Davin Marceau (00:01): We let great be the enemy of good. We had something that we could throw out to our customers and be able to implement it rather quickly. But instead of doing that, we tried to Polish it. We tried to turn that lifeboat into a bit of a yacht. And then when we finally got it ready to go to market, we were two or three weeks too late.
Intro (00:20): Welcome to access points, the podcast, where we discuss the tools, habits, and ideas that can help you achieve and maintain the leadership mindset. So you can reach peak performance. Are you ready for your all access pass? Do some of the top minds on the topic of leadership let's get started.
Davin Marceau (00:41): All right, good afternoon. And welcome back to access points podcast. My name is Davin Marceau, the chief operating officer with Access e-forms and I'm here today, remotely with our chief information officer, Mr. Scott Fuller. How are you doing buddy?
Scott Fuller (00:52): Hi, it's great to be here virtually with you.
Davin Marceau (00:54): Yeah, absolutely. How was it down in a sunny far, South Texas,
Scott Fuller (00:58): Probably today about nearly as warm as it is where you're at in Texas. I think Texas really kind of across the board today is a nice warm place.
Davin Marceau (01:06): Yeah, it's been brutal. I'll tell you what man, you know, we've, we've gotten a little bit lucky with some of this the more mild spring and into early summer so far, and that bad boy hit with a vengeance about this time last week.
Scott Fuller (01:16): Yeah. With all the rains across Texas too. I think the humidity's pretty much spiking at about 120%.
Davin Marceau (01:21): Yeah. And I think it's, it's going to be interesting to see, because with the progression of 2020, I'm expecting some level of locust in body armor, wielding flame throwers to come next after the murder Hornets,
Scott Fuller (01:35): Let's try it. I, I want to say last week, sometime in the news, there was some tomb or something in Egypt that hadn't been opened in 300 and some years and they opened it and I just kept thinking this isn't the year to open that. That's just not the time.
Davin Marceau (01:49): Yeah. I heard that and I wanted to catch a flight and go jumped into it just so I didn't have to be on the, on the tail end of what's coming, man. You know, it's going to be an interesting year when they just skip the murder Hornets.
Scott Fuller (01:58): That's right. That's right. That was just a flash in the pan. I was already practicing my skeet shooting and I was ready.
Davin Marceau (02:06): Yeah. That's a, that's an interesting concept for sure. I may have to take the choke out of my shot to be ready for that too. But uh, you know, man, what an interesting year it's been, it's just progressed so quickly with so many variables that have come at us and on the tail end of this COVID-19 as our industry went through this rapid rapid contraction of revenue via elective surgeries, you know, for our listeners that maybe this is the first time, listen to the podcast we exist within the healthcare it world. And you know, what drives organizations, isn't the Medicaid, Medicare reimbursements that come with meaningful use. It comes from elective surgery, right? Scott, correct me if I'm wrong. But those two it's going to be cardiac and orthopods are the two biggest elective surgery, revenue generators for hospitals, right?
Scott Fuller (02:53): Yeah. Generally, uh, cardiovascular surgery for most hospitals leads away and a very close second is orthopedic. Those are the big, the big moneymakers,
Davin Marceau (03:03): Right? And so they had projected their budgets and they had their workforce. And then they were expecting X amount of revenue to come flowing through the door in a, in a pretty linear fashion throughout the year. And all of a sudden, bam here, the beginning of March hits and elective surgeries are canceled by the government. And now they went from what 90% of the revenues generated from elective surgeries. And now 0% of that revenue is coming in. Is that a fair assessment?
Scott Fuller (03:28): I think that's yeah, that is maybe even generous. And then some accounts at some facilities, it's definitely been a rough year and the hospitals have filled that blank a little bit with regrouping their accounts receivables. It's given them a chance since they're not cranking out as many bills, they're going back to their existing bills and their zero balance accounts and really trying to rework those as much as they can just to kind of squeeze that orange as much as they can. And we're getting to a point now where those efforts have been exhausted and they're really starting to feel the tightness of it all and the tightening of the belt.
