Global Perspectives On AI And Next Generation Healthcare Perspectives On Health And Tech podcast

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Global Perspectives on AI and Next Generation Healthcare

2d ago 34:38

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Leading organizations share how data-driven innovation transforms care delivery and patient outcomes. In this Oracle Health and Life Sciences Summit 2025 keynote, Alaa “AJ” Adel, Senior Vice President of Oracle Health International, joins distinguished leaders from West Suffolk NHS Foundation Trust in the United Kingdom, Bajaj Group in India, King Faisal Specialist Hospital & Research Centre in Saudi Arabia, and Western Health in Australia. Together, they reveal how hospitals and health systems are designing the future of care through artificial intelligence, advanced data strategies, and radically human-centered solutions built on Oracle technology. Hear real-world stories from West Suffolk NHS Foundation Trust, Bajaj Group, King Faisal Specialist Hospital & Research Centre, and Western Health as they share how Oracle Health is helping each organization reimagine hospital infrastructure, improve patient engagement, and drive operational excellence. Understand how this global perspective unlocks new, scalable healthcare models for a connected, healthier world.

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Episode Transcript:

00:00:00:00 - 00:00:37:14

Welcome to Perspectives on Health and Tech Podcasts, brought to you by Oracle Health, where we dive deep into the world of innovation and transformation in healthcare.

00:00:37:16 - 00:01:18:11

Shanna Adamic

I’m your host Shanna Adamic, Director of Oracle Health Executive Content and Video. In this episode of Perspectives on Health and Tech we feature a panel discussion recorded at The Oracle Health and Life Sciences Summit held in Orlando on September 10th, 2025. In this discussion distinguished leaders from West Suffolk NHS Foundation Trust in the United Kingdom, Bajaj Group in India, King Faisal Specialist Hospital & Research Centre in Saudi Arabia, and Western Health in Australia reveal how hospitals and health systems are designing the future of care through artificial intelligence, advanced data strategies, and radically human-centered solutions built on Oracle technology.

00:01:18:17 - 00:01:47:18

The discussion is led by AJ Adel, Senior Vice President of Oracle Health International.

AJ Adel

Good afternoon. Today I get the pleasure of presenting four leaders from four different continents with six time zones. Don't ask me about the math. That's what we came out with. The topic of discussion is AI on a global scale. As we are traveling around the globe and we're visiting our clients, we get to see the cool things they all do, and they all work on.

00:01:47:20 - 00:02:09:17

So today, I have the pleasure of presenting those leaders who are thinking about things differently, whether they're building a hospital or delivering care or just engaging with their patients. They have a different view on things. So, I'm super excited to introduce them all on stage. I already told them we're going to change the questions. But what I didn't tell them is, we're all friends before anything else.

00:02:09:19 - 00:02:33:16

And we all decided this is going to be the most fun session ever. Let me start with you, Kathy. You. You come from King Faisal Hospital, a huge organization in Saudi Arabia, doing amazing things, serving 20% of the population of Saudi.

00:02:33:18 - 00:02:53:17

And you're keeping the patients and the people at the center of everything you do. When you put the patient at the center of your design, it's not always easy. Can you share? And what are some of the challenges you're facing when you're actually just focusing on the patient?

00:02:53:18 - 00:03:28:15

Kathy Sienko

Delighted to be here from King Faisal Specialist Hospital. The one thing we know is that, even though we are largely an Islamic society, not all of our patients are homogenous. And as we think about how we design around patients, the first thing is really understanding what do the patients actually want and how do we use the data that we have around our patient's experience to tell us what's working and not what's not working for them, and how do we factor that into the design of services.

00:03:28:16 - 00:03:57:17

Kathy Sienko

The other bigger problem, I think, is really moving from the rhetoric to the practicality. We all say that we want a better patient experience. We want to build our services around patients, but the provider workflows need to change in order to make that happen, to facilitate that. And that's not always so easy to change when people have been doing something the same way for many, many years.

