February 1, 2024 • 28 mins
The digital revolution has been happening for a while now, but with 5G, it’s about to reach a whole new level. IT departments are about to rule the world. So in this paid partnership with T-Mobile for Business, Malcolm sits with leaders in the world of retail and healthcare to discuss how their industries are changing.
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Speaker 1 (00:15):
Pushkin. This episode is a paid partnership with T Mobile
for Business. Hello everyone, Malcolm Glawell here today I'm having
a special conversation hosted by my good friends at T
Mobile for Business about how the digital revolution is going
(00:38):
to transform everything about the way we do business. I'm
talking to Heather Nelson, the Chief Information Officer at Boston
Children's Hospital, Al Lettera, senior vice president of IT at
Trackner Supply Company, and Kelly Field, president at T Mobile
Business Group, who you may remember, by the way from
our episode at the Las Vegas Grand Prix. So you
(01:01):
might think, hasn't the digital revolution been happening for a
while now, Sure, but it's been unevenly distributed. When the
folks at T Mobiles say that thanks to five G,
businesses are now able to transform how they do business
at scale, which is all these interesting ripple effects, including
IT moving from a support role to a leadership role.
(01:24):
So I wanted to talk to two brilliant IT leaders
who are transforming two radically different worlds, healthcare and retail.
Buckle up, because there's a big technological change happening. This
conversation is for all the CIOs and business owners who
are dreaming up new ways to make things run better.
But it's also for everyone who goes to the doctor
(01:47):
or shop's retail. Callie and Al and Heather really convinced
me that five G is changing just about everything with
me is Alaterra you and it for tractor supply. Yes,
(02:08):
one of the the grandest, oldest is a tractor supply
not far from my home, so I drive by it
all the time. And then we have Heather Nelson and
you were the CIO for Boston Children's I am. And
then we had the president of t Mobile Business Group,
Kelly Field. Kelly, we have done this before. I really
look forward to this conversation. Well, I wanted to start
with you, Al, and I wanted you to give me
(02:32):
a kind of blue sky picture of where you would
love to be five years from now, which tract to
supply in things digital.
Speaker 2 (02:41):
Yeah, five years from now is really going to be
eighteen months from now, so because it's going that fast.
But to us as an organization and service of our
customers and our team members, it's really going to be
a consumer and team member centric strategy that is really
taking into consideration, putting everything at the fingertips of the
(03:02):
team member and the customer.
Speaker 3 (03:03):
So it's right there available.
Speaker 2 (03:06):
To them when they're either shopping, their working on their farms,
or whether they're working within the communities that they're serving.
It's all the information that they need is at their fingertips.
Speaker 1 (03:19):
Heather, do you have a give us a vision of
a vision?
Speaker 4 (03:22):
I'm going to use one of your phrases.
Speaker 5 (03:24):
We really are at a tipping point with healthcare delivery
in the enabling technology. Our patients are consumers and we
have to make it easier for patients to come to us.
We have to make it easier for physicians care team
members to care for those patients.
Speaker 4 (03:39):
So self service and.
Speaker 5 (03:41):
Access will be where we need to focus on, and
I know for Boston children it's one of our pillars
in our strategic plan is to increase the access and
the self service for our patients.
Speaker 1 (03:52):
Al you talked about both customers and people who are protractors.
Now do you think of this as being a revolutionists
equally weighted in those two groups or is it tilt
in one direction more.
Speaker 3 (04:04):
Than now it's equally weighted.
Speaker 2 (04:06):
You know, the intersection of technology, you know, with the
retail industry is not just focused on the customer side
the team member interaction with the customer's paramount to our success.
If you go back, we've been in business eighty five
plus years. The secret sauce of our business is our
customer relationship. So the team members are facilitating that and
(04:26):
without the right tools, without the right experiences, without the
right information, making them more productive, and just giving them
access to whatever it is they need to services.
Speaker 3 (04:38):
Customers's paramount to the success of our overall digital strategy.
Speaker 6 (04:42):
I'm just going to jump in and I love working
with both of these leaders because they are so customer centric,
which I think really resonates with me at Tea Mobile.
But I love the call out for the digital transformation
impacts the way that you're able to serve your customers
and the relationship that you have with them in so
many profound ways, especially given AI and where it's taking
(05:04):
the need for data and connectivity, but also for your
employees in a digital age.
Speaker 4 (05:08):
A lot of times.
Speaker 6 (05:09):
People ask me, well, why do you need to invest
in your employees and or your providers in the same
way because everything is self served and digital. I think
about it like Iron Man having Jarvis. You know, you
equip them with the technical tools that make them the
very best heroes you for your customers, and that's something
that I appreciate about that.
Speaker 4 (05:28):
And we want to empower our patients.
Speaker 5 (05:30):
And yes we're a children's hospital, but these kids know technology,
they know how to use iPhones and iPads, and so
why not make sure that they have the tools and
the apps to do that at home to do that
so that they're empowered and they feel in control of
their head.
Speaker 1 (05:49):
Give me, give me a concrete example of something you
would like a patient to be able to do that
they can't do now.
Speaker 4 (05:57):
I would say any of the of the wearable devices.
Speaker 5 (06:00):
What if we were able to do more home infusions
for our cancer patients so they don't have to drive
and to come to the high spital, and then making
sure that that information then gets back into the electronic
health record seamlessly, so the physician knows that how there's
getting her infusion that day, and we can call and
(06:22):
be proactive with her parents.
Speaker 4 (06:24):
That's what I want to see. I want it to
be almost like concierge care for.
Speaker 1 (06:29):
Us, which is there an obstacle to getting there right now?
Speaker 5 (06:32):
Well, we are starting to break down those those barriers
with our five G cellular network. You know, hospitals, for example,
we've been so reliant on Wi Fi and Wi Fi
is just not meant for a mobile environment.
Speaker 4 (06:47):
It's not meant.
Speaker 5 (06:48):
I mean, I have calls dropped from the OAR to
the ICU and that's frustrating for clinicians.
Speaker 1 (06:55):
I went into my bank yesterday where I bank for
twenty years, because they had locked me out of my
account digitally, and I had to do something transfer money,
and I went in transfer money, say, waited the line,
finally got to the teller, went to all kinds of
stuff and then she looked at me and she goes,
can't do that. It's like, why can't you do it?