Davin Marceau (04:08): Certainly you can only squeeze so much blood from a rock right before eventually you were putting yourself in a position where organizationally and strategically, you have to pivot in order to be able to remain solvent for the remainder of the year. And that's a little bit about what this podcast is about is the development and implementation of a strategic plan, especially given the current operating environment post COVID 19. And we're going to use it as a pretty specific story and talk about it. And for our listeners here in Texas, you know, pretty much everybody knows a Baylor Scott and white, they're a massive IDN. I can't off the top of my head. I can't recall how many people that they employ, but they are a massive healthcare facility within Texas. And it was announced a couple of weeks ago that they were laying off 1200 of their employees in order to be able to trim the overhead, to alter their plan, to be able to again, remain viable throughout the course of 2020. And there's so much to that Scott, because of how I think that that's going to affect their Medicaid, Medicare reimbursements, because you know, what is their readmittance rate going to look like in the face of them cutting clinicians? Is that a good idea? And then is, is us as a downstream vendor. How do we then pivot strategically to be able to meet the demands of that healthcare facility in order to still be able to get in and still be able to sell and still be able to remain viable for us downstream?
Scott Fuller (05:29): No, absolutely. I think whenever a company is forced to make those kinds of adjustments, like letting go of 1200 people, 99% of the companies out there and take that a very cautious approach and really think it through and really examine what areas need to be trimmed from. But the reality is, is healthcare has been a little tight in the last decade or so, so there's not a lot of fat to trim. And so you're going to take out a little viable tissue when you're cutting, you're cutting out 1200 people. And so you're going to kind of have to pick and choose what areas essentially you're weakening for lack of a better term. You're going to take some of the safeguards out. You're going to take some of the redundancies out that you may have there via PayPal and kind of hope for the best. And so I think, you know, kind of getting to the theme of this podcast, strategic planning, when you're partnering with an organization like that, such as we do, and within the industry, we have to kind of try to stay in step with them and try to understand where is it that they decided to weaken themselves and how is it that we can help reinforce those areas?
Scott Fuller (06:44): Uh, there's definitely been a big move towards telehealth and I think telehealth is going to be around for awhile. It, it started many years ago obviously. And it just sort of seemed like this. Well, it was kind of a really neat thing, particularly like in a rural setting, you know, where somebody would have to drive 40 miles just to get diagnosed with a strep throat. And it seemed like a really good solution, but now in view of what happened with COVID well now it makes a lot of sense. We don't have to have a ton of patients sitting around in a room breathing the same year, infecting each other. Also one of the pleasant surprises, all this is doctors have now been able to compress a lot of visits in a very short period of time because you can move from a video call to a video call, much quicker than you can a, you know, visit a visiting room to a room as well as all the other issues in terms of you're trying to decontaminate true before the next patient goes in and everything.
Scott Fuller (07:40): So it's been a really big push to explore that technology. And I think as partners, you have to look at these trends such as telehealth, and these other areas for hospitals may be weakening themselves by cutting very deep. And how can we, what do we need to do? How do we need to evolve with them? And it's not to me so much action and reaction, it's really trying to align what they're doing longterm to, how we're aligning ourselves longterm. You want to run kind of parallel with that. And certainly some of the things you do will be reactionary, but really in terms of strategic planning, you should always have your pulse on what your business partners are doing and make sure your plans and part of the evaluation process of your own strategic plans, make sure that the zipper together very well and very tightly, their cog to cog. Yeah, absolutely. And for context and other important pieces, again, what are they doing with their funds, with the funds that they had allocated for 2020? And then how are they going to use that going forward? Because one of the really interesting trends that we saw as a result of COVID-19 was reallocation of capital
Davin Marceau (08:56): Dollars or operational dollars to make these large scale purchases of ventilators, of PPE of beds, the operational side of setting up these makeshift EDRs and they never got the revenue associated with it because COVID-19 just never didn't materialize like the modeling had projected it to. So now you've got a much more trimmed down capital and or operational budget for the remainder of the year. So how do you as a vendor alter or change your strategic plan to be able to still get in, offer them value and hopefully be able to make that sale,
Scott Fuller (09:30): Right. It it's it's again, I think it just comes down to just really looking at the details of where, you know, where they're headed, where they're cutting, how can you help to kind of compliment, you know, those actions. And it's just really kind of being in tune with your partners.
