustomed to working remotely on security 00:11:57.000 --> 00:11:59.700 and risk awareness and in this new work environment. 00:11:59.700 --> 00:12:07.300 So quickly. So we develop difficult, sure of security and risk 00:12:07.300 --> 00:12:09.900 awareness from the office to home. 00:12:09.900 --> 00:12:14.200 A couple of the things were we created some how-to guides. 00:12:14.200 --> 00:12:20.700 We did educational videos, we created some web pages of one of 00:12:20.700 --> 00:12:24.800 the things we knew is across r r e made, 00:12:24.800 --> 00:12:28.000 everybody was going to dobrik on 10th and learn differently. 00:12:28.000 --> 00:12:34.900 So In it, we knew that between covid their work environment 00:12:34.900 --> 00:12:38.800 changing, the amount of things changing personally, 00:12:38.800 --> 00:12:41.500 and professionally that they were absorbing a lot. 00:12:41.500 --> 00:12:46.500 And so we needed to provide things to them in an easy-to-understand 00:12:46.500 --> 00:12:49.200 manner. So we tried to do everything, 00:12:49.200 --> 00:12:58.000 very simple and very nonsensical term incident was took a lot 00:12:58.000 --> 00:13:04.400 of a lot of reiteration of of an in process region. 00:13:04.400 --> 00:13:07.800 But we got it there too. 00:13:07.800 --> 00:13:10.700 To a point that it hopefully resonated. 00:13:10.700 --> 00:13:17.100 Well, we also conducted a lot of simulated fishing test related 00:13:17.100 --> 00:13:20.700 to threats that were similar to actual threats that were occurring 00:13:20.700 --> 00:13:22.100 to build awareness. 00:13:22.100 --> 00:13:25.800 So, one of the things, unfortunately, that was occurring 00:13:25.800 --> 00:13:27.800 that I think we've all seen in the news is that 00:13:29.000 --> 00:13:33.500 And I think this happens with many natural disasters or any kind 00:13:33.500 --> 00:13:37.600 of Crisis, but during covid, 5/8 risk, 00:13:37.600 --> 00:13:43.500 has been up anywhere from my scene reported to the 400% number 00:13:43.500 --> 00:13:48.000 of cyberattacks. And a lot of it has been phishing attacks 00:13:48.000 --> 00:13:51.600 in so we might see that there was something around. 00:13:51.600 --> 00:13:56.800 Hi, there might be, are you eligible for a covid vaccine 00:13:56.800 --> 00:13:57.500 in the beginning? 00:13:57.500 --> 00:14:01.000 Or would you for hospitals? 00:14:01.000 --> 00:14:02.800 Could you potentially be a covid? 00:14:02.800 --> 00:14:05.000 Vaccine Distribution Center. 00:14:05.000 --> 00:14:07.200 This is in the beginning when the vaccines available, 00:14:07.200 --> 00:14:12.000 you know, click here to see if your facility might qualify, 00:14:12.000 --> 00:14:15.000 right? Well that might be tempting if you're a physician 00:14:15.000 --> 00:14:20.600 right to see or a hospital administrator or patients qualify 00:14:20.600 --> 00:14:26.900 for a clinical trial, any of those types of things might be interesting 00:14:26.900 --> 00:14:27.700 to hospitals. 00:14:29.000 --> 00:14:33.700 It was certain things being targeted to locations and also to 00:14:33.700 --> 00:14:38.100 potential employees. But there was also things being targeted 00:14:38.100 --> 00:14:42.700 individuals at their homes, just related to covid in general. 00:14:42.700 --> 00:14:46.200 So we were doing a lot of training for individuals that might 00:14:46.200 --> 00:14:50.300 be relevant to their home for personal protection and that got 00:14:50.300 --> 00:14:51.400 people more interested. 00:14:51.400 --> 00:14:54.200 At the same time, this was occurring, 00:14:54.200 --> 00:14:59.000 many people were being at home for schooling. 00:14:59.000 --> 00:15:03.800 So many of our our teammate had children doing homeschooling. 00:15:03.800 --> 00:15:06.100 There was a lot of ships around. 00:15:06.100 --> 00:15:09.900 How do I have my children at home on the same connection 00:15:09.900 --> 00:15:11.600 as we're not doing work? 00:15:11.600 --> 00:15:13.800 So we were trying to educate on. 00:15:13.800 --> 00:15:20.000 How do you keep work information separates in private from schooling 00:15:20.000 --> 00:15:24.900 information. So a lot of that type of education we were trying 00:15:24.900 --> 00:15:29.600 to provide but also benefit the family in Waze That they were 00:15:29.600 --> 00:15:32.300 learning about safe cyber practices for home. 00:15:32.300 --> 00:15:35.000 At the same time, they were learning how to keep things safe 00:15:35.000 --> 00:15:41.400 for their family complex. 