Why Large Healthcare Organizations are Going Google (Cloud Next '18)



welcome everybody as people are trickling in we'll get started welcome to why large health organizations are going Google very proud to have four of our customers on the CEO of sada systems and we have four customers here that we've been involved in in helping them with a journey to G suite and to the Google cloud and it's great to have this tremendous representation up on stage this is really a story about their journey so I'll just jump right in I'll have each of them introduce themselves so you get to know where they work what they do and then we'll get going after that it Scott sure hey everybody I'm Scott Alderman I'm the VP of IT operations and service management for SEO health we're based out of Denver Colorado Broomfield really kind of a metro area we have a total of 10 hospitals a couple of them are what we call micro hospitals 3 up Montana we've got four five six in the Colorado area are the Denver area and then we have one out what we call the western slope out and st. it's called st. Mary's Grand Junction Colorado about 17,000 associates even though it seems like it's growing all of a sudden because they're like we need more license so but we we are in the middle of our journey in fact we have just gone up recently with our early adopters and in about ten days were going up with about 9,000 associates and then we've got another couple weeks after that that will be going up with another 5,000 so rapidly moving that direction with our G suite implementation and things are going well thank you good morning my name is Elizabeth Cooper I'm director of communications and engagement for Leahy health we're a health care organization on the northeast part of Boston and just a year ago Friday we had our first of what ended up being six implementations with Google last year so this is a fitting anniversary for us to be here today to talk to you about our journey and I'm looking forward to questions too that are specific to yours good morning Tony and everybody else thanks for coming jason roberts i'm director of information services for barton healthcare we're a organization located in South Lake Tahoe California we have two hospitals one in California and one in Nevada and we've been on it for about two years now so I'm excited to share what our journey is and some of the challenges and so thanks for coming good morning I'm Jim LaPlante I'm the Senior Director for IT technology and biomedical services at Cambridge Health Alliance in Massachusetts the Alliance is made up of three hospitals and 15 health centers operating in the Somerville Cambridge and what's called the Boston Metro North Region we're a teaching hospital and we operate as a safety net we are also with the strong emphasis on behavioral health and that's great again I really appreciate you guys being here I think it was very indicative of the keynote Diane green herself said that you know health care was the first vertical that Google focused on in their journey to become vertically focused and now following that model they're entering other sort of vertical special specialities and how they go to market and the solutions that they package and what's really interesting for me being you know a student of the cloud and being in the business for so long with Google literally since 2006 is healthcare has all of a sudden in the last three years become has gone from maybe the most cloud unfriendly cloud fearing vertical to really the one that's adopting cloud maybe faster than any other industry that were involved in and you know I I'm really curious from your standpoint and I'm sure many of the people in the audience are just as curious I really want to start with that first decision to evaluate Google evaluate cloud how did that even come about as sort of a possibility and since Jason's holding the mic I'll let you go first sure thank you just like Tony said we were in a healthcare organization that probably you could measure in terms of we were just really slow to adopt technology what we found was that we were moving a little bit faster in our electronic medical record but we didn't have any type of strategy for mobility we didn't have a strategy for cloud we're on an old on-prem mail system how we accessed everything was clunky and difficult and limited and so as we started to develop some strategies the CEO said you know I know there's a couple players out there and he said I want to partner with somebody that fosters ingenuity that's willing to be a partner with us and willing to kind of hold our hands as we go down this journey and so we developed a relationship with sada and we develop a relationship with some of the Google representatives and what we found was that they really seemed to care about us in terms of healthcare and they weren't there just to try to sell us something they wanted to engineer something that was specific and helpful to us and so it was a fairly long journey you know the decision didn't come lightly we evaluated the cost but the CEO and the Board of Directors finally made a decision probably was about six months in terms of weighing the different options and went with Jim what caused Cambridge Health two to evaluate Google in the first place or to consider cloud as an option yeah so we were primarily looking for cost savings and along the way we were in the middle of renegotiating a contract three-year contract for our existing email and office suite software and while we were doing that we had the revelation that we could actually purchase G suite for five and a half thousand users for less cost and it was to deliver our current solution up on-premise email I think obviously healthcare is experiencing a lot of transformation there's actually a lot of pressure around cost savings