And she said not making this? She said Wi Fi
(07:16):
is down. It's like, all right, you see that's what happened, right.
Speaker 6 (07:20):
These guys delivery lose customers customers the way.
Speaker 1 (07:24):
No one seemed to care at all that they had
lost me as a customer, which she's hurt my feelings.
Speaker 5 (07:29):
WiFi is not going away, but it doesn't have to
be my primary focus anymore. And also it's not just
about the four walls of the hospital anymore. We want
to one of our other strategies over the next couple
of years is to do as much care at home
as possible and to have a five G enabled environment
(07:49):
that levels the playing field for our patients.
Speaker 4 (07:51):
Wi Fi was a.
Speaker 6 (07:52):
Great solution in the four G era, and as we
start to learn to use data differently and we start
to see the evolution of how we can take important
customer or patient information and get smarter and provide better
solutions or faster, or whether it's from a cost perspective
or whether it's from quality of treatment perspective. The amount
(08:14):
of data that is available to us and us being
able to do something with that data is so quickly
and rapidly evolving. And in a Wi Fi world, you
need more consistency. You need SLAS, and you need to
be SLA is.
Speaker 4 (08:30):
Service level agreement.
Speaker 6 (08:31):
So you need to be able to say where this
type of surgery are using this kind of machine, If
we're going to capture data, or we're going to actually
in the future use an automated device to do some
important kind of function, we need to be able to
say the latency and the capacity, that those things are
firm and that there's no variation, and you can't do
(08:52):
that on a Wi Fi network. When you've got hundreds
of other kinds of connections all around it. But with
a private network or a designated network slice, what you're
able to do is to say, okay, these are the
guaranteed service levels that we're going to give this connection
all the time.
Speaker 1 (09:07):
I can build be spoke digital connections between individual bits
of technology and some kind of central command post in
a way that I can't.
Speaker 4 (09:17):
Do with with Wi Fi.
Speaker 6 (09:18):
And the other thing is is Heather does more and
more transformation of the way that her it organization serves
their ultimate mission as a hospital and for children. The
amount of connections are going to increase. I mean there
are it's probably from hundreds to thousands to tens of thousands.
Speaker 1 (09:39):
What do you mean when you say amount of connections
be more?
Speaker 5 (09:42):
I mean every physician has their own cell phone, a
nurse has, you know, his or her own cell phone
plus a device that's provided to them for their clinical shift.
They've got workstation on wheels. We've got workstations, you know
at the nurse's station. We've got medical devices. We've got ventilators,
we have you know, ivy pumps. All of those things
(10:04):
are wired.
Speaker 4 (10:05):
If you will.
Speaker 5 (10:06):
And then you have the patients who have their devices,
their iPads, their cell phones, and everyone expects everything to
work perfectly.
Speaker 6 (10:16):
In addition to that, aside from the quality of service
that you receive, you think about patient data or HIPOC
compliance in your field, the security measures that are required
if you have to do VPN and Wi Fi access
for every one of those secure, there's a lot of
room for attack and era. And one of the things
that we've been talking about and working with all of
(10:38):
our customers is how do we take the very connection
and encrypt it.
Speaker 1 (10:44):
I want to come back to that point in much
more detail, but before we I want to talk to
you el. Can you do the same thing. Give me
a very specific example of something you would like your
customers or your employees in your REACHUIL outlets to be
able to do that you think would make a meaningful difference.
Speaker 2 (11:06):
The big focus from us is on our team members
right now in service of the customers. It's basically delivering
predictability so that you can make sure that these things
all work. And it's a complicated process that you have
to make very very simple.
Speaker 3 (11:22):
So here's an example of it.
Speaker 2 (11:24):
When you're dealing with, you know, the customer base that
we're focused on. It's the people with farms. You know,
they have animals, livestock on their farms. It's a very
very you know, important thing, right, So we've got to
make sure that if they ask information about what's the
right food, what's the right ingredients that we're making up
that food, what's the right food for the right time
(11:45):
in the life cycle of a let's say a chicken.
It's very important, but we got to take it to
another level, like what about the sustainability of how that
food was created?
Speaker 3 (11:53):
Like what ingredients go into that food.
Speaker 1 (11:56):
So the idea is that what we're trying to do
is to increase the kind of sophistication of the encounter
between the store and the customer. I don't just go
in there and say I want that. Now the customer
is going and expecting a much richer kind of interaction
with the store, and you need to be able to
measure up to that expectation.
Speaker 4 (12:16):
So are your team members? Are your team members?
Speaker 5 (12:18):
I mean they have their handheld their devices and so
when you're talking about you at their fingertips, you're bringing
all that data forward.
Speaker 6 (12:27):
Can I offer something that I think is really incredible
that tractor supply is doing. So. I grew up on
a farm, and I remember something would break on the farm.
You're on a farm, You're out twenty thirty forty to fifty.
Speaker 4 (12:38):
Miles from what where the store is.
Speaker 6 (12:40):
Oftentimes maybe not in a place where Amazon's going to
show up and deliver that same day. To be able
to work with a retailer that understands when you have
to stop and go and get the correct solution for
the thing that broke down. The timing of crops or
the timing of when you've got to get cattle ready
for sale is so important that if you have to
go off and spend eight hours to track down where
(13:01):
do I get the thing that I need? It really
does have an impact on your profitability, your bottom line
as a farmer. And I think you guys are really
helping to bring technology into a way that really serves
your customers.
Speaker 1 (13:15):
We'll be right back after a short break. We're back.
I want you to dig into this a little more
because there are probably there is probably you know, when
I compare the two worlds that you guys come from,
(13:40):
consumer reactions, feelings about those two worlds are very different.
There's an enormous amount of customer dissatisfaction in healthcare. It's
annoying to go to your doctor or the hospital half
the time. Yes, seventeen million forms. Doctors hate digital health records.
Speaker 5 (13:55):
When you think about where healthcare started with the electronic
health record, it was everything that we did on paper,
We're going to now make it electronic. And I remember
talking to some EHR Electronic Health Record vendors twenty five
years ago and they're like, we're going to make it faster,
We're going to make it easier physicians. And I said,
never tell them that, because nothing is faster than a
(14:18):
piece of paper and a pen when it comes to documenting.
Speaker 4 (14:22):
And now the pendulum.
