Latest / Becker’s Healthcare Podcast / Interoperability at scale: The path to smarter, connected care

Transcript

Interoperability at scale: The path to smarter, connected care · Becker’s Healthcare Podcast

• 0:00
  Hi, everyone. This is Lucas Voss with Becker's
• 0:02
  Healthcare. Thanks so much for tuning in to
• 0:04
  the Becker's Healthcare podcast series. It's great to
• 0:07
  have you. We're talking about interoperability
• 0:10
  at scale today, the path to smarter
• 0:13
  connected care. And I'm very excited to have
• 0:16
  Scott Sagehorn on today. He's the vice president
• 0:18
  and general manager of SmartCare Business Unit at
• 0:21
  Stryker
• 0:22
  Medical. Scott, thanks so much for taking some
• 0:24
  time for us and being here today. It's
• 0:25
  great to have you. Hey, Lucas. Glad to
• 0:28
  be here. This is exciting. I'm I'm looking
• 0:29
  forward to chatting with you. Yeah. We have
• 0:31
  a lot of ground to cover today. I
• 0:33
  do wanna start us off with introductions really
• 0:35
  quickly. Scott, if you wanna go ahead and
• 0:37
  just share a little bit about yourself and
• 0:39
  and your work in health care.
• 0:41
  Yeah. So I I I guess at a
• 0:43
  really high level, in 2025, I led a
• 0:45
  business unit here at Stryker called Acute Care,
• 0:48
  and it was really our our bed stretch
• 0:50
  of portfolio, and we've made some acquisitions over
• 0:52
  the last
• 0:53
  five years that would took us really down
• 0:55
  deep into this digital pathway with Vocera and
• 0:57
  Care AI. And so, like, right now,
• 0:59
  at a high level, I I I lead
• 1:01
  in 2026,
• 1:02
  our smart
• 1:03
  smart care business unit,
• 1:05
  that sort of sits right at the intersection
• 1:07
  of
• 1:08
  our connected devices,
• 1:10
  Carrie, I, Vocera, and the broader connected portfolio,
• 1:13
  our digital platforms here at Stryker,
• 1:16
  good communication and and ambient intelligence. And so
• 1:18
  my team's folks right now is really pretty
• 1:21
  simple. We help health systems turn,
• 1:23
  really fragmented
• 1:24
  kind of capital equipment environments and point solutions
• 1:27
  into
• 1:28
  more connected,
• 1:30
  more intelligence driven ecosystem,
• 1:33
  solves problems for them, helps improve safety, efficiency,
• 1:35
  and staff experience, things like that.
• 1:38
  And I'm excited to have you on specifically
• 1:40
  because you have so much experience
• 1:42
  in making these turns. Right? And and you've
• 1:44
  certainly had a front row seat to to
• 1:46
  some of these major shifts in digital health
• 1:48
  over the last couple of years, certainly, and
• 1:50
  in 2025
• 1:51
  as well and now into 2026,
• 1:53
  as you just mentioned. As organizations
• 1:56
  integrate
• 1:57
  more advanced technologies,
• 1:59
  some of them you've touched on just now,
• 2:00
  how have you seen problem solving evolve at
• 2:03
  the system level,
• 2:05
  especially when we talk about safety and efficiency?
• 2:08
  Yeah. I think one of the most important
• 2:10
  shifts is that, you know, while the like,
• 2:12
  the I call them the micro problems in
• 2:14
  health care really haven't changed a whole lot.
• 2:17
  Those macro problems,
• 2:19
  have have really intensified, especially since COVID. I
• 2:21
  think that was one of the the bigger
• 2:23
  turning points in health care. And, you know,
• 2:26
  the micro level hospitals have really always dealt
• 2:28
  with things like pressure injuries and falls and,
• 2:31
  cognitive overload and all all those, like, never
• 2:33
  events that we hear about. And Stryker,
• 2:36
  you know, frankly, we we make
• 2:38
  a lot of really good products that help
• 2:40
  solve for those and so do other great
• 2:42
  med tech companies as well. And what's changed
• 2:44
  is that,
• 2:45
  leaders of health care organizations are now under
• 2:47
  this intense pressure to solve
• 2:50
  enterprise level problems. Right? So those problems that
• 2:53
  those point solutions simply can't address on their
• 2:55
  own.
• 2:57
  I hear things like workforce shortages,
• 2:59
  big issue post COVID variation in care,
• 3:02
  delivering quality outcomes, and not not pre COVID
• 3:05
  quality outcomes, but getting better than we were
• 3:08
  pre COVID.
• 3:10
  Cost pressures are a real issue right now,
• 3:11
  and then operational efficiency. And so at the
• 3:14
  same time,
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  you know, hospitals have already made a massive
• 3:17
  investment in smart products, and they really proliferated
• 3:20
  in health care here over the last five
• 3:22
  to seven years, things like smart beds and
• 3:24
  smart devices and smart pumps and
• 3:27
  EHRs
• 3:28
  and your your strategic digital platforms, platforms,
• 3:31
  lab and workforce management. And I think the
• 3:34
  frustration that I hear
• 3:35
  more than anything is that they've made this
• 3:37
  huge investment in all this technology,
• 3:39
  smart technology, but it's still sort of operating
• 3:42
  in silos, and they want more out of
• 3:43
  it.
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  Speaking of silos, I think that's really critical,
• 3:47
  especially when we talk about the clinical side
• 3:49
  of things and and clinical teams,
• 3:51
  especially.
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  What makes these technologies,
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  some of them, again, you've touched on just
• 3:57
  now,
• 3:58
  meaningful for clinical teams today? And where are
• 4:02
  they starting to make the biggest difference, especially
• 4:04
  when we think about silos?
• 4:07
  Yeah. I mean, we we talk a lot
• 4:08
  about ambient intelligence and automation across care settings,
• 4:11
  and it's
• 4:12
  we're just at the start right now. Mhmm.
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  I mean, the the the market is is
• 4:17
  not mature right now. I think a lot
• 4:19
  of the med device companies are learning alongside