00:15:41.400 --> 00:15:45.000 What you have by sending pretty much the entire Workforce 00:15:45.000 --> 00:15:54.400 to execute their their daily jobs remotely and also the kinds 00:15:54.400 --> 00:15:58.700 of agile responses that you've had, and I guess here, 00:15:58.700 --> 00:16:00.800 I'd love to throw things forward a bit. 00:16:00.800 --> 00:16:03.400 And and asked, you know, how has this, 00:16:03.400 --> 00:16:06.900 what's happened in the last year, your response to it, 00:16:06.900 --> 00:16:10.200 what were well, maybe what didn't work so well. 00:16:10.200 --> 00:16:12.100 How has it impacted? 00:16:12.100 --> 00:16:15.300 You are a definition of business, resiliency for Invision 00:16:15.300 --> 00:16:16.200 Health, Care going forward. 00:16:16.200 --> 00:16:19.800 What kinds of building blocks? 00:16:19.800 --> 00:16:23.000 Do you see yourselves expanding on to be able to respond 00:16:23.000 --> 00:16:24.000 even better going forward? 00:16:25.800 --> 00:16:29.800 Well, we certainly hope that this will all be learning that 00:16:29.800 --> 00:16:31.300 we don't ever have to put it into practice, 00:16:31.300 --> 00:16:35.500 but knowing that things are never stable. 00:16:35.500 --> 00:16:40.800 I think learning set word Innovations can continue to benefit 00:16:40.800 --> 00:16:41.800 from is 00:16:43.600 --> 00:16:47.400 really moving from business continuity that organizational 00:16:47.400 --> 00:16:54.900 resilience in in, that's really around expanding Who's involved 00:16:54.900 --> 00:16:57.200 in the planning. 00:16:57.200 --> 00:17:03.900 And so these things can't be thought of as as discrete exercises 00:17:03.900 --> 00:17:07.000 or discrete instances. 00:17:07.000 --> 00:17:11.100 So you know what, you think of I can remember planning for disaster. 00:17:11.100 --> 00:17:13.300 Recover activities years ago? 00:17:13.300 --> 00:17:15.000 You would think of, you know, what, 00:17:15.000 --> 00:17:18.000 a power failure or a, you know, 00:17:18.000 --> 00:17:23.000 there might be a plumbing break at the building and you have 00:17:23.000 --> 00:17:25.300 a issue that isolated to one building. 00:17:25.300 --> 00:17:30.300 You know, this particular situation for example is is interrelated 00:17:30.300 --> 00:17:32.300 and Global, right? 00:17:32.300 --> 00:17:36.300 Its economic health care in, its 00:17:37.200 --> 00:17:39.300 Happening to the multiple sectors. 00:17:39.300 --> 00:17:45.900 And with that, you have to respond in a way that allows you to 00:17:45.900 --> 00:17:53.200 continue to operate deliver your services as an organization, 00:17:53.200 --> 00:18:00.900 effectively end still deliver while managing unknown circumstances 00:18:00.900 --> 00:18:03.900 despite that are going to be different with each situation. 00:18:03.900 --> 00:18:09.900 And so that requires a multidisciplinary approach and the plans 00:18:09.900 --> 00:18:16.600 have got to be well practiced, and you have to understand 00:18:16.600 --> 00:18:22.300 how the group that you're working with operates and makes decisions 00:18:22.300 --> 00:18:24.400 who's responsible for decisions. 00:18:24.400 --> 00:18:27.800 But but how do people make decisions under pressure 00:18:28.600 --> 00:18:32.500 When things are happening, your your Play books are never going 00:18:32.500 --> 00:18:36.800 to reflect with actually occurring because no one ever understands 00:18:36.800 --> 00:18:38.000 what the scenarios are going to be. 00:18:38.000 --> 00:18:42.900 But the more that you practice some group start to understand 00:18:42.900 --> 00:18:45.300 how they work together, and how they make decisions. 00:18:45.300 --> 00:18:51.400 And understanding that, you can always rely on technology 00:18:51.400 --> 00:18:52.400 to be there. 00:18:52.400 --> 00:18:55.400 So, you know, if network connectivity is not there, 00:18:55.400 --> 00:18:59.400 how do you get a hold of individuals in other ways? 00:18:59.400 --> 00:19:02.600 You know, do you have printouts of phone numbers at home? 00:19:02.600 --> 00:19:06.800 Do you know, individuals, addresses of a few people? 00:19:06.800 --> 00:19:08.700 If you had to actually drive to someone's house, 00:19:08.700 --> 00:19:13.800 do you know how to get ahold of individuals at alternative 00:19:13.800 --> 00:19:19.700 ways? Does your company have satellite phones in a few key offices? 00:19:19.700 --> 00:19:22.300 Where certain individuals can get a hold of each other, 00:19:22.300 --> 00:19:27.000 if there's major infrastructure outages depending on the size 00:19:27.000 --> 00:19:28.300 of organizations, 00:19:28.600 --> 00:19:34.600 Other ways to think of things back up out of and Communications. 