and certainly not you know at least not waste and and I think that what we're seeing in TCO analysis we deal with a lot of our healthcare prospects and customers along the journey is that the economic benefits are clear and it's certainly a starting point to have a broader conversation but it certainly gets the conversation on the table so for Elizabeth and Scott you know you come from you know these very large organizations where decisions are difficult to be made and sort of culturally there's a in healthcare maybe and other more than others there's a consensus oriented culture around decision making and I think for a lot of the members of the audience I think there may be you know massive Google fans in the audience and they love the platform they you guys may already believe it's the platform to be on but there may already also be a belief that this is a this is something that's hard to get done as far as like how do we get people aligned in our organization how do we get the board to agree how do we get line of business owners CFO CMO and so on other um decision-makers on board and it seems like a daunting journey it seems like the larger the organization the difficult it is to get a decision made around a massive change and it's not as big as medical records from sort of maybe a cost or project or scale standpoint but it is the one tool used by a hundred percent of the organization it's the number one used application for a hundred cent of the employees so I think for the benefit the audience I love to hear from Elizabeth and then Scott like once you decide to evaluate it like how did you get over the line with regards to actually signing and designing deciding you're gonna do this well clearly Google colors work with my wardrobe so that was a deciding factor okay and then we went from there no we had actually I've been with Lahey now for years and my project day one was to work on communications change management for an email platform we have 15,000 users on four different platforms one of which was aging and really not supported so there are a lot of challenges in there and we had fits and starts to get those organizations on one platform and we just couldn't move it forward some of it was a cost issue some of it was just getting all of the folks all the decision makers in a room to agree and one of our advantages is that our CIO at the time he was a Google fan he had implemented Google in an academic healthcare environment previously so he had experience to be brought to bear but what was interesting is that when he went to the board when he went to the CEO of our organization these folks know Google right they know Google through their kids through their grandkids this isn't a so much a leading-edge in a scary way especially for healthcare but it was familiar leading-edge so it made it a little bit of an easier sell for us from our perspective and it's that generational piece is one not to be underestimated as you're going through your own evaluation of what you want to do with your assistance awesome you know quite simply I shouldn't say quite simply but our journey was about 18 months of assessment and discussion with leaders evaluations we did our own internal review of things that were going on but but the biggest thing that we really took advantage of and leveraged which I really applaud our leadership recently that they have said look we've got to be more innovative we've got to be transformative we've got to look for ways of doing more with less and better quality and you know a lot of times we've heard that in our past right do more with less do more with less but then when you add on and improve your quality all of a sudden the game changes a little bit and so we started looking at some things about what we currently were doing and within our organization we had a couple things going on application rationalization huge right we started that initiative and started looking at why don't we have 1,200 applications that actually you know probably over 80% of them we're not even really sure who the business owner is and what they're doing I know it's a little telling but I mean I don't know if you guys are witnessing the same thing but we started going through that process and we started looking at how can we start leveraging investments that we have in different technologies to start you know bettering that so that was one of the things we started looking at because what was coming ahead for us was now a decision about where we were gonna go with our new office productivity email sort of systems right and so we started taking a little deeper look at what are our options and alternatives how can we and and this is coming from another sort of session that I went through but it was one that talked about if you're trying to basically remove the complexity in IT you're gonna fail right and but to simplify it and manage it as much as you can as something that we should all as IT leaders be moving towards right and and try to remove a lot of what our frustration within our organization was which is I'm spending more time on trying to be an IT person I am time to take care of patients you know and that's a it's hard you know right I mean you're sitting there going on that I T litter and I need to figure out a way that these guys can be more ubiquitous they can get to the things they need to and when you talk about the generational gap that's one our organization happens to be close to 40% Millennials which is a big deal but on top of that really our providers or physicians we're really saying the same thing they're like we just need to be able to get to our tools and if it is just mean our email or if it means access to things that's in Drive or you know things that make it so that no matter what if I'm using a phone if I'm using