Speaker 5 (14:25):
Has shifted with electronic health records, with ambient AI, with.
Speaker 1 (14:30):
Quick quick do you mean by ambient da air?
Speaker 4 (14:31):
I can talk in the room, you know, the hey Google.
Speaker 1 (14:35):
Oh, I say okay.
Speaker 5 (14:36):
And you know we've been we've been piloting that in
some of our nursing units where they come into the
room and the end they can talk to the patient
and capture that information instead of sitting there with their
back to the patient typing.
Speaker 1 (14:50):
Yeah. So the simple act of if I can do
stuff while I am still engaged with you. Why do
I makes all the difference.
Speaker 6 (14:58):
In the world, Because you know, in my world, meeting
with customers really trying to listen and focus on what
do they need, what's the problem that they're trying to solve,
But then it takes thirty min it's forty five minutes
of quiet, focused time to just capture what are all
the next steps and what are the things that I've
got to go and do afterwards. And so that's less
(15:18):
time that I get to spend with the customer, and
it might mean less time that I'm really able to
focus in on what the customer is telling me. But
with tools that we have today that we're already using
and selling and providing for customers, we're able to take
recorded sessions like this, and the AI will summarize the
action items and we'll even set up a calendar appointment.
(15:39):
So I think about in healthcare, if I were able
to get the discussion with the doctor and they say, hey, Keli,
you're forty five, you need a colonoscopy, wouldn't that be
great if it was already scheduled and that that follow
up was already taken care of, because because I may
not want to schedule that I mean admitting that I
have forty nine forty five and have to follow but
mightbe more than I can handle.
Speaker 4 (16:00):
But if you.
Speaker 6 (16:01):
Can use and I'm making a joke, but imagine what
that will empower in terms of healthcare for us to
tools that take people from not wanting to deal with
the message and putting them into the next stuff.
Speaker 1 (16:15):
Kind of Well, this brings a question I had for al.
You're asking a lot more of your retail staff. They're
no longer simply managing a transaction. Now the real partners
with the customer. If you upgrade the technology, you have
to start redefining your relationship the role of your sports staff.
Speaker 2 (16:36):
If you notice I keep bringing up the customer and
the team member and they're intertwined. That's one of the
reasons why is because you got to think through all this.
As you add more capabilities, you got to increase the productivities,
Like how do I use AI to actually generate code?
Speaker 3 (16:50):
We actually do that.
Speaker 2 (16:51):
Now, how do we use it to generate test scripts
so that we can test things faster get it into market.
Speaker 3 (16:57):
And the same thing.
Speaker 2 (16:57):
Does apply, you know in the walls of the retail location.
Is because it's like how do I make replenishment faster?
How do I make you know, labeling faster in a store?
What's the process for that? So anything and everything is
on the table now.
Speaker 1 (17:13):
So you when you roll out of the big difference
between your world and Heathers is Heather You're at one institution.
How many stores does tract Supply have?
Speaker 2 (17:22):
We have twenty two hundred Tractor Supply stores and two
hundred at pet Sun stores.
Speaker 1 (17:25):
Yeah, so when you roll out something, do you roll
it out incrementally or do you do it in all
twenty two hundred places?
Speaker 2 (17:33):
Some days we do it in an incremental fashion. What
we do is, you know, we have labs within our
Store support Center and Brent La, Tennessee to support those locations,
and we test in those labs.
Speaker 3 (17:46):
Typically. The second thing we do is we work very closely.
Speaker 2 (17:49):
There's a group of stores that are considered, you know,
like the test stores, but they're they're the team members
that have more of that that engineering, that tinkering mindset.
So we've identified roughly one hundred stores and they basically
we deploy it to them and they test it and
they give us feedback and then we kind of iterate
through it and then we start deploying it two larger
(18:10):
volumes of the store of the change.
Speaker 6 (18:12):
I think we were talking about it earlier, which was
the role of the CIO really evolving. The work that
I've done at T Mobile for twenty years with my
IT teams is very different today than the work that
we were doing twenty years ago. And I think you all,
it's fun to hear you talk about your risk takers
(18:33):
or you want to move fast because of the speed
of what is happening with data and what is happening
with the connectivity solutions and what we can do with AI.
And I think in retail and in healthcare, there's people
that are willing now to push the limits. So you're
now a culture leader for your company, whereas before I
(18:55):
don't know if I thought of my head of IT
as a culture leader for the company per se. But
you're changing the way that people work. You're changing what
they are able to provide for their customers in profound ways,
and I think that's a really cool part of your jobs.
Speaker 1 (19:09):
How long before an IT person becomes the CEO of
a traditional bricks and motor company.
Speaker 5 (19:16):
That's my ultimate goal is to be CEO of the
hospital someday for reals.
Speaker 4 (19:21):
It's a big jump because.
Speaker 5 (19:25):
If you don't position yourself as a partner with the
strategy and with the business, especially in healthcare, then you
become the order taker. And my philosophy is I don't
want my IT teams to be order takers. I want
us to be seen as partners.
Speaker 1 (19:41):
I'm curious about the relationship between the interaction between you
and non IT people in your organizations. We spoke to
about this a little bit. I want to dig in
on this. Are there parts of your vision for the
company that are difficult to convince others of to explain
(20:02):
to do people get how you said, whether you guys
are at a tipping point? Do non IT people get that?
Do it?
Speaker 5 (20:09):
Is?
Speaker 1 (20:10):
It a hard time convincing?
Speaker 5 (20:11):
And sometimes I will tell you the introduction five of
a private five G cellular environment, first of it's kind
in healthcare. I really had to sell that to the
organization because they're like, well, we have Wi FI And
they said, then why do you keep calling me and
telling me that your calls are dropping from the o
R to the ICU.
Speaker 4 (20:31):
So putting it into.
Speaker 5 (20:33):
To some you know, to articulate not to talk about
the bits and the bytes, but to talk about what
problems are we trying to solve and can technology do that?
And if so, are you willing to do that with me?
Because I am not an end user in the host.
I don't I don't use the electronic health record, but
I have to make sure that it works and sitting
(20:55):
at the table and having the conversations.
Speaker 4 (20:57):
Because I will tell you when I go to do my.
