Now I look at not just my business, but also every single environment that my business operates in.
Back in 2009, a lot of discussion began around how we can change healthcare, both in the United States and abroad. I followed the debate closely, because my company—we manufacture medical devices—plays a big role in the global healthcare market.
I quickly realized that ineffective healthcare delivery systems hurt not only patients, but also businesses and economies around the world. And while I already understood a great deal about the business operations side of things, I needed to learn how to bring the business side and the healthcare delivery side together.
Through programs at Yale, I’ve worked with doctors from the medical school on drafting business proposals for products they’ve created, and applied my knowledge about operations to their goals of delivering care. Along the way, I’ve learned a lot about physician issues, patient concerns, and affordability in different markets.
SOM’s integrated curriculum has also really broadened my thinking. A unique course called Employee is one example. It shows you how to align business strategies with human resources levers to provide employee incentives. This strategy helped me achieve my goal of creating a culture of greater quality in my company.
In another course, we talked about performing an “environmental scan” whenever you make a business decision. So now, I look at not just my business, but also every single environment that my business operates in. We recently partnered with a number of hospitals to streamline and optimize their device selection processes and improve patient experiences. We’re focusing on our interaction with all of the stakeholders in the process, at different touch points, and over time. It’s about monitoring our overall impact on all of our partners.
Interviewed on September 23, 2015.