00:03:57:18 - 00:04:19:14

Kathy Sienko

So, we are 50 years old this year, believe it or not, and some of our people might even have been there for nearly all of that time. And so, getting those changes into practice, moving from the rhetoric of what we'd like to do to actually making the physical changes to the way that we work from a provider centric model to a patient centric model, is one of the challenges we have.

00:04:19:14 - 00:04:47:07

Kathy Sienko

And then there is the question about the technology that supports that patient journey and the integration between solutions, that actually makes that patient's experience very, very different. But we also think about it in terms of design. How do we design facilities to be healing and healthy environments as well. So, we think about fine details like color and artwork and all of those sorts of things.

00:04:47:07 - 00:05:11:15

Kathy Sienko

But perhaps important to know about King Feisal is that we are a specialist tertiary organization, quaternary even. And so, we see people who are really at, the most serious stage of their disease. And that actually drives for us as we think about our patient innovation, because we really want to do a great job for those patients. For many of them, we are their last port of call.

00:05:11:17 - 00:05:32:14

Kathy Sienko

And so, it really drives a lot of innovation. It features in things like clinical trials. And we actually are running about 48% of all of the clinical trials in Saudi Arabia at King Faisal Hospital. So, it drives a culture of innovation and wanting to do more and better but of course, there is the cultural change that needs to happen.

00:05:32:16 - 00:05:57:17

Kathy Sienko

And then there is also the technological workflows that actually support the kind of work that we want to do. So, as you say, it's not easy work. It's culture change and technology change. It's change that really focuses on why we are here. And we really are there for the patients. And so, we follow through on that as a philosophy into practice.

00:05:57:19 - 00:06:16:03

AJ Adel

I've been visiting King Feisal for the last 15 out of the 50 you mentioned, and I've always looked at how all the leaders have one thing in common. Every vision has the patient at the center of it. So that's amazing. Russell, every time I open my LinkedIn, I see you building a hospital.

00:06:16:05 - 00:06:34:05

Russell Harrison

Not me personally.

AJ Adel

No. Not you. Well, I do see you with the hoodie and the vest and everything, but you're also, down in Australia. You're changing healthcare, and you're going to places where healthcare hasn't been before. But you're also doing it while keeping the patient at the center of this. Can you share your vision?

00:06:34:05 - 00:06:50:22

Russell Harrison

Yeah. I just say we're quite fortunate, you know, why build one new hospital? One. You can do two at the same time and two little ones. So, four in total. But that's just for that. Population is growing so quickly. And for me, I don't disagree with what Kathy said, but I'm going to come out from a different angle.

00:06:50:22 - 00:07:11:16

Russell Harrison

And as part of that build, we've seen the opportunity to put our patients and our staff at the center of how you design a new facility. And that's been quite challenging because a lot of the guidance is written for ten years ago, and our staff and our patients are imagining a new world, about what they want and how they want the workflows to work.

00:07:11:18 - 00:07:38:10

Russell Harrison

And that's been quite challenging, going against the sort of the building regulations, they're not true regulations, but they're sort of guidance notes to actually put our staff in fabulous facilities with light and our patients in rooms with light, not the old hospitals we've got. So, it's been great to be able to do that. And through the process, the technology has changed because, you know, no offense to many clinicians, myself included, you cannot read a plan and imagine what a room will be.

00:07:38:12 - 00:07:53:21

Russell Harrison

But with AI and modelling, you can kind of get a sense of how that will look. We are in a room this sort of size and it was all on the floor, and you can move walls around. So, using technology in the design really allows us to put our staff and our patients at the center and actually then feel what that facility will look like.

00:07:53:21 - 00:08:19:07

Russell Harrison

So, our aim is that we get a much better facility that our staff want to work in, can work in, and our patients can be cared for in a very different environment that's healing and light, and hopefully they go home. They don't want to stay forever, but, it will be a much better experience. And I think, you know, that's the important bit about how we can design new facilities and use technology to help do that, rather than just kind of go off a plan and go, "Well, that's what you get."