a computer a laptop anytime anywhere BYOD it shouldn't matter to us we should be able to get to those things and be able to get to taking care of our patients and so we started tying these things together and we took that back to executive leadership when we said look first of all and foremost yes there's a stewardship level to this right certainly a cost thing which really gets the attention a lot of times of our executive leaders and that was compelling enough but then we started saying it can't just be for that right because your associates are gonna turn on say really you're gonna disrupt my entire world just for some savings the answer is yeah it should be right especially if you're in health care Washington's I especially but in health care and then secondly is that we started then tying those other strategies together to be more innovative to be transformative to now start leveraging those things so that we can reduce the cost and overhead which you know IT gets tagged a lot with that right you're the largest cost of our organization figure out how you're gonna do this with less cost so we started combining all those things together and then at the end of the day and just a you know to kind of explain to you that we did have it one of the big four come in and help us with some of their assessment we we teamed up more with Sado we teamed up more with Google and we got the facts and we brought it back in it really at that point executive leadership says this is what we're doing so I think great points around you know we haven't seen in an occasion where we've done analysis and then implemented Google and there wasn't a definitive hard cost savings and not even counting sort of the productivity cost savings so I think that's a great way to broach the conversation with the CF certainly the other thing that you guys both mentioned which I found interesting and it's something that we get reminded of a lot and tracing back to our our Google journey in the ecosystem is really the higher education systems that were first doing this back in 2006 and 2007 I remember our first project was Northwestern University and it was Kent State than the UTA and a bunch of others and then it was like Chicago Public Schools and I went down to you know K through 12 systems were going Google a decade ago lo and behold you fast forward ten or twelve years you have 80% of higher education on Google something like 70% of K through 12 I think chrome is definitively the the market share leader and devices and education so you have entire generations of the workforce entering you know the corporate world in which they've never really touched anything else except Google tools and maybe on a Chromebook so with a lot of the large enterprise and in this modality of hiring and recruiting top talent with their engineering talent or any other discipline we're seeing our customers sort of articulate that being on Google as an organization is actually recruitment competitive advantage as well so let's talk to Jason about you know the migration process itself so decisions been made you guys are on that journey what does that look like because again it's sort of an onset a scary proposition you're about to rip and replace the number one application that everybody's been using every day the most for 10 years 20 years whatever it is tell us about the migration journey sure first I got to tell you a little bit what the environment was like so when we were exploring this one of I think Scott talked about some of the adoption and what we were a little bit worried about was the providers what were they were they going to accept it were they going to be ok with it and so I went to the met exact meeting and I briefed it and generally speaking the providers don't like IT because we just get in their way and they want to see patients and not be hassled and so when I briefed it I literally got a standing applause and that was because they were so frustrated with some of the infrastructure we'd had you know we didn't have that mobility we didn't have the access that they wanted like Scott said they just wanted to have information at their fingertips and so you know with that type of environment actually you know it made it a little bit easier as we transitioned and so I'd say that where there was there's two kind of aspects to the transition and one was a technical and the other was the cultural change and so from a technical standpoint we partnered with sada and they kind of held our hand through the migration and it wasn't wasn't all roses it was certainly some challenges in terms of you know as we migrated all of our mail and file systems across we had some challenges particularly in areas people made and had some strange names where they put characters and stuff in there in their folder names and those were a little bit challenging and then some of the validation people just didn't trust there are 40,000 emails that come across and you know didn't believe that the one from seven years ago was actually in there and so it was a little bit of technical but really I'd say you know from an organizational standpoint and from an IT standpoint very minimal well we really challenged with was the education and cultural change and so we had a lot of folks that you know the only thing that they'd ever been on was a Microsoft platform and so even getting people to come to an education class was difficult we we had the buy-in from the highest levels even then it was challenging to get people to come and learn about Google before we implemented and a lot of that I think is partially do with healthcare where you know our providers are saying well I have to see a patient and you know this this Google thing it can't be that difficult you know you know my kid does it at home or whatever and so I think