Speaker 5 (20:59):
Budget every year, I don't know how you how are
but you know storage and compute and you know, a
new virtual server somewhere is not as sexy as IVY
pumps and an MRI machine. So I'm competing with you know,
the same dollars. And but yet I have to explain
(21:22):
to my peers, you can't have the cool, sexy stuff
if the foundation, if the infrastructure isn't there.
Speaker 4 (21:28):
We have to invest in.
Speaker 1 (21:29):
How large is your team your I T team.
Speaker 4 (21:32):
I have over four hundred you're four hundred people.
Speaker 1 (21:35):
How long is your team?
Speaker 2 (21:36):
So we have roughly four hundred team members and about
a thousand contractors that work for us.
Speaker 1 (21:42):
You're talking just about the it Yeah, Oh my goodness.
Speaker 2 (21:46):
Yeah, it's a it's a complicate it's a complicated enterprise.
Speaker 4 (21:50):
I mean a lot of different skill set.
Speaker 2 (21:51):
Five years ago, how large would probably half the size?
Speaker 1 (21:56):
Is that same for you headn't.
Speaker 4 (21:57):
Yeah.
Speaker 1 (21:58):
In other words, I should be telling my daughters there's
really only one thing you should be studying.
Speaker 4 (22:05):
Dentistry. CIOs have to prove the value of it.
Speaker 5 (22:11):
That's our I mean, we have to market it because
in healthcare and healthcare I t I'm not a revenue
generating department. I'm not a radiology department, you know, I'm
not a surgeon surgical department.
Speaker 4 (22:24):
I'm a cost center.
Speaker 5 (22:25):
So I have to show the value, whether that's qualitatively
or quantitatively, just about every single day.
Speaker 4 (22:32):
And so it's it's a balance.
Speaker 1 (22:35):
One of the things I love in when I'm talking
to people who are experts in a particular field is
they see the world differently than because you have an
area of expertise the rest of us don't have. Right,
So this is one of the question on those lines,
I would like every one of each of you to
describe a situation that you're in in the world where
(22:57):
you say to yourself, under your breath, you guys really
need my help. Give me the you guys, I actually
have one. I'm not an IT person I have on
you guys, not the story of my bank about it,
but I want alan We're going to go first, give
you an example of you guys really need play help.
Speaker 2 (23:15):
Honestly experiences at like concert events, sporting events. I think
there's a lot of opportunity and I'm not trying.
Speaker 1 (23:25):
To So what do you what do you go to?
Are you a football fan? What are you football?
Speaker 3 (23:29):
Concert? Yeah?
Speaker 1 (23:31):
What is it you want you're not getting?
Speaker 2 (23:33):
I mean, I want to be able to have the connectivity,
be able to interact more with the stats, with the
you know, what's happening on the field. I want to
be able to be in a position where I don't
have to leave my seat because I actually want to
watch the game.
Speaker 3 (23:45):
You know.
Speaker 2 (23:45):
If I'm at a concert, I want to be able
to you know, is there a way I could zoom
into webcams to see closer if I have bad seats
to the show, if I want to know the song
that they're playing, or you know, the number of times
they've played it depending on the type of music you like.
You know, I just see a much more interactive experience.
Speaker 5 (24:03):
So Heather, your choice choice, I'm going to stick with
how health care. It would just be lovely if if
a patient that moved either between hospitals, moved between states,
that we didn't have to fill out the forms again,
(24:26):
how nice would it be for that?
Speaker 1 (24:30):
Kelly.
Speaker 6 (24:31):
Yeah, I have a dear friend that has cancer, and
watching her try to figure out how to become an
expert in the medical field just so that she could
get the appropriate treatment and coordinating all of the different
doctors that were required, I think was really tough to watch,
and I think lots of unfortunately lots of families have gone.
Speaker 4 (24:53):
Through kind of that experience.
Speaker 6 (24:57):
I think one that I do every day, or it
seems like every day, is I get on an airplane.
And I think airlines have come a long way to
make it more digital and more self serve and more connected.
But I still think there's an awful lot that they
could benefit from in both your experience and being able
to focus on the experience of a person that's flying
(25:19):
all the time and what that experience could look like.
I think we've all decided we're going to sit like
we're in a bus and we just take it. But
I think there's a lot of things they could do
to make what it's like to try and manage a
travel schedule through flight and connect with people that you
(25:39):
love or business could be seller.
Speaker 1 (25:43):
I think what I just came up with listening to you,
which is it's just about deplaning from the airplane, drives
me up the wall. Right. So we have an AI
system that creates an algorithm what's the fastest way to
deplane this thing? And it looks and sees where you are,
how you're sitting. All you to do is punch in
(26:05):
how many bags you have, where they are, and then
you sit in your No one move. You sit in
your chair with your phone, and this is your chair. Malcolm,
get up now. I swear to God they would make it. Okay,
here's the other one say I at the same thought.
I was on it. I was in a vacation my family.
But some hotel. We go down the to the to
(26:27):
the restaurant in the morning. Person looks at me and
they go, what's your name? They type type it in,
what's your room number? Type it in? What's your telephone number?
Type it in, and then they stare at the screen
for what looks like forty five seconds. The email place
is half empty, and then they print out a piece
of paper and take it and put it on my
(26:49):
It's like, is this nineteen eighty five? Like, what is
going on here? Why can't the person all I want
to your point about healthcare? Maybe this is way way
lower stakes, but I just want someone to look me
in the eye and say, welcome to the restaurant. That's
all I want. Yeah, yeah, like this is I feel like,
will you give me yourself at the end of this
(27:10):
so I can just call you next time I had
this experience, I just hand the phone them I have
someone to talk to.
Speaker 4 (27:16):
Yes, Malcolm, thank you.
Speaker 1 (27:20):
Well, this has been incredibly fun. Thanks to all of you.
Good luck with what you do, and may you someday
we can do this in a couple of years, And
now I hope I'll be talking to the CEO of
Boston Children's and of Tractor Supply. This episode was made
(27:45):
in partnership with T Mobile for Business and iHeartMedia. Special
thanks to Calli Field, President of T Mobile Business Group,
Heather Nelson, Chief Information Officer at Boston Children's Hospital, al Letera,
Senior Vice president of IT at Tractor Supply, and the
entire production crew at iHeartMedia. This episode was produced by
(28:06):
Nina Lawrence, and Ben at Apph Haffrey, Editing by Sarah Knicks,
mastering by Jake Gorsky. Our executive producer is Jacob Smith.