00:08:19:07 - 00:08:52:22

Russell Harrison

Let's challenge that and let's get the clinicians and patients pushing for the same thing.

AJ Adel

Yeah. You also had a couple of go lives recently. And I remember you; you're calling up and saying, "We need this, this and this because the patient needs it. That's what I want. And I want that for them, not for me." Moving to the Nirav. The Bajaj Group is into a lot of things, but recently into healthcare. You've done - when we did the math- 35 visits around the globe to multiple healthcare facilities, government entities and beyond looking at the best view of what the future looks like.

00:08:53:00 - 00:09:09:06

AJ Adel

So, in many ways, you do have a crystal ball. You can look into the future. What have you seen looking into the future? How does the hospital of the future look like as you've seen it, as you design it in your mind? And I still remember the video you showed us on how things would look like.

00:09:09:12 - 00:09:31:05

AJ Adel

You're literally doing it from scratch based on the previous experience of others. Would love to hear from you on the hospital for the future for you.

Nirav Bajaj

Thank you for staying on script. So, the way we look at it, we've been to four continents now. We've been looking at all the different so-called best facilities in the world.

00:09:31:06 - 00:09:54:07

Nirav Bajaj

The way we've structured our organization is we want to focus on prevention and be proactive rather than reactive. And I think that's something that, honestly, is what the future is. Because you want people to stay healthy. You want positive health rather than dealing with people who are unwell and get them to that stage. The other thing is it's actually an ecosystem.

00:09:54:11 - 00:10:13:16

Nirav Bajaj

So, I don't look at it as a hospital. I look at it as an ecosystem to even get prevention and be proactive. You need to have them in the entire continuum. You have to build the entire continuum of care. So right from home to home and everything in between. And many people say that, okay, you're building clinics, you're building ambulatory, and that's a feeder to the hospital.

00:10:13:18 - 00:10:30:13

Nirav Bajaj

The way we're looking at it is the hospital is a feeder to the clinics, because the clinics are going to be in your localities close to your home. You recover better when you're at home rather than when you're in the hospital. So, we think of it as an ecosystem rather than thinking of it just as a hospital or as a clinic.

00:10:30:15 - 00:10:51:04

Nirav Bajaj

And lastly, as I think that it's going down to the trend of, personalized care and personalized medicine, and we look at it even from the logistic point of view. So why can't we, for example, we know when you've entered our campus, we've already allocated a parking spot for you. We already put you in the queue for your OPD appointment.

00:10:51:05 - 00:11:24:20

Nirav Bajaj

And the same with IPD is why can't we have you already checked in to the room? Because we know you're on our campus. You'll be there in a few minutes. That's on the logistics side. On the medical side, which is human, which body is different and reacts different to the same medicine. So why can't we understand what your genetic sequence is and see how you react to this medicine, whether through a digital twin, which, of course, now AI is playing a big role in, or just understanding you better emotionally and mentally.

00:11:24:22 - 00:11:48:07

Nirav Bajaj

So that's how we're looking at the future of healthcare.

AJ Adel

I think we're going to start calling hospital for the next 19 minutes the ecosystem. And I love what you said. It's going to feed the clinics, not the other way around. Russell, with the construction you all are doing. Are you looking at things differently?

00:11:48:07 - 00:12:07:10

Russell Harrison

Well, we're trying to. Hospitals usually are not places for community to come unless they're unwell. And we're trying to spin that to make our new facilities actually a community resource. I might pinch that one but much more about the community can come in and not use the facilities but get the benefits of the fact that a health precinct is there. And that's about -- sort of some message about primary prevention.

00:12:07:10 - 00:12:28:12

Russell Harrison

There will be GPs there. There will be sort of primary healthcare providers. We're also -- and it's strange for an acute hospital to do this. But we're building kind of a new twist on a day hospital. So chronic condition patients can come in. They can get some peer support. So, we've employed lots of lived-experience workers, both mental health and physical health.