really our biggest challenge is we went through migrated through that was the education piece we we offered it I don't know how many times a day seven eight times a day over multiple weeks we had proof of concepts we had as many people as we could involved and even still I think we fell short in terms of providing enough education so that when we actually did the migration there were still some challenges mostly the questions were where is this and how do I find that email and that kind of stuff but you know as I look back it was wasn't that difficult I usually look at some of our other migrations on systems I think we were fortunate that we had an organization like Stata that was experienced in this and kind of held her hand and and knew what to expect as those challenges came forward Jim I know it's been a while but tell me about your your journey so our biggest challenge really was resources so we were significantly constrained on a limited budget and we also had a very strict timeline so we're trying to save money on our email on premise email by eliminating the existing contracts and they were all on a particular schedule for renewal so we were trying to figure out a technical solution to be able to eliminate those products in the the order they were coming up so to give you an idea what we did so April 2016 we sign with Google by June we are already running all of our email through Google that's a little unusual for the way people implement but we had all our email running through by June in October we've got over five and a half thousand people over a long weekend and everyone's on Gmail calendaring and has the full access to the G suite so it's a little different than some people do it but that's the way we did it and by December 31st we are shutting down our DLP solution so this is some of the things when you think about on-premise email we had in our climbing solution you have the cost of your email and licensing etc but you also have your antivirus on there you've got a DLP solution on the back end and we had spam filtering we had contracts tied to all of those products and we were trying to shut them down and not have to renew any of those products nor were we trying to let on to any of our vendors that we were about to do this so it was a little bit challenging with the communication other than that I had the similar experience technically not not that much challenge I think that was the easiest part of it was a technical piece in the hospital environment I think our biggest challenge is just time for all the personnel its email and these tools are really not the priority of the staff they really are all centered around patient care and that's where their focus is so it is very very challenging to get people to go to classes and get the education they need to know what's going to happen when you cut it over or a course of a weekend and when you've got five and a half thousand people it's a big task to do I'm gonna come back to you about some of those other benefits you're experiencing with viruses and stuff in a minute but people are often surprised as we put together these statements of work and we do all this assessment about what the implementation looks like when they see 50 or 60 percent of the effort geared towards adoption change management in training you know I think their bias in the beginning is like this is a highly technical project and that's sort of all the work but over the years you know we started off where an education there's you know we didn't do much adoption at all I mean these are students and kids and I'll just pick it up and it's a different working environment but as the enterprise has started to embrace this the this this journey you know over the we've evolved to being as much about the soft aspects as it is about the technical aspects because that is really the moment where we celebrate success is when we see those adoption numbers and we see it being a lit up across the workloads and we see people happy and that they can find their email that's really what we measure the success the technical challenges are pretty straightforward at this point certainly yeah so I'll just add one for us our CEO on the go-live his comment was a he compared it to y2k and he said quote it was a non-event so I consider that the highest compliment that things weren't pretty smoothly for us it's not perfect everybody knows there's always people who don't like change and don't adjust well but overall the the really well and I think we did the same strategy we've talked before word everybody did about the same thing you concentrate on cutting over your email and calendaring people understand those apps and then later on they begin to learn the G suite Elizabeth you guys did 17,000 users in a relatively short amount of time as well can you tell us about I think people are surprised as well that this is not a multi-year project even for an organization of your size cuz email used to be an on-premise world we hear our organizations taking two and a half years to migrate email now it's really a different paradigm can you talk about your experience yeah last year it was we signed with Google in May it was a week before wanna cry if anybody is familiar with wanna cry and our team was just coming out of being 24/7 recovering from protecting against wanna cry to go right into the implementation in the training with sada with regardless to Gmail and we were completely implemented within 91 days with 16,000 ninety-one people and that was six different and we call them like Big Bang they were little big banks but we opened up the whole suite so we did do we did focus on email calendar and contacts but we allowed access to all the collaboration tools except for sites we did end up shutting down access to sites because we didn't feel like