00:19:34.600 --> 00:19:39.400 I think it's just a larger backup plans that organizations 00:19:39.400 --> 00:19:44.100 need to think through around larger organizational 00:19:44.100 --> 00:19:50.200 coordination and I think the other part of this is that has really 00:19:50.200 --> 00:19:53.100 changed in the last few years is well, 00:19:53.100 --> 00:19:58.000 all this is happening in, this is certainly not my area of expertise, 00:19:58.000 --> 00:20:01.900 I watch. It happen is Communications as always been a part of 00:20:01.900 --> 00:20:04.400 it, but now all of this is happening. 00:20:04.400 --> 00:20:10.100 While real-time Communications is happening around social 00:20:10.100 --> 00:20:17.600 media and other types of media being reported and it may be by 00:20:17.600 --> 00:20:20.700 your organization or other organization, so maybe people observing 00:20:20.700 --> 00:20:24.500 it and Reporting about it or it may be people in your organization 00:20:24.500 --> 00:20:29.500 reporting about it, but your organization has to Be prepared 00:20:29.500 --> 00:20:35.000 to communicate about what's occurring almost real time. 00:20:35.000 --> 00:20:40.600 Do as part of any of these plans, 00:20:40.600 --> 00:20:45.800 one of the things, you know, thinking about your communication 00:20:45.800 --> 00:20:49.600 strategy is instead of thinking in a traditional manner around, 00:20:49.600 --> 00:20:50.600 how are you doing? 00:20:50.600 --> 00:20:56.000 Press releases, or, providing structure in new daily update 00:20:56.000 --> 00:21:00.800 is almost having somebody that can provide real-time Communications 00:21:00.800 --> 00:21:02.400 out or respond. 00:21:02.400 --> 00:21:05.800 If information is coming out and it might be that you don't 00:21:05.800 --> 00:21:07.700 have updates yet because you're still investigating. 00:21:07.700 --> 00:21:12.300 But if there's information coming out, somebody needs to be able 00:21:12.300 --> 00:21:18.300 to respond to that, especially just, to control any kind of misinformation, 00:21:18.300 --> 00:21:21.900 until a situation can be controlled in a fast. 00:21:21.900 --> 00:21:27.000 And I think that, that can sometimes be most important 00:21:27.000 --> 00:21:27.700 to allow 00:21:28.700 --> 00:21:33.800 Effective response to any type of situation that might be occurring. 00:21:33.800 --> 00:21:37.400 Kristen, I was struck by what you said about the evolution 00:21:37.400 --> 00:21:43.100 from business continuity to organizational resilient and I'm 00:21:43.100 --> 00:21:45.900 wondering as we close here. 00:21:45.900 --> 00:21:48.600 If you can tell me how that we're going to say, 00:21:48.600 --> 00:21:52.300 tional resilience is reflected in the it organization 00:21:52.300 --> 00:21:59.200 and how that changes moving forward, I think it is about minimising 00:21:59.200 --> 00:22:06.300 disruption when events to occur and the ability to continue to 00:22:06.300 --> 00:22:13.300 operate through an events while still responding to that 00:22:13.300 --> 00:22:18.600 event. So, the ability to handle those situations in parallel 00:22:18.600 --> 00:22:25.100 where you've been able to perhaps defend against it or actively 00:22:25.100 --> 00:22:27.300 defended managed against it while mitigating. 00:22:28.700 --> 00:22:34.200 The effects of the situation and Dylan abling operations 00:22:34.200 --> 00:22:41.200 to continue. The ability to manage those in parallel is would 00:22:41.200 --> 00:22:42.000 I would interpret? 00:22:42.000 --> 00:22:45.800 Is that operational resilience, that ideally is occurring 00:22:45.800 --> 00:22:53.300 and that really requires that you have gotten to the level 00:22:53.300 --> 00:22:55.100 of maturity. Where are you? 00:22:55.100 --> 00:22:56.300 You have plans. 00:22:56.300 --> 00:23:01.300 They've been well tested and the robust and appropriate 00:23:01.300 --> 00:23:03.500 enough for the scenario that you're dealing with. 00:23:03.500 --> 00:23:09.900 But that you've been able to work through those in a way that 00:23:09.900 --> 00:23:15.100 you're able to respond effectively and continue to manage 00:23:15.100 --> 00:23:20.800 that well segregating out the, the operations that need to continue 00:23:20.800 --> 00:23:22.900 to maintain your business to build a 00:23:24.400 --> 00:23:27.800 Well, I run to thank you for taking the time to join us today 00:23:27.800 --> 00:23:30.700 and I wish you all the best. 00:23:30.700 --> 00:23:34.700 And again, I congratulate you on your induction into the CIO 00:23:34.700 --> 00:23:38.000 Hall of Fame and again, thank you. 00:23:38.000 --> 00:23:41.200 And I'm Julia King for CIO and idg. 00:23:41.200 --> 00:23:42.300 Thanks for joining us. 00:23:42.300 --> 00:23:43.500 Thank you.