00:12:28:14 - 00:12:52:13

Russell Harrison

We've got carer-support workers that are carers themselves that have been through the process. You can see your clinician. You can talk to a peer. You can talk to AI, hopefully, if you can deliver it for me, AJ, No challenge. Can we have it, yesterday?

AJ Adel

He had to put that in there.

Russell Harrison

Got to do it. But it's about how do we actually get people coming in to try and get into that primary prevention space, rather than have to come to an ED and get stuck in a system?

00:12:52:15 - 00:13:13:01

Russell Harrison

So how can we get patients to engage, you know, to self-drive their own care to peer-peer support and become those future leaders and community, take messages out to the wider community? So, we're careful about what outlets we let there in terms of food and, you know, dietary nutrition intakes. So, I think we're trying to come at it slightly differently.

00:13:13:01 - 00:13:30:09

Russell Harrison

It's a bit of a sort of experiment but our community kind of saying they want that. And they want to sort of be in the hospital, but not an inpatient facility but just use that as a community resource to actually bring that health and wellbeing back into our communities.

AJ Adel

Yeah. Giving the patient the control and giving them the options.

00:13:30:09 - 00:13:51:15

Nirav Bajaj

I think, historically -- sorry to pitch in -- it's always been a place that you want to avoid versus making it welcoming. And then it makes me think back to, when your car needs service, you always go on time. But when your body needs service, you try to procrastinate and delay it until it's too late. So, I think making it a welcoming space makes it a big difference.

00:13:51:15 - 00:14:13:01

AJ Adel

Agreed. Great. Speaking of making it work, Nicola at the NHS, there's a lot of history. There's a lot of, process. Let's just say that. But every time I talk to you, you're thinking of new ways to deliver care. Can you share a little bit of examples of what new ways that are you looking to deliver care today as we step into the future?

00:14:13:03 - 00:14:44:12

AJ Adel

And is that making an impact to the patient, to the hospital operations? What's your view so far?

Nicola Cottington

Yeah, sure. So, I'm as a Chief Operating Officer, I'm really interested in how we make not only the hospital, but how healthcare system work more smoothly. But that is only for the benefit of the patient. So, I often when I describe my role, I say, you know, the value that patients get is when they meet with their clinician and the operational team and the logistics team are there to make that happen as smoothly as possible.

00:14:44:14 - 00:15:07:13

Nicola Cottington

So, we're also building a new hospital. It seems like everyone's going to a new hospital.

AJ Adel

We're going to call it an ecosystem.

Nicola Cottington

But exactly because, well, I'll come on to that, actually. And our hospital is also currently just over 50 years old and in West Suffolk we need to build a new hospital because there's lots of problems with the construction of it, and we've had to do a lot of remedial work.

00:15:07:15 - 00:15:30:22

Nicola Cottington

But when we're thinking about our new hospital program, we've actually called it our Future System program, coming back to that system of care, because in order to make a hospital run smoothly, we need the community services to be running smoothly. And we need to support patients to be able to get the same experience that they would experience in a hospital, but in their own home.

00:15:30:22 - 00:15:52:01

Nicola Cottington

So, we've put in place a virtual ward, for example. We have used some remote monitoring technology. But some of it is also just about how we encourage people to feel as safe and secure as they do in a hospital. So yes, people put off coming to a hospital, but actually people also see it as a bit of a safe space.

00:15:52:03 - 00:16:14:17

Nicola Cottington

They feel safe. They can see the nurses and the doctors, and we want to create that same feeling. But out there in the community. So, we already run community health services as well. So, we have some experience of that. And we have a team called our Early Intervention Team who take patients and go and visit patients who are diverted from ambulance calls.

00:16:14:21 - 00:16:39:18

Nicola Cottington

So, somebody might call 999, as it is in the UK. That's triaged by an unscheduled care hub. And our early intervention team will go out and see that patient rather than a paramedic team, if that's appropriate. What I'm interested in is, as we move forward, how do we use AI to perhaps inform some of that decision making and to automate some of that with the relevant safety checks in place as well?