Davin Marceau (09:47): Right? And let's talk a little bit about what we did here at access, because I think it's an interesting case study in how we were able to read the market, you know, and we used Baylor Scott White. We used some of our other clients as well as his reference points for what was happening in the marketplace. A lot of them went through layoffs. They were trimming overhead in order to be able to buffer against operational capital outlay, right. There was reallocation of capital dollars over towards purchasing PPE, setting up ERs and stuff like that. Like we discussed. So the dollars are less, but then it created this really unique ability for us to pivot a marketing, to, or to pivot our offering and to change our strategic plan and really aggressively go after in ever expanding marketplace in the telehealth environment. And that's, that's with our impression offering. And we talked a little bit about that today. And again, I'll remind our listeners, if you want to understand what impression is, even if you're not in the healthcare industry to see how we aggressively pursued it and are subsequently marketing towards potential customers, go check out our firstname.lastname@example.org. Cause it's a it's it's really pretty cool at Cody. Did a great job of setting that up.
Scott Fuller (10:53): No, it was a lot to be proud of. Absolutely. And it's kind of even personally rewarding when you see the whole industry struggling jumping into tele-health and they're trying to figure out how they can still get things recorded, get people pre-registered and registered quickly and start that whole revenue cycle piece. Because again, registration admissions, that's tip of the spear in revenue cycle and so many mistakes at that level, they end up just growing in magnitude and you pay the price in the back office when they try to collect the bill because of he didn't do the right thing at the very first time the patient walked through the door or in this case virtually logged in and filled out a form. So I think it was very personally rewarding to see us do that. But in addition to that, again, just chance to be a good partner to the customers, seeing what they were going through and then to be very quickly able to not necessarily generate new features, but rearrange things and create a very good turnkey solution.
Scott Fuller (12:03): And then use that to kind of build on and much like if you you're fishing with a very good friend and they fall in the water and they don't swim very well, you may throw them in your seat cushion. The first thing you can find that floats because they're going to appreciate that either later you may have to, you know, reach out a pole to them and pull them back into the boat and everything else. But it's that initial reaction of, Oh goodness, my partner just fell in the water here, save yourself. Here's something to help. And I think that was a lot to do with our, the very first thing that we tried to do with oppression was getting, getting that lifeboat in the water very quickly, that life preserver
Davin Marceau (12:41): Well, and that was a lesson that we learned Scott with the COVID prescreening form is we let great be the enemy of good in that situation for us, we had a life raft. We had something that we could throw out to our customers and be able to, and be able to implement it rather quickly. But instead of doing that, we took, we tried to Polish it. We tried to turn that lifeboat into a bit of a yacht. And then when we finally got it ready to go to market, we were two or three weeks too late.
Scott Fuller (13:09): Yeah, absolutely. And that lifeboat analogy just works so well with that. The first couple of meetings were being very all tactical. What can we do? What can we get out there? Let's just get something together that will help. And we kept stutter stepping when it was time to launch, Oh, well let's a pollster. The seats though, you know, we need to do that. Oh, well, let's, let's build some whores. They're going to need some oars. And so by the time we get it launched, a lot of people already swam halfway to the shore or they just on their own accord have grabbed onto a barrel, meaning that they figured out some less than glamorous way to do it within the organization and why they really appreciated what we were showing them. Essentially. It was a little too late because while they already grabbed the barrel and they're halfway to the shore and why do I want to get them in a fancy lifeboat that you provided at this point?