I'm Malcolm Glama.
Pushkin. This episode is a paid partnership with T Mobile
for Business. Hello everyone, Malcolm Glawell here today I'm having
a special conversation hosted by my good friends at T
Mobile for Business about how the digital revolution is going
(00:38):
to transform everything about the way we do business. I'm
talking to Heather Nelson, the Chief Information Officer at Boston
Children's Hospital, Al Lettera, senior vice president of IT at
Trackner Supply Company, and Kelly Field, president at T Mobile
Business Group, who you may remember, by the way from
our episode at the Las Vegas Grand Prix. So you
(01:01):
might think, hasn't the digital revolution been happening for a
while now, Sure, but it's been unevenly distributed. When the
folks at T Mobiles say that thanks to five G,
businesses are now able to transform how they do business
at scale, which is all these interesting ripple effects, including
IT moving from a support role to a leadership role.
(01:24):
So I wanted to talk to two brilliant IT leaders
who are transforming two radically different worlds, healthcare and retail.
Buckle up, because there's a big technological change happening. This
conversation is for all the CIOs and business owners who
are dreaming up new ways to make things run better.
But it's also for everyone who goes to the doctor
(01:47):
or shop's retail. Callie and Al and Heather really convinced
me that five G is changing just about everything with
me is Alaterra you and it for tractor supply. Yes,
(02:08):
one of the the grandest, oldest is a tractor supply
not far from my home, so I drive by it
all the time. And then we have Heather Nelson and
you were the CIO for Boston Children's I am. And
then we had the president of t Mobile Business Group,
Kelly Field. Kelly, we have done this before. I really
look forward to this conversation. Well, I wanted to start
with you, Al, and I wanted you to give me
(02:32):
a kind of blue sky picture of where you would
love to be five years from now, which tract to
supply in things digital.
Speaker 2 (02:41):
Yeah, five years from now is really going to be
eighteen months from now, so because it's going that fast.
But to us as an organization and service of our
customers and our team members, it's really going to be
a consumer and team member centric strategy that is really
taking into consideration, putting everything at the fingertips of the
(03:02):
team member and the customer.
Speaker 3 (03:03):
So it's right there available.
Speaker 2 (03:06):
To them when they're either shopping, their working on their farms,
or whether they're working within the communities that they're serving.
It's all the information that they need is at their fingertips.
Speaker 1 (03:19):
Heather, do you have a give us a vision of
a vision?
Speaker 4 (03:22):
I'm going to use one of your phrases.
Speaker 5 (03:24):
We really are at a tipping point with healthcare delivery
in the enabling technology. Our patients are consumers and we
have to make it easier for patients to come to us.
We have to make it easier for physicians care team
members to care for those patients.
Speaker 4 (03:39):
So self service and.
Speaker 5 (03:41):
Access will be where we need to focus on, and
I know for Boston children it's one of our pillars
in our strategic plan is to increase the access and
the self service for our patients.
Speaker 1 (03:52):
Al you talked about both customers and people who are protractors.
Now do you think of this as being a revolutionists
equally weighted in those two groups or is it tilt
in one direction more.
Speaker 3 (04:04):
Than now it's equally weighted.
Speaker 2 (04:06):
You know, the intersection of technology, you know, with the
retail industry is not just focused on the customer side
the team member interaction with the customer's paramount to our success.
If you go back, we've been in business eighty five
plus years. The secret sauce of our business is our
customer relationship. So the team members are facilitating that and
(04:26):
without the right tools, without the right experiences, without the
right information, making them more productive, and just giving them
access to whatever it is they need to services.
Speaker 3 (04:38):
Customers's paramount to the success of our overall digital strategy.
Speaker 6 (04:42):
I'm just going to jump in and I love working
with both of these leaders because they are so customer centric,
which I think really resonates with me at Tea Mobile.
But I love the call out for the digital transformation
impacts the way that you're able to serve your customers
and the relationship that you have with them in so
many profound ways, especially given AI and where it's taking
(05:04):
the need for data and connectivity, but also for your
employees in a digital age.
Speaker 4 (05:08):
A lot of times.
Speaker 6 (05:09):
People ask me, well, why do you need to invest
in your employees and or your providers in the same
way because everything is self served and digital. I think
about it like Iron Man having Jarvis. You know, you
equip them with the technical tools that make them the
very best heroes you for your customers, and that's something
that I appreciate about that.
Speaker 4 (05:28):
And we want to empower our patients.
Speaker 5 (05:30):
And yes we're a children's hospital, but these kids know technology,
they know how to use iPhones and iPads, and so
why not make sure that they have the tools and
the apps to do that at home to do that
so that they're empowered and they feel in control of
their head.
Speaker 1 (05:49):
Give me, give me a concrete example of something you
would like a patient to be able to do that
they can't do now.
Speaker 4 (05:57):
I would say any of the of the wearable devices.
Speaker 5 (06:00):
What if we were able to do more home infusions
for our cancer patients so they don't have to drive
and to come to the high spital, and then making
sure that that information then gets back into the electronic
health record seamlessly, so the physician knows that how there's
getting her infusion that day, and we can call and
(06:22):
be proactive with her parents.
Speaker 4 (06:24):
That's what I want to see. I want it to
be almost like concierge care for.
Speaker 1 (06:29):
Us, which is there an obstacle to getting there right now?
Speaker 5 (06:32):
Well, we are starting to break down those those barriers
with our five G cellular network. You know, hospitals, for example,
we've been so reliant on Wi Fi and Wi Fi
is just not meant for a mobile environment.
Speaker 4 (06:47):
It's not meant.
Speaker 5 (06:48):
I mean, I have calls dropped from the OAR to
the ICU and that's frustrating for clinicians.
Speaker 1 (06:55):
I went into my bank yesterday where I bank for
twenty years, because they had locked me out of my
account digitally, and I had to do something transfer money,
and I went in transfer money, say, waited the line,
finally got to the teller, went to all kinds of
stuff and then she looked at me and she goes,
can't do that. It's like, why can't you do it?
And she said not making this? She said Wi Fi
(07:16):
is down. It's like, all right, you see that's what happened, right.
Speaker 6 (07:20):
These guys delivery lose customers customers the way.