we had time to really provide good governance around sites and that could have proliferated like crazy so we only just recently are starting to open up access to sites and we also allowed access to the extensions well which was a robust discussion with our security folks and we have since dialed that back since also but the thought process at the outset was we wanted to see what people would adopt for extensions and they were some of the typical ones grammarly etc boomerang I think was out there as one of the top two or three so we've since dialed that back a bit in the year in the year hands but it was a whirlwind for sure and we we really partnered so closely with sada technically in from a change management perspective and in thinking about today I want to kind of like in that partnership to like a new mom who was going in or new mom and dad who are going in to have their first kid right you go into the hospital you're all excited for the baby you're like oh yeah great you got the birthing plan you everything is going just great and then you know some things might start to feel a little bit different and feel like oh no I'm not sure about this and you rely on your your doctor right to get you through that and you also have to rely on your intuition because you know your organization so we relied on sada they've been there done this we knew that they could help us with the technical and they knew we knew they could help us of the change management but there were some nuances that we you know we went a little bit off the playbook and one of those was doing six different implementations we had many many many discussions about just doing all 16,000 at once that was the best practice but we knew our organization and we knew our IT organization which is about 400 people couldn't support that kind of change and that kind of implementation and as high a quality way if we we would have been better suited if we did it the way that we did and we had a lot of robust discussion about that the other part was changed management right so the PlayBook called for putting a call out for super users people who are passionate about Gmail and Jesus we and having them come in and be ambassadors with a change and we were headed down a path to do that and then our CIO and our VP looked at the Leahy organization and said you know what there are too many competing priorities out there right now we are not going to get the support that we need to do this and do this well so we're going to just rely on our IT people which was a great conversation to have because our IT people were also getting ready to implement epic in Winchester one of our hospitals and they are also getting ready to do a PeopleSoft upgrade so our IT organizations that's not a lot going on yeah well there and there and there's that little thing too right so they had a lot so it was there were a lot of challenges and from a change management perspective you really do need to think about the people from a capacity perspective right and find ways to get them enthused and excited but also acknowledge the elephant in the room if you will that yes there are other priorities for us this was this leap frogged and became the priority and our people rose to the challenge I have three of them on the front row right now and this is you know part recognition for them to be here because they were phenomenal and the last thing I would say is and they would be able to speak to this much better than me but I think for one of us for one of us for us one of the biggest challenges was mobility and and that whole MDM piece and I think we're still trying to figure out the sweet spot with with the MDM but from the providers perspective those were the calls we were getting you know in the hours and minutes before we flip the switch yeah I think kudos to you guys doesn't matter how good your partner is if you guys don't have the cultural orientation if you're not rallying the IT organization to an adoption and communications groups to really be an integral part of the journey it doesn't matter what job we do it takes a lot to get it right be nice be nice guy and the one other thing that we did that was kind of cool and again this was the team's recommendation was we set up Google benches which were akin to genius bars at each location in in multiple areas at each location so the not only did we have on-demand online training and classroom and online but we also were physically located and that was also staffed by our folks who are much more comfortable behind the screens than in front of the people but they went out and they did it and it was a great growth opportunity for them and they really liked it so Scott you're actually midway through this journey that'll is Elizabeth just described so tell us about what's going on next week and kind of what your a project has been like so far so it's it's really been about all of what you've been saying it's interesting because one of the things that was very helpful for us is that it did start off with well this is an IT thing on whatever but we actually had a couple of our executive leaders said no this is not the way it's going to be it's going to be an organizational decision and it's going to be an organizational effort our CEO stepped up and said I will be the executive sponsor on this and I'm gonna deliver messages and he did and it just really started getting people fired up and in a good way to I mean they were like okay hey executive leadership is behind this then I'm okay with being behind it as well and they started becoming very innovative and creative and the next thing was a couple leaders stepped up we actually had an organizational readiness change leader she's just fantastic and she goes one of the things we need to do is build something called change leaders