Davin Marceau (13:59): Yeah, absolutely. And that's a good lesson for our listeners, no matter who they are, no matter what industry that they, that they work in is in a post pandemic type situation. Right. And it doesn't have to be just COVID-19, but in the wake of a disaster that shakes the market in a way that we really hadn't, haven't seen, right. It's in some of those are small ripples and they happen multiple times a year. And sometimes there's these cataclysmic events like COVID-19, or like nine 11, or going back to the oil crisis where you have the ability to get an offering to market and your customers will give you so much, grace. It doesn't have to be perfect. They just need something to allow them to facilitate them, to drive towards some level of success within their organization. And they're out there looking around saying, what can we cling on to? And meanwhile, you're in the back trying to, again, upholster the seats, you're trying to make it perfect. You're going miss out on market share. And once they've grabbed hold of that barrel, they're not going to let it go. No matter how great your offering is, they've already learned to sort late, like to said, they've already learned to survive with that barrel. So don't let great to be the enemy of good. You can refine your offering once it gets to the market, but don't try to make it perfect before it gets there.
Scott Fuller (15:08): Yeah, definitely. The lesson learned, I think for us in that we got a little hung up on being perfectionists and we'd immediately get something to a level and everybody in the room would go, wow, it could be even this much better if we added this feature and that feature and just week turned a week, 10 the week. And it was very impressive what was available, but it's all, all a matter of timing. And I think back to your fishing buddy, that falls in the water, uh, they appreciate that sea cushion. You know, even if it, even if it had like leftovers of the sandwiches or eating on it, they don't care. They're drowning. They want the seat cushion and just get it in the water right away.
Davin Marceau (15:51): Yeah. And I think another important element of that was the failed level of communication. Yeah. Internally we've we did a big post-mortem for why we failed to be successful there. And it honestly, it pivoted, it allowed us to reflect and understand our failures. And when we pivoted towards where we are now with impression, we learned a whole lot from that. Right. Which is the beautiful thing about, about a failure as it were, is if you have the ability to reflect inward has just good honest conversations. Um, but good ask, good questions of yourself, have good honest conversations across the organization. You can oftentimes turn that short term failure into a longterm success. But for us it was really cloudy communication. We didn't have somebody spearheading this effort all the way through. We had multiple stakeholders and it ended up, it was a whisper around the room game.
Davin Marceau (16:36): Like, what do you want, what do you want? What do you want? What do you want? What do you want it by the time it made its way back around to the customer. It was never what we intended it to be in the beginning. And that's why, you know, us exercising, our scaled agile process was so important for us in step two, with impression to where we are now, because it clarified communication. And it let everybody in the room know how, what they did individually contributed to the overall success of this product to us access e-forms as an organization.
Scott Fuller (17:02): No, absolutely. And that was my takeaway from the postmortem where really I personally failed was not trying to inject, scaled agile into what we were doing on that project. It was a little bit of a, this is the way we've always done it. And we're really good at being responsive. And me just wanting to kind of learn a little bit of like, okay, we'll see, let's, let's see how this culture does things and everything was being done for the right reasons. And, but it was the execution just kept getting in this, what we keep perfecting it before we release it. And it was a stutter step. And that's really what really kind of bit us in the foot. What I took away from that personally was that I needed to raise my hand and say, look, let's approach this in a scaled agile way. And there there's a lot.
Scott Fuller (17:56): I'm not necessarily an agile purist by any means, but it's really been proven that agile has probably like about a three times greater success rate in project management than just like a waterfall or other techniques. You're not necessarily guaranteed not to have problems, but things won't fail. And I think a lot of that is, is because you're doing a lot of definition upfront. You're not like just start swinging the hammer, figuring out what you're doing. You're starting with the blueprint. You're taking that pause in the front, which doesn't feel natural because you're wanting to act, you're wanting to do. And you kind of have to pause yourself and say, what, what are we building and what, what is the definition of done? And really that's, that's where we kind of struggled before was we never define what done was. We just started creating a solution and that was never done.