Speaker 1 (07:24):
No one seemed to care at all that they had
lost me as a customer, which she's hurt my feelings.
Speaker 5 (07:29):
WiFi is not going away, but it doesn't have to
be my primary focus anymore. And also it's not just
about the four walls of the hospital anymore. We want
to one of our other strategies over the next couple
of years is to do as much care at home
as possible and to have a five G enabled environment
(07:49):
that levels the playing field for our patients.
Speaker 4 (07:51):
Wi Fi was a.
Speaker 6 (07:52):
Great solution in the four G era, and as we
start to learn to use data differently and we start
to see the evolution of how we can take important
customer or patient information and get smarter and provide better
solutions or faster, or whether it's from a cost perspective
or whether it's from quality of treatment perspective. The amount
(08:14):
of data that is available to us and us being
able to do something with that data is so quickly
and rapidly evolving. And in a Wi Fi world, you
need more consistency. You need SLAS, and you need to
be SLA is.
Speaker 4 (08:30):
Service level agreement.
Speaker 6 (08:31):
So you need to be able to say where this
type of surgery are using this kind of machine, If
we're going to capture data, or we're going to actually
in the future use an automated device to do some
important kind of function, we need to be able to
say the latency and the capacity, that those things are
firm and that there's no variation, and you can't do
(08:52):
that on a Wi Fi network. When you've got hundreds
of other kinds of connections all around it. But with
a private network or a designated network slice, what you're
able to do is to say, okay, these are the
guaranteed service levels that we're going to give this connection
all the time.
Speaker 1 (09:07):
I can build be spoke digital connections between individual bits
of technology and some kind of central command post in
a way that I can't.
Speaker 4 (09:17):
Do with with Wi Fi.
Speaker 6 (09:18):
And the other thing is is Heather does more and
more transformation of the way that her it organization serves
their ultimate mission as a hospital and for children. The
amount of connections are going to increase. I mean there
are it's probably from hundreds to thousands to tens of thousands.
Speaker 1 (09:39):
What do you mean when you say amount of connections
be more?
Speaker 5 (09:42):
I mean every physician has their own cell phone, a
nurse has, you know, his or her own cell phone
plus a device that's provided to them for their clinical shift.
They've got workstation on wheels. We've got workstations, you know
at the nurse's station. We've got medical devices. We've got ventilators,
we have you know, ivy pumps. All of those things
(10:04):
are wired.
Speaker 4 (10:05):
If you will.
Speaker 5 (10:06):
And then you have the patients who have their devices,
their iPads, their cell phones, and everyone expects everything to
work perfectly.
Speaker 6 (10:16):
In addition to that, aside from the quality of service
that you receive, you think about patient data or HIPOC
compliance in your field, the security measures that are required
if you have to do VPN and Wi Fi access
for every one of those secure, there's a lot of
room for attack and era. And one of the things
that we've been talking about and working with all of
(10:38):
our customers is how do we take the very connection
and encrypt it.
Speaker 1 (10:44):
I want to come back to that point in much
more detail, but before we I want to talk to
you el. Can you do the same thing. Give me
a very specific example of something you would like your
customers or your employees in your REACHUIL outlets to be
able to do that you think would make a meaningful difference.
Speaker 2 (11:06):
The big focus from us is on our team members
right now in service of the customers. It's basically delivering
predictability so that you can make sure that these things
all work. And it's a complicated process that you have
to make very very simple.
Speaker 3 (11:22):
So here's an example of it.
Speaker 2 (11:24):
When you're dealing with, you know, the customer base that
we're focused on. It's the people with farms. You know,
they have animals, livestock on their farms. It's a very
very you know, important thing, right, So we've got to
make sure that if they ask information about what's the
right food, what's the right ingredients that we're making up
that food, what's the right food for the right time
(11:45):
in the life cycle of a let's say a chicken.
It's very important, but we got to take it to
another level, like what about the sustainability of how that
food was created?
Speaker 3 (11:53):
Like what ingredients go into that food.
Speaker 1 (11:56):
So the idea is that what we're trying to do
is to increase the kind of sophistication of the encounter
between the store and the customer. I don't just go
in there and say I want that. Now the customer
is going and expecting a much richer kind of interaction
with the store, and you need to be able to
measure up to that expectation.
Speaker 4 (12:16):
So are your team members? Are your team members?
Speaker 5 (12:18):
I mean they have their handheld their devices and so
when you're talking about you at their fingertips, you're bringing
all that data forward.
Speaker 6 (12:27):
Can I offer something that I think is really incredible
that tractor supply is doing. So. I grew up on
a farm, and I remember something would break on the farm.
You're on a farm, You're out twenty thirty forty to fifty.
Speaker 4 (12:38):
Miles from what where the store is.
Speaker 6 (12:40):
Oftentimes maybe not in a place where Amazon's going to
show up and deliver that same day. To be able
to work with a retailer that understands when you have
to stop and go and get the correct solution for
the thing that broke down. The timing of crops or
the timing of when you've got to get cattle ready
for sale is so important that if you have to
go off and spend eight hours to track down where
(13:01):
do I get the thing that I need? It really
does have an impact on your profitability, your bottom line
as a farmer. And I think you guys are really
helping to bring technology into a way that really serves
your customers.
Speaker 1 (13:15):
We'll be right back after a short break. We're back.
I want you to dig into this a little more
because there are probably there is probably you know, when
I compare the two worlds that you guys come from,
(13:40):
consumer reactions, feelings about those two worlds are very different.
There's an enormous amount of customer dissatisfaction in healthcare. It's
annoying to go to your doctor or the hospital half
the time. Yes, seventeen million forms. Doctors hate digital health records.
Speaker 5 (13:55):
When you think about where healthcare started with the electronic
health record, it was everything that we did on paper,
We're going to now make it electronic. And I remember
talking to some EHR Electronic Health Record vendors twenty five
years ago and they're like, we're going to make it faster,
We're going to make it easier physicians. And I said,
never tell them that, because nothing is faster than a
(14:18):
piece of paper and a pen when it comes to documenting.
Speaker 4 (14:22):
And now the pendulum.
Speaker 5 (14:25):
Has shifted with electronic health records, with ambient AI, with.
Speaker 1 (14:30):
Quick quick do you mean by ambient da air?