00:16:39:18 - 00:17:07:14

Nicola Cottington

Of course. But so that we are making the best use of our resources so that we are protecting our high acuity resources for those patients that really, really need it and really need our emergency department care.

AJ Adel

Well, we're definitely going off script now in a good way. Kathy, I know for a fact King Faisal had done no harm initiative a couple of years back, which back to what was Nicholas saying, you want to make it a safe place.

00:17:07:14 - 00:17:26:07

AJ Adel

Eventually you have to go to the hospital, right? And eventually you have to be treated. But you want to make it a safe place. You want to make it a place where people feel comfortable being vulnerable. Right. What's King Faisal doing to ensure new ways of delivering care? You're innovating. You're always sharing a new vision.

00:17:26:08 - 00:17:54:11

AJ Adel

Where are you right now?

Kathy Sienko

So, this is one of the best things about being at King Faisal is that there's a huge ambition and a commitment to innovating for patients. And one of the things that we really focus on is how do we enable our clinicians to practice at the very tops of their licenses, and that involves removing from them parts of the workflow that could be done through AI or through technology.

00:17:54:13 - 00:18:19:00

Kathy Sienko

It also means for us, keeping people at home because we know that quite a lot of hospital, a lot of infections are acquired in hospitals. As part of our zero-home initiative, our home healthcare is a big part of that. We know that for some patients, it is safer for them to be in their home environment than to actually be in a hospital environment, particularly because of the patient population that we serve.

00:18:19:00 - 00:18:40:22

Kathy Sienko

A lot of oncology patients. We have one of the biggest liver transplant programs or transplant programs in the world. We do quite a lot of, high, complexity neuro cases, etc. So, we think about where the safest place for those patients is to be, and also how can we assure their safety when they come into hospital.

00:18:40:23 - 00:19:06:01

Kathy Sienko

Part of that is by releasing time to care, so using technology as an adjunct to enable clinicians to spend the maximum amount of time with patients. We have a very highly complex home healthcare service. There are things that we didn't used to do at home that we now do at home. We do quite a lot of telemedicine, not just in the Riyadh area or the Jeddah area, but across the whole of Saudi Arabia.

00:19:06:01 - 00:19:28:01

Kathy Sienko

We provide support to many other organizations as well. Even at the interface, the front, the entry point to the hospital, the way that we use AI agents as part of our customer service model, that has been part of how we've created a more seamless AV environment for patients. But our goal is always also down to some of the very simple things that I believe many people here will be doing.

00:19:28:07 - 00:19:48:03

Kathy Sienko

How do we keep an eye on safety every single day? Our huddles are a great way of doing that. And as the chief nurse, of course, nursing is a huge part of our organization. We are about 40% of nearly of the whole organization. Nurses are always thinking about what we could do differently to keep people out of hospitals.

00:19:48:04 - 00:20:13:15

Kathy Sienko

So wound care is one of the areas that we're looking at matching clinician judgment with AI technology to see whether we can keep people at home, monitor their wounds at home without them needing to come into the hospital environment. The biggest thing that has happened for us recently is that there are many conditions that we use to send patients abroad for, people who needed CAR T-cell therapies.

00:20:13:15 - 00:20:38:10

Kathy Sienko

We've just manufactured our own CAR-T cells, have been able to treat, our first patient locally for what used to cost us millions of Riyals every year. And what that means is that we are then able to provide that for many more patients locally. So, I think this is just the start and that AI technology and the solutions we have will enable us to go much further in the future.

00:20:38:12 - 00:20:57:11

AJ Adel

Yeah. I can't wait to see some of the research that you're going to do on those patients. Nirav, moving to the Bajaj Group, which is in many industries and, and I'm sure you sit on multiple boards, and you get to see all the innovation going on in finance going on in transportation.

00:20:57:11 - 00:21:30:18

AJ Adel

Your sister organization, if I may say so. As you're building your new ecosystem, what are you seeing in other industries, like smart ideas, things that we can adopt in healthcare? And how do you see them playing a role in your future as a healthcare organization?