Scott Fuller (18:53): And we just kept adding to it, adding to it. And then we kind of missed the window. And that was a really good lesson, I think, for the whole organization. And you know, for me personally, I think it was an opportunity for me to just look at my own behavior and say, okay, I'm going to have to be a little more assertive when I see people straying so far from what we're really trying to do in terms of agile, because really the whole organization, we're trying to get a little more agile and tying this back to strategic initiatives. Agile works really well with being strategic because a big part of strategy is picking out where it is you want to go, right? And then, then you work towards getting there and that in some senses, the same definition of agile, you're, you're defining what done is. And then you have an iterative approach and how to build to get there. And I think there's a lot of things to be had by approaching strategic planning through the lens of scaled agile, that it can help a lot.
Davin Marceau (19:53): Absolutely. And when we went through that process for phase one, scaled agile, we had thrown the switch on it, no 60 days prior to, so it was in its infancy, right. And we know that it takes repetition for these new types of processes to see and become the new norm, the new culture of an organization. And there's a saying that I love it. I think it feeds in nicely, nobody rises to the occasion. They default back to the lowest level of preparation. And at that point we hadn't had enough repetition. So we defaulted back to the old way and the old way was muddy and it was cloudy and it was, it was lagging in communication. And so by the time it made it back up, back around to the sales and the professional services team, they were like, what do we have here? Yeah. Even when they didn't know what we had and what we had the market didn't want anymore,
Davin Marceau (20:41): But it gave us, again, the opportunity for us to grow as an organization, into pivot our strategic plan, where do we move phase two, which was compression. And what we did is we, we met in Dallas and we sat down and we exercise the scaled muscle, the agile muscle. And I want to dive into that here a little bit, because what came out on the tail end of us doing our process the right way and exercising, appropriate, strategic planning, and then the backwards planning towards execution gave us the offering and impression that we have in the marketplace today.
Scott Fuller (21:12): No, absolutely. Absolutely. There's a lot to what you just said. There, there's so many things about trying to change processes and change behavior. Really. I look at scaled agile in access is essentially culture change. Nobody changes culture overnight. You don't change it in 60 days. You don't change it in a year. It takes a long time for, for things to, to work out and for people to adopt it. And for it to really be kind of become visceral, um, you know, from being in the military and my experiences with Israeli martial arts, muscle memories, huge, they train a lot that way. Why? Because when something happens, you know, it's that phrase, you know, everybody has a plan until they're punched in the face, right. But if you've trained enough, you, you will have, you'll have just a visceral reaction to it in your arms and legs will do things before your brain even catches up.
Scott Fuller (22:09): And I think a lot of that can be taken place and just kind of the mental arena right now, where we're at, Oh, there's this huge opportunity to do something, to help our customers. We're just starting with scaled agile, but we kind of got punched in the face. And so we went to what we knew real quick, which was, you know, tremendous brainstorming. There's a lot of really smart ideas. It it's just doesn't fit well when you're trying to compress that into a really tight timeline and getting a life boat in the water, we took too long, getting a light boat in the water. So I think as we progress and as we kind of consciously make the effort to be more strategic and to do more scaled agile, hopefully next time we get punched in the nose with something like that a year or two years from now, we'll have a very scaled agile approach to it. Like, okay, let's, let's pause. Let's define what do we find has done? We let people make their own decisions in their particular area. We don't micromanage. We let people bring their strengths to the table. We do everything that we should do. And that to me is really where I'm trying to drive things with scaled agile.
Davin Marceau (23:15): Yeah, absolutely. And one of the neat things about that strategy meeting that we had in Dallas, Scott was we knew that we were going to do this under the pretenses and the framework of scaled agile, but we didn't do it for scaled agile. We did it within the framework of it. And it's important to note that when you do that, this isn't about adherence to a process, right? This is about a desired end state. And for us it was an, it was an elegant, sexy, great end user product to be able to take out to the marketplace. Now we brainstormed in that session, like it was a brainstorming session, but what we had was, was our product manager. So, so for Tim and Cody who, you know, traditionally in the organization have been the brainstorming guys, this didn't look like anything different to them, but what we had was our product manager, then taking these ideas, all this junk that we had on a board and then put it into the product roadmap, then put it into the scaled agile framework and made the brainstorming session fit within that rather than trying to make our brainstorming session fit within the framework of agile.