Speaker 4 (14:31):
I can talk in the room, you know, the hey Google.
Speaker 1 (14:35):
Oh, I say okay.
Speaker 5 (14:36):
And you know we've been we've been piloting that in
some of our nursing units where they come into the
room and the end they can talk to the patient
and capture that information instead of sitting there with their
back to the patient typing.
Speaker 1 (14:50):
Yeah. So the simple act of if I can do
stuff while I am still engaged with you. Why do
I makes all the difference.
Speaker 6 (14:58):
In the world, Because you know, in my world, meeting
with customers really trying to listen and focus on what
do they need, what's the problem that they're trying to solve,
But then it takes thirty min it's forty five minutes
of quiet, focused time to just capture what are all
the next steps and what are the things that I've
got to go and do afterwards. And so that's less
(15:18):
time that I get to spend with the customer, and
it might mean less time that I'm really able to
focus in on what the customer is telling me. But
with tools that we have today that we're already using
and selling and providing for customers, we're able to take
recorded sessions like this, and the AI will summarize the
action items and we'll even set up a calendar appointment.
(15:39):
So I think about in healthcare, if I were able
to get the discussion with the doctor and they say, hey, Keli,
you're forty five, you need a colonoscopy, wouldn't that be
great if it was already scheduled and that that follow
up was already taken care of, because because I may
not want to schedule that I mean admitting that I
have forty nine forty five and have to follow but
mightbe more than I can handle.
Speaker 4 (16:00):
But if you.
Speaker 6 (16:01):
Can use and I'm making a joke, but imagine what
that will empower in terms of healthcare for us to
tools that take people from not wanting to deal with
the message and putting them into the next stuff.
Speaker 1 (16:15):
Kind of Well, this brings a question I had for al.
You're asking a lot more of your retail staff. They're
no longer simply managing a transaction. Now the real partners
with the customer. If you upgrade the technology, you have
to start redefining your relationship the role of your sports staff.
Speaker 2 (16:36):
If you notice I keep bringing up the customer and
the team member and they're intertwined. That's one of the
reasons why is because you got to think through all this.
As you add more capabilities, you got to increase the productivities,
Like how do I use AI to actually generate code?
Speaker 3 (16:50):
We actually do that.
Speaker 2 (16:51):
Now, how do we use it to generate test scripts
so that we can test things faster get it into market.
Speaker 3 (16:57):
And the same thing.
Speaker 2 (16:57):
Does apply, you know in the walls of the retail location.
Is because it's like how do I make replenishment faster?
How do I make you know, labeling faster in a store?
What's the process for that? So anything and everything is
on the table now.
Speaker 1 (17:13):
So you when you roll out of the big difference
between your world and Heathers is Heather You're at one institution.
How many stores does tract Supply have?
Speaker 2 (17:22):
We have twenty two hundred Tractor Supply stores and two
hundred at pet Sun stores.
Speaker 1 (17:25):
Yeah, so when you roll out something, do you roll
it out incrementally or do you do it in all
twenty two hundred places?
Speaker 2 (17:33):
Some days we do it in an incremental fashion. What
we do is, you know, we have labs within our
Store support Center and Brent La, Tennessee to support those locations,
and we test in those labs.
Speaker 3 (17:46):
Typically. The second thing we do is we work very closely.
Speaker 2 (17:49):
There's a group of stores that are considered, you know,
like the test stores, but they're they're the team members
that have more of that that engineering, that tinkering mindset.
So we've identified roughly one hundred stores and they basically
we deploy it to them and they test it and
they give us feedback and then we kind of iterate
through it and then we start deploying it two larger
(18:10):
volumes of the store of the change.
Speaker 6 (18:12):
I think we were talking about it earlier, which was
the role of the CIO really evolving. The work that
I've done at T Mobile for twenty years with my
IT teams is very different today than the work that
we were doing twenty years ago. And I think you all,
it's fun to hear you talk about your risk takers
(18:33):
or you want to move fast because of the speed
of what is happening with data and what is happening
with the connectivity solutions and what we can do with AI.
And I think in retail and in healthcare, there's people
that are willing now to push the limits. So you're
now a culture leader for your company, whereas before I
(18:55):
don't know if I thought of my head of IT
as a culture leader for the company per se. But
you're changing the way that people work. You're changing what
they are able to provide for their customers in profound ways,
and I think that's a really cool part of your jobs.
Speaker 1 (19:09):
How long before an IT person becomes the CEO of
a traditional bricks and motor company.
Speaker 5 (19:16):
That's my ultimate goal is to be CEO of the
hospital someday for reals.
Speaker 4 (19:21):
It's a big jump because.
Speaker 5 (19:25):
If you don't position yourself as a partner with the
strategy and with the business, especially in healthcare, then you
become the order taker. And my philosophy is I don't
want my IT teams to be order takers. I want
us to be seen as partners.
Speaker 1 (19:41):
I'm curious about the relationship between the interaction between you
and non IT people in your organizations. We spoke to
about this a little bit. I want to dig in
on this. Are there parts of your vision for the
company that are difficult to convince others of to explain
(20:02):
to do people get how you said, whether you guys
are at a tipping point? Do non IT people get that?
Do it?
Speaker 5 (20:09):
Is?
Speaker 1 (20:10):
It a hard time convincing?
Speaker 5 (20:11):
And sometimes I will tell you the introduction five of
a private five G cellular environment, first of it's kind
in healthcare. I really had to sell that to the
organization because they're like, well, we have Wi FI And
they said, then why do you keep calling me and
telling me that your calls are dropping from the o
R to the ICU.
Speaker 4 (20:31):
So putting it into.
Speaker 5 (20:33):
To some you know, to articulate not to talk about
the bits and the bytes, but to talk about what
problems are we trying to solve and can technology do that?
And if so, are you willing to do that with me?
Because I am not an end user in the host.
I don't I don't use the electronic health record, but
I have to make sure that it works and sitting
(20:55):
at the table and having the conversations.
Speaker 4 (20:57):
Because I will tell you when I go to do my.
Speaker 5 (20:59):
Budget every year, I don't know how you how are
but you know storage and compute and you know, a
new virtual server somewhere is not as sexy as IVY
pumps and an MRI machine. So I'm competing with you know,
the same dollars. And but yet I have to explain
(21:22):
to my peers, you can't have the cool, sexy stuff
if the foundation, if the infrastructure isn't there.