group and that change leaders group is going to have representation from every discipline within the organization nursing physicians executive leadership it's going to have leaders from all different departments etc and not that they really are ones that make decisions in other words approval or disapproval but what it allows us to do is run thing through them and say we want to make sure that this is you know we're thinking and sadhas' you know we're taking their motto that's fine because we we actually called it this is delay he sought a model and now they're all going well now it's the SDL health model so you know however it's evolved with you guys patent trademark way copyright you for that first of all cuz we got the sidestep a lot of minds which is awesome and then you guys will be able to do the same but we've been able to take that and apply it through this change leaders group that then rolls up into another Grove earning level which is our executive steering and what that has done is really created a synergy if you will and I that but it ties back to you and even marketing was that hey create us a theme we call it the culture of collaboration so it's not really again about the money it's really about moving us in that innovative transformative way that we have to act and behave there's a lot that's coming in behind this that says and we're going to use these opportunities also to shore up our policies to shore up how we want organization to now take this advantage for instance you know retention on emails you know I mean I don't know how many of your organizations are out there everybody's got email everywhere and it's just you know that's a risk right know that but it's costly not even related sure so legal stepped up and said we're gonna use this time to do it so anyway as I'm going through all this there's been a lot that's been developing around more of the organizational change and how we want to behave and how to use this to leverage that and catapult off of it if you will to again aligning with that transformative organization that we want to be and innovative the the you know really the technical startup they haven't really come up with much resistance around that I mean there's little things here and there yes I mentioned that yes this is really an opportunity to sort of rebrand IT certainly in the eyes of line of business redefine a role embark on a cultural transformation but also sort of from a policy and features and function standpoint I can't tell you how many times were you know we're talking about the journey and all the aspects of the platform and customers are like we really need to be able to do XY and Z and we're like okay I think we can help you with that like how are you doing that now they're like no no we don't do that now but we really want to now that we can okay so you don't have a new policy you haven't been doing it but now you want to it's it's it's a great opportunity to do that yeah and I think my message is I don't mean to ramble on but messages is really that what we've been working on is that it's really about how we want to use this for our organizational change and really aligning to what I started off with which is that direction from our overall strategic pillars if you will which is being innovative it's about change it's about how are we gonna act differently and so that has led us up to what I feel like you know are 1,500 early adopters same thing with you guys we were I'm like holding my breath like 1,500 people going up oh my gosh it was it was anti-climatic if you will I mean it just sort of okay and everybody's ever like 9,000 next week so we'll see yeah exactly well that's just did it then but but I know that if we can get through that one you know at least you know you're not dealing with that and the repercussions of that and then going into the 9,000 but you are right now our biggest feedback on all this and what we had to adjust you so when you said ask me what are we getting prepared for I went out and did a road show so I've been kind of the front guy going out and talking to the leaders early adopters gaining feedback you know trying to update our resource site so that when we have frequently asked questions about how to prepare for this how do I get my MDM to work how do i bubble blah you know there's a lot of questions as I was going out the biggest feedback was can we go faster cuz we we too had it spread out over six we had core IT early adopters and we had for global Glo lives we've now come back and we said you know I I'm not gonna be the decision maker on that I ran it through that governance I just talked about and I said you know what our biggest issue right now is really the coexistence really just being on two platforms across the whole organization let's do it let's shorten us up so we we shaved two months off of it and we said okay we've listened to the the folks giving us the feedback this is the organization making a decision and so we've had to quickly work so we drove we've driven Larina and Nina and Veronica absolutely nuts but but they have done a great job – are you yeah I'm sorry that's the sada team and I tell you those guys continue to get just kudos after kudos after kudos about how mature they are how well organized they are and they've been phenomenal so I appreciate that so for Jason and and and and Jim necks I mean you guys have been on the you know for a long period of time I think what the audience probably wants to hear about is what have been the benefits that were promised how do we deliver against that as as a platform but also some of the unexpected surprises frankly like what aspects of the platform are using because there's so much with G suite and then what are some of the ancillary benefits that you experienced sure so the primary benefit