Davin Marceau (24:17): Because if we would have done that, then we actually started the meeting that way. And we stopped because we realized that we're going to be watching David type into a damn keyboard all day long. And it was going to kill the creative process.
Scott Fuller (24:28): It's a constant funnel, getting something, a big idea, breaking it down, breaking it down. And it's like making gravel at each layer. It just gets smaller and smaller and smaller, but the end product, isn't good. If the initial rock that it all comes from, like we have an initial rock of S of sandstone. And as you start breaking it down, you just end up with dust and it's worthless. You have to have good quality. And so when you have these brainstorming sessions, yeah, they definitely have a place in it. It's just kind of creating a little bit of structure, but, you know, to your point, it was just trying to structure everything and get a little bit of a focus. Otherwise you just end up constantly in brainstorming mode and you never really get things done. And that's just, I think a general problem across the board, a lot of people have great ideas and they never execute on that.
Scott Fuller (25:21): And how do you, how do you get it from just a crazy, amazing, great idea down? And that is really core product management comes in with the refinements and breaking it down into smaller pieces and then taking that to your engineering team and letting them do what they do best figuring out what's, you know, what's the best platform, what's the best tools to do that and letting them actually deliver. And they have a very good idea at that point, what the definition of done is, and what is there, the requirements and what they can do. And the typically engineers will Excel in that kind of environment where they struggle is when they constantly feel like everything they do is not good enough. And it's mainly because it probably wasn't communicated well to them to begin with.
Davin Marceau (26:08): Right. And, and so we really, to kind of recap on this thing, to get us where we are right now. So for strategic planning, you have to identify or re identify the gap or the pain of the marketplace and how you are going to answer the call to action. Right? And then phase two is beginning of the strategic planning process and whatever process, whether you're like access and you do it with a scaled agile framework, or whether you do it with waterfall, exercise your process, but don't, is he a slave to that process? Let it be the driving factor, but don't let it be the focal point of the meeting. The focal point of the meeting is again, answering, continue to answer and refine your offering to meet the market demand. And you brought up an interesting point, Scott, because that's generally where most people fall short.
Davin Marceau (26:49): They're great at planning. They're great at even it even figuring out the pain or the cap, but they lack the ability to operationalize the strategy. And that's an area where we as an organization I think have gotten markedly better. And that was really the last half of that, of that meeting that we had is what for almost an entire day started backwards planning to execution of a one August execution date and allowed and empowered our departmental leaders to grasp their portion of the, of the pie and begin to break it down from a concept to a product, to executable steps, to take it to the marketplace.
Scott Fuller (27:27): Correct. Correct. And to add to what you're saying, I think a lot with strategic planning and companies where people fail with strategic planning sometimes, and I I've been in this environment where they have a strategic planning session because it's that time of year. And we always have a strategic planning session in December and they go through all the motions, but there's no real commitment to strategically plan. If that makes sense. They, they, they do it because it's kind of a management thing to do, but no one ever takes those strategic initiatives and actually breaks them down to do stuff. And then when you look at these strategic plans over a course of say, five years, if a company like that can survive that long, they look almost identical. There's been no movement. It's just deciding that, Oh, you know what, we're going to start walking North, but no one ever says, okay, let's take a step North. It's the point of executing and deciding what to do?
Davin Marceau (28:27): Yeah. It reminds me, we had an old Axiom in the military and it was once I was planning to execution, you know, oftentimes we get that flipped and we spent so much time planning and so much time trying to perfect it, that we never allow ourselves the appropriate time to execute the strategy. So for us spend minimal amount of time planning, inappropriate amount, don't rush to failure on it. But my goodness give you our leaders, give your, your folks and your respective departments, the ability to then take your plan down, break it down into bite sized chunks for them and drive towards for us, which was impression and a great offering that we have in the marketplace. And then I think there's one more step to that to wrap this up and it's refinement. And like you brought up an interesting point because step one, you identified the pain, the gap. Step two, you begin that brainstorming process. Step three, you break it down into executable steps and get yourself a viable product, but step forward, do you ever circle back to it and figure out, am I walking true North? Or am I off by five degrees? And how do I readjust?