Nirav Bajaj

So, thanks, AJ, for that. The way we're looking at certain things is when it comes to culture in India, a lot of the physicians are consulting physicians, which makes it - it's either you or me.

00:21:30:20 - 00:21:55:16

Nirav Bajaj

It's not you and me. And when I look back at sport, which I played very briefly in my life, it's a team sport. And how can you actually get physicians, nurses to work together for the common good, for the common goal of the patient who comes out the winner versus it's either your statistics or mine.

00:21:55:18 - 00:22:19:00

Nirav Bajaj

So that's when it comes to sports. I see our group's values for almost a century now has been transparency and trust. And that can only come with information and openness. So, I mean, if you see it, which happens in the U.S, I'm amazed whenever I fly in the US and I get notifications about delays on my mobile.

00:22:19:02 - 00:22:38:16

Nirav Bajaj

And I'm like, I wish that there was something as transparent when it comes to healthcare. And why can't we have possibly transparent, bill estimates and live bill tracking? In India, it's still very fee for service and out of pocket. So, we don't find out, how much we have to pay at the end of the day until the final bill shows up.

00:22:38:18 - 00:23:07:13

Nirav Bajaj

So instead, what can't I see along the way is what's my out-of-pocket expense? So, there's a lot of trust that doesn't exist in the healthcare ecosystem, which actually should be the most trusted industry.

AJ Adel

Yeah. No, I think everybody agrees we would love to get to that point. And actually, you also engage with multiple other departments in the UK government, education, transportation and others.

00:23:07:15 - 00:23:29:12

AJ Adel

Are you seeing some of those innovations and are you trying to say the biggest flattery is copying. Are you trying to see what you can copy into healthcare ecosystem.

Nicola Cottington

Yeah. Well in fact in the UK, we were lucky enough, a team of us from West Suffolk, to go to the Oracle Industry Lab in Readding.

00:23:29:14 - 00:23:45:00

Nicola Cottington

And I know the Oracle team were a little bit nervous about what they were going to show us there and thought, would we be able to translate this into healthcare? But one of the most exciting presentations when we were there was from the Red Bull Formula One racing team. And you might think, you know, what's the connection there?

00:23:45:05 - 00:24:16:10

Nicola Cottington

But really it was their use of data in real time. And it really made me think about how we could apply this in hospital and community services. So, what they're doing is they're using real time data the whole time while the car is going around the track, while it's in the pit stop, and looking at what can they tweak to improve performance but also running simulations constantly and using this single data layer to enable improvements all the time.

00:24:16:15 - 00:24:42:22

Nicola Cottington

In the NHS and in our trust, we have so much data. And actually, we don't face, some of the barriers that other international, health services do in terms of sharing that data. But even within our organization, we have so many millions and millions of data points, and we're not using it in that way. So that's what really inspired me as to how can we use that both on a patient level and to spot what's going on for this patient right now?

00:24:43:00 - 00:25:07:18

Nicola Cottington

What's changing because we collect it all. But do we use it to inform their care now and their care in the future? But also, when you extrapolate that out to a whole emergency department. And so, what's coming in? How many patients need beds? How are we using all this to know what we're going to need to do in, you know, 12 hours' time? But also, when we're thinking about planning our new hospital, how could we run some simulations, you know?

00:25:07:18 - 00:25:29:08

Nicola Cottington

What if we change this? What impact would that have? If we added a ward here, added an operating theater here, what would the impact be? So that was what really inspired me. So, from thinking what's the connection with racing cars? There really are lots. There's lots of things that you can learn from other industries.

AJ Adel

Well, everybody from Oracle here loves you for saying that.

00:25:29:13 - 00:25:48:10

AJ Adel

Russell, maybe we stay with you in one more question, and then we'll open it up for the panel here. A simple one with a complicated answer.

Russell Harrison

There's no such thing as a simple question. You know that.

AJ Adel

No, no. Agreed, agreed. How do you see technology changing the game in healthcare? Let's just start there. What excites you about using AI in the ecosystem we're creating for the future?