Speaker 4 (21:28):
We have to invest in.
Speaker 1 (21:29):
How large is your team your I T team.
Speaker 4 (21:32):
I have over four hundred you're four hundred people.
Speaker 1 (21:35):
How long is your team?
Speaker 2 (21:36):
So we have roughly four hundred team members and about
a thousand contractors that work for us.
Speaker 1 (21:42):
You're talking just about the it Yeah, Oh my goodness.
Speaker 2 (21:46):
Yeah, it's a it's a complicate it's a complicated enterprise.
Speaker 4 (21:50):
I mean a lot of different skill set.
Speaker 2 (21:51):
Five years ago, how large would probably half the size?
Speaker 1 (21:56):
Is that same for you headn't.
Speaker 4 (21:57):
Yeah.
Speaker 1 (21:58):
In other words, I should be telling my daughters there's
really only one thing you should be studying.
Speaker 4 (22:05):
Dentistry. CIOs have to prove the value of it.
Speaker 5 (22:11):
That's our I mean, we have to market it because
in healthcare and healthcare I t I'm not a revenue
generating department. I'm not a radiology department, you know, I'm
not a surgeon surgical department.
Speaker 4 (22:24):
I'm a cost center.
Speaker 5 (22:25):
So I have to show the value, whether that's qualitatively
or quantitatively, just about every single day.
Speaker 4 (22:32):
And so it's it's a balance.
Speaker 1 (22:35):
One of the things I love in when I'm talking
to people who are experts in a particular field is
they see the world differently than because you have an
area of expertise the rest of us don't have. Right,
So this is one of the question on those lines,
I would like every one of each of you to
describe a situation that you're in in the world where
(22:57):
you say to yourself, under your breath, you guys really
need my help. Give me the you guys, I actually
have one. I'm not an IT person I have on
you guys, not the story of my bank about it,
but I want alan We're going to go first, give
you an example of you guys really need play help.
Speaker 2 (23:15):
Honestly experiences at like concert events, sporting events. I think
there's a lot of opportunity and I'm not trying.
Speaker 1 (23:25):
To So what do you what do you go to?
Are you a football fan? What are you football?
Speaker 3 (23:29):
Concert? Yeah?
Speaker 1 (23:31):
What is it you want you're not getting?
Speaker 2 (23:33):
I mean, I want to be able to have the connectivity,
be able to interact more with the stats, with the
you know, what's happening on the field. I want to
be able to be in a position where I don't
have to leave my seat because I actually want to
watch the game.
Speaker 3 (23:45):
You know.
Speaker 2 (23:45):
If I'm at a concert, I want to be able
to you know, is there a way I could zoom
into webcams to see closer if I have bad seats
to the show, if I want to know the song
that they're playing, or you know, the number of times
they've played it depending on the type of music you like.
You know, I just see a much more interactive experience.
Speaker 5 (24:03):
So Heather, your choice choice, I'm going to stick with
how health care. It would just be lovely if if
a patient that moved either between hospitals, moved between states,
that we didn't have to fill out the forms again,
(24:26):
how nice would it be for that?
Speaker 1 (24:30):
Kelly.
Speaker 6 (24:31):
Yeah, I have a dear friend that has cancer, and
watching her try to figure out how to become an
expert in the medical field just so that she could
get the appropriate treatment and coordinating all of the different
doctors that were required, I think was really tough to watch,
and I think lots of unfortunately lots of families have gone.
Speaker 4 (24:53):
Through kind of that experience.
Speaker 6 (24:57):
I think one that I do every day, or it
seems like every day, is I get on an airplane.
And I think airlines have come a long way to
make it more digital and more self serve and more connected.
But I still think there's an awful lot that they
could benefit from in both your experience and being able
to focus on the experience of a person that's flying
(25:19):
all the time and what that experience could look like.
I think we've all decided we're going to sit like
we're in a bus and we just take it. But
I think there's a lot of things they could do
to make what it's like to try and manage a
travel schedule through flight and connect with people that you
(25:39):
love or business could be seller.
Speaker 1 (25:43):
I think what I just came up with listening to you,
which is it's just about deplaning from the airplane, drives
me up the wall. Right. So we have an AI
system that creates an algorithm what's the fastest way to
deplane this thing? And it looks and sees where you are,
how you're sitting. All you to do is punch in
(26:05):
how many bags you have, where they are, and then
you sit in your No one move. You sit in
your chair with your phone, and this is your chair. Malcolm,
get up now. I swear to God they would make it. Okay,
here's the other one say I at the same thought.
I was on it. I was in a vacation my family.
But some hotel. We go down the to the to
(26:27):
the restaurant in the morning. Person looks at me and
they go, what's your name? They type type it in,
what's your room number? Type it in? What's your telephone number?
Type it in, and then they stare at the screen
for what looks like forty five seconds. The email place
is half empty, and then they print out a piece
of paper and take it and put it on my
(26:49):
It's like, is this nineteen eighty five? Like, what is
going on here? Why can't the person all I want
to your point about healthcare? Maybe this is way way
lower stakes, but I just want someone to look me
in the eye and say, welcome to the restaurant. That's
all I want. Yeah, yeah, like this is I feel like,
will you give me yourself at the end of this
(27:10):
so I can just call you next time I had
this experience, I just hand the phone them I have
someone to talk to.
Speaker 4 (27:16):
Yes, Malcolm, thank you.
Speaker 1 (27:20):
Well, this has been incredibly fun. Thanks to all of you.
Good luck with what you do, and may you someday
we can do this in a couple of years, And
now I hope I'll be talking to the CEO of
Boston Children's and of Tractor Supply. This episode was made
(27:45):
in partnership with T Mobile for Business and iHeartMedia. Special
thanks to Calli Field, President of T Mobile Business Group,
Heather Nelson, Chief Information Officer at Boston Children's Hospital, al Letera,
Senior Vice president of IT at Tractor Supply, and the
entire production crew at iHeartMedia. This episode was produced by
(28:06):
Nina Lawrence, and Ben at Apph Haffrey, Editing by Sarah Knicks,
mastering by Jake Gorsky. Our executive producer is Jacob Smith.
I'm Malcolm Glama.
Host
Malcolm Gladwell
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