Scott Fuller (29:27): That's correct. And I think that's just part of every company's challenge. Your strategic planning says go North. And as you're walking North, you, sometimes you have to walk a little bit East or West to get around a tree. It doesn't necessarily take you away from your North of the heading, but it's just tactically necessary to walk East or West. But you still, at some point need to look back at your compass and say, am I still going North? And I think the same thing holds true to the strategic plan. Yeah, absolutely. And for us, you know, we will use our Q3 executive team meeting to do that type of refinement. We'll lay it out. How many sales have we made? How many leads do we have? How many do we have implemented? And what's the customer feedback to this point and let our customers let the voice of our customers dictate whatever strategic shifts and refinement that we're going to make to our products to continue to stay relevant, to continue to be the industry leader within healthcare. It, yes, it's a great plan. I love it, man. I think that's a good place to stop. Do you have anything else to add to this thing? No, I can't really think of anything. We kind of covered a lot of ground, probably spent a little, little bit of time in the woods there on agile, but really there's a lot to be said for how agile can help a strategic process. That could probably be a whole podcast in itself.
Davin Marceau (30:42): Okay. Do you have a URL that you can send our listeners to in case they want to know more about agile? No, absolutely. Absolutely. I can. Okay. Yeah. What we'll do, I think we'll get that to our producer. We'll have him put that in the links and that way, give a little bit more context to our listeners about what scaled agile means. But I think the really big takeaway for us is that it's our process. It is the process and the mindset and the methodology that we use to drive towards successful products. At the end of the day, it's going to be different by industry, but that's what we use. So that's important for our listeners to note. Yep, absolutely. Sound good. Sounds good. All right, man. Let's put a bow on this thing. Appreciate your time, Scott. We'll talk soon, buddy. Alright. Thank you. And for our listeners, you know, again, we're always looking for feedback on this podcast. Hit the subscribe button, give us some critical feedback, how we can make this thing better. Go to a email@example.com. Check us out there. Find us on Twitter. Find us on Instagram. Find us on Facebook. Give us a like give us a tweet. Give us a thumbs up and appreciate you guys listening.
Speaker 4 (31:40): [inaudible].
When a cataclysmic event happens, give your customers an offering that allows them to facilitate, to drive towards some level of success within their organization, and something they can cling on. It doesn’t need to be perfect, just refine your offer once it gets to your market.
In today’s episode of the Access Points Podcast, Davin and Scott talk about the development and implementation of a strategic plan, especially giving the current operating environment post-COVID 19, the dark shadow of too much planning, and the biggest takeaway from going through perfectionism.
Scott Fuller is the Chief Information Officer of Access. He helped thousands of organizations understand, confront, and overcome significant security challenges.
Davin Marceau is the Chief Operations Officer at Access Enterprise Forms Management. His comprehensive background in leadership, strategic planning, risk management, and business development made him a great asset in the business world.
“We let great be the enemy of good. We had something that we could throw out to our customers and be able to implement it rather quickly. But instead of doing that, we tried to polish it. We tried to turn that lifeboat into a bit of a yacht. And then when we finally got it ready to go to the market, we were two or three weeks too late.”
In This Episode:
2:53 – The two big revenue generators for hospitals
5:18 – How to pivot strategically to meet the demands of the healthcare facility post-COVID 19
9:21 – How vendors alter their strategic plan to offer to be able to still get in, offer value, and make a sale
12:42 – One of the lessons Access EFM learned during the pandemic that resonates to other industries as well
15:51 – The positive side of failure
17:02 – Scott’s biggest takeaway from letting great be the enemy of the good in their organization
26:44– What most people fall short in terms of strategic planning
29:07– Refining the steps of generating a viable product
How to get connected:
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