then what we were really focused on was mobility and you know it's interesting as you look at some of the statistics and the adoption of the mobility across the organization it really was just a parabolic curve from the very beginning we had mobile devices we never knew we had so many mobile devices out there that that people were going to adopt and that was that was one that we had expected and and has been absolutely great there was a few that we we weren't quite as prepared as Jim and I don't think we we were as educated as you were because you know some of the benefits that we got we didn't realize was we could cut out our MDM contract we could cut out some of our DLP we could cut out a lot of these other contracts that we weren't we were really focused on email in the beginning and that was certainly a big benefit the other one has been the the collaboration was with the video conferencing and so in the past we'd had probably four or five different types of platforms and you know from a technical support standpoint that was difficult from an end-user standpoint that was difficult and so we've been able to adopt one video teleconferencing system across and you just get it with the platform yeah right and there was no additional cost I was the biggest thing for us was we just kept cutting costs kept cutting costs and so that was really a great benefit so for us we started out looking for cost savings and we found collaboration and I don't know if you if you haven't used the G suite don't have experience with it that's the biggest thing is there when somebody realizes that attachments actually cost you time and how inefficient that is and once you finally do that that idea where you share it out a sheet and ask somebody to edit it and ask 10 people to edit it and they all commit it at the same time and then you don't have to merge all those edits and by the time you're halfway through merging you've got three other versions of it coming in from people so you've all sort of it's sort of viral in that way right yeah and the people who when they discover that and see that the light bulb just goes on and so for us I really think the collaboration aspects of the G sweet or what surprised me and I know when we made our decision to go to Google we got a lot of pushback from our previous vendor was not pleased with us and one of the things that we had a conversation and I said to him arguably you could look at any of the individual tools and make the case that their their individual tool was better but you could easily make a very strong and compelling argument that the collaboration aspects of G suite far outweigh and make the the suite a much stronger tool than the individual other tools that that we had been using so I think that that was one of the things the other the other experience we shared with Jason is the meat so one aspect of that is we are a diverse location so you've got three hospitals and 15 health centers all around the area makes it a real challenge for people to meet I know everybody shares that in their organisations that it's on the panel so that is real problem we have seen an increase with people being able to make it to meetings and have more collaboration as a result in terms of your communication because there's lots of times it was just a physical challenge you couldn't get there in time to make the meeting so you miss it or couldn't participate in now you can buy me the last thing I would add is just how much value Google can has continued to deliver since we went live so to give you an idea when we went live we had hangouts not meet it was non HIPAA compliant no dialing numbers back then that's right and now you do and now it is so it's gone from only 15 users to than 25 and then it was increased to 50 and it's also high definition and high fidelity audio so and then I would just go across the board the AI right it's being added to every single tool in the suite and another one was Drive so that was a big problem for the idea of having shared documents and shared space and folders that survived individuals coming and going from an organization so the team drive is a really important concept for an organization and that was added on you know when after we purchased so cool just continues to deliver value we could talk about this topic for a long time it's a passion of mine and certainly of the panel just in my experience with healthcare we you guys seem to have somehow the most collaborative culture across different healthcare organizations different leaders I know you guys talk you know on a regular basis I want to encourage people in the audience to really use that resource of other organizations who have made this journey first they'll be happy to talk to you in greater depth and what we've been able to cover on the panel and I really love that about the healthcare industry about how collaborative the leadership is so definitely use that to your advantage in this conversation as well finally I want to thank the panelists again thank you so much for your words of wisdom for your partnership for your encouragement and I know your journey on the Google cloud is just starting just stretching the surface and looking forward to help you can guys do a lot more in the years to come and thank you for being here

1 Comment

  1. Fantastic discussion! Thank you for sharing. As an IT consultant in the senior living and long-term healthcare industry, I’ve been genuinely enlightened to the possibilities that Google might be able to offer. I am curious though – what considerations have organizations wrestled with in terms of allowing Google to harvest enterprise information from enterprise customers who have mail, calendar, GSuite, Google Drive, etc… hosted in the Google cloud?

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