00:25:48:10 - 00:26:14:15

Russell Harrison

I think it's the possibilities it's going to bring. It's the speed at which it will help, bring insights. I'm going to call it, rather than information to the fore for clinicians to treat our patients in different, better, faster ways. The stats about how quickly the evidence base is shifting is so quick.

00:26:14:15 - 00:26:31:14

Russell Harrison

You can probably leave university now, and it's out of date or leave med school and it'll be out of date. So, it's how we can enable our clinicians to give our patients the best care they can in that interaction, or over a series of interactions. And I think, you know, part of that is about how we do that better than we are at the moment.

00:26:31:16 - 00:26:47:22

Russell Harrison

I'm going to stay very grounded because we still use faxes in Australia to send information around. So, we digitize stuff, print it off, fax it, re digitize it. You know, we can't share things by email yet because it's illegal. So, I was kind of envious of what Nicola was saying about, you know, sharing stuff. So, it's nuts.

00:26:47:22 - 00:27:06:02

Russell Harrison

But that keeps us pretty grounded around where we can get the technology to get us to. So, it's going to be very pervasive, and it's going to be really kind of challenging.

00:27:06:04 - 00:27:25:11

Russell Harrison

But the challenge for me is our clinicians need to keep that critical thinking. They can't just rely on the tech. And I think we run the risk of making it too easy that they just become taskmasters, and they don't apply the judgment that will need them to continue to keep applying. And I think that's some of the challenge I see with the tech.

00:27:25:11 - 00:27:45:19

Russell Harrison

It's almost getting too good that if we're not careful, generations coming through, clinicians will get to the point where they're not thinking, they're not applying that critical judgment. They just believe the tech. Now, probably 99% of the time, it's right. But we really want our clinicians, as Kathy said, at the top of scope, doing what they've been trained to do, supported by tech.

00:27:45:21 - 00:28:05:16

Russell Harrison

And that's, I think, where we need just to be careful. But yeah, what we've seen this week is pretty impressive. I'm sure it will continue to accelerate. The pace of change now is huge. You know it's just continued to accelerate. So that's the exciting bit. And I think it's how do we keep pace with an industry that is often conservative and slow to adopt? We've got to change that very quickly.

00:28:05:18 - 00:28:24:03

AJ Adel

Yeah. A question for everybody and we'll start with you, Nicola. When we all retire and hopefully, we retire in the top of our game - we're going to look back and say we changed healthcare for generations to come.

00:28:24:03 - 00:28:44:10

AJ Adel

I think you hit on that a little bit, Russell. What's our role as a society here, as a healthcare society from your perspective? And we'll go down, down the list. What's the role that everybody in this room plays in creating the next generation of healthcare for our children and our children's children.

00:28:44:10 - 00:29:11:22

Unknown

Nicola Cottington

I believe you can't be a leader in healthcare now without being a digital leader. But part of what we need to do are those leadership lessons that we all know, which is about genuinely listening to our clinical staff, our non-clinical staff and our patients about what are the problems that they have that we have a responsibility to, to try and solve for them.

00:29:12:00 - 00:29:38:02

Nicola Cottington

So, understanding how work really happens, not how we think it happens, that just because we've rolled out some tech, that everyone's using it and they're using it optimally. So really understand what's happening on the ground and then from that, creating a vision, a compelling vision and communicating that about how things could be. And from what I've heard the last couple of days, that is a really exciting vision.

00:29:38:07 - 00:30:03:21

Nicola Cottington

And the patient is at the center and it's patient powered and that's what people want, and that's what gets people fired up.

AJ Adel

Beautiful. Kathy?

Kathy Sienko

So, I'm going to use a very sophisticated leadership term. I'm totally stoked about AGI. And I am so excited about AI agents, particularly for clinicians. I think it helps keep us on our why?

00:30:03:21 - 00:30:30:01

Kathy Sienko

Why are we all in healthcare? We are there to add value. We're there to solve and to deal with the issues that really matter to people. And I know that health is absolutely wealth. It's the tide that floats all boats. And if our goal is to have healthy communities, healthy societies, healthy individuals, then we really ought to do everything that keeps us focused on that space.

00:30:30:03 - 00:31:06:22

Kathy Sienko

And that means leaning into curiosity about what is possible. I think technology offers us the opportunity to democratize leadership to where the best decisions are not always made by the people at the top. In fact, that they're probably rarely made by the people at the top, But they're made in a more diffused way across organizations where we can innovate really quickly and where we can involve patients in a really meaningful way and not involve them by inviting them in, but partner with them to deliver healthcare in a way that is very different, and to receive and define healthcare in a way that's really different.

00:31:07:00 - 00:31:30:18

Kathy Sienko

So, I have no plans of retiring right now. I'm 57. I'm planning to live to 115. That's my plan.

AJ Adel

Well, I think you touched on something that Nirav said, together, not separate. Absolutely, Nirav, Russel, final thoughts?

Nirav Bajaj

So, I'm going to take a slightly tangential view on this one.

AJ Adel

I knew it.

00:31:30:20 - 00:31:59:15

Nirav Bajaj

Maybe I am not invited next year. But I think that culture is what really drives outcomes. The way the organization behaves and performs is the way that, patients will actually feel and recover. So, something that Tom said yesterday was quite interesting is how patients believe that AI was more compassionate and empathetic to the patients versus the physician. Well, I think that that's where the problem is, is we’re people business.

00:31:59:15 - 00:32:24:23

Nirav Bajaj

We're not a patient business. So, we need to take care of our people who take care of the patients. And I think that that's where technology comes in and that's where AI comes in, is it builds in efficiency. And this is also probably a not-so-popular thing to say is about efficiency in healthcare. But efficiency and empathy are always in tension because empathy makes you inefficient, and efficiency makes you not empathetic.

00:32:25:01 - 00:32:49:01

Nirav Bajaj

But the reality is, if you can build in efficiency with technology at the back end to make your physicians, your nurses, and all of the staff who are at the hospital, at the clinics, actually spend more time and more care with the patients. I think that's what's going to drive, real outcomes.

AJ Adel

Beautiful. Russell?

Russell Harrison

Dangerous going last because I got to say something profound, which is a worry. I should have let Nirav go last.

00:32:49:01 - 00:33:12:22

Russell Harrison

But, I think, for me, the leadership thing that we need to do for the next generation is to promote better change management, to embrace the technology. And I think as a leader, I've got to encourage and keep promoting risk taking within whatever frameworks you have to comply. But actually, don't be afraid to push the envelope, to push the boundary, to take a risk calculated.

00:33:13:00 - 00:33:36:00

Russell Harrison

Probably better than just a wild one. But I think it's about keeping that ambition, as Nirav said, people are coming to care for people. They want to do that job. They've got a passion for that. That's what we're in healthcare for. It's about serving that patient. But if we lose the ability to take a risk, to do a challenge, to push the boundary we'll not improve care in the way that I think everybody wants to.

00:33:36:02 - 00:33:52:07

Russell Harrison

Tech will help that. But let's take some risks in and around the tech.

AJ Adel

I think what I got out of this is nobody's retiring in this seat, and we're all going to live to 150. I'll do 140. I'm good with that. I want to thank everybody here. I want to I want to wish you all safe travels back home.

00:33:52:07 - 00:34:23:22

AJ Adel

And for our audience, thank you for being with us. And thank you for trusting us and continuing to partner with us in creating the future of healthcare. Thank you everybody. Appreciate it.

Unknown

That's all for this episode of Perspectives on Health and Tech Podcast. Be sure to subscribe to catch all our future episodes. For more information from industry experts, visit oracle.com/health and oracle.com/life Hyphen Sciences, or follow Oracle Health and Oracle Life Sciences on social media.

00:34:24:00 - 00:34:35:19

Unknown

Thank you for listening and join us again for the next insightful episode of Perspectives on Health and Tech.

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