• 4:21
  customers, which makes an interesting partnership opportunity
• 4:25
  as we do this thing together. But from
• 4:26
  an AI perspective, I think Ambient Technologies is
• 4:30
  is most meaningful when it sort of disappears
• 4:32
  into the background, and it it gives time
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  back to clinicians. And when it becomes something
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  else that they have to manage, more clicks,
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  more buttons, more things to do, more things
• 4:40
  to keep their eye on, it it fails.
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  And it's, you know, it's med device companies
• 4:44
  that are specifically looking at these types of
• 4:47
  technologies. You've gotta think about the workflow
• 4:49
  and the amount of steps that people have
• 4:51
  to do. So there's a lot of focus
• 4:53
  right now on Ambient,
• 4:55
  also as the the definition of smarter hospitals.
• 4:58
  And a lot of the conversations that I
• 4:59
  do have with customers is about making their
• 5:02
  hospitals smarter.
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  And Ambient comes up quite a bit, and
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  I think it's a little bit of an
• 5:07
  incomplete story when you bring Ambient into, like,
• 5:11
  the single tip of the spear for smarter
• 5:13
  hospitals. Ambient, I think, is important,
• 5:15
  but it's clearly and and it definitely just
• 5:18
  one input to helping hospitals get smarter. Like,
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  the value
• 5:22
  starts to show being signals and the data
• 5:25
  associated with that are are combined in a
• 5:27
  meaningful way with,
• 5:29
  workflows
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  and other product data and communication
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  Mhmm. I mean, it's across the system.
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  You touched on the usability piece, which I
• 5:39
  think is so important. People to be able
• 5:42
  to adopt something, people have to actually use
• 5:44
  it and like to use it, which is
• 5:45
  really, really key.
• 5:47
  For you personally too and from your work,
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  what are some of those key ingredients of
• 5:50
  an ecosystem that allows digital tools to work
• 5:53
  together in a way that actually
• 5:55
  reduces complexity, right, rather than adding to it?
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  What are some of those ingredients that need
• 5:59
  to be there for this to all work
• 6:01
  together?
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  I mean, I I I
• 6:04
  there's a lot to it. I could tell
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  you that
• 6:07
  most conversations that I have with,
• 6:10
  folks at hospitals that are, you know, your
• 6:12
  chief digital transformation offers, those that are thinking
• 6:15
  about interoperability and they're thinking about
• 6:18
  workforce management and AI,
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  they ideate a lot. Right? Because the sky
• 6:23
  is the limit here with the things that
• 6:25
  you can do. The technology is so good
• 6:26
  right now, but I think good middleware becomes
• 6:28
  a part of that. Right? When you're servicing
• 6:31
  data, you're getting products to work to each
• 6:32
  other. You're getting platforms to interoperate and work
• 6:35
  with each other. So really good solid middleware.
• 6:38
  I think about it as, like, infrastructure.
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  Right? The things that are critical to
• 6:44
  helping hospitals get smarter, middleware is certainly a
• 6:46
  big part of that. I think good communication
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  and how people
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  talk and communicate with each other is part
• 6:52
  of that infrastructure.
• 6:53
  The intelligence and the the information that lives
• 6:56
  within products is really important.
• 6:58
  Mhmm. You know, when we think about our
• 7:00
  platform here at Striker, the smart hospital platform
• 7:02
  that we're building,
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  being event driven is really important. And that
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  means when something happens in one system, whether
• 7:09
  it's in EHR, it's on a product, or
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  it's in another,
• 7:13
  strategic platform like a lab or or your
• 7:15
  workforce planning platform,
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  all those other systems can react with each
• 7:19
  other in real time. So an example of
• 7:21
  that might be
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  if a bedrail goes down,
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  and it's not supposed to,
• 7:28
  your
• 7:28
  badge or your phone can get alerted. Right?
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  Pretty simple.
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  You know, that's that's a lot different than,
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  like, dashboards
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  that really are are prevalent right now in
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  health care that that tell you what happened
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  after the fact.
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  I think,
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  like,
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  really good solid real time analytics across all
• 7:48
  of your domains is a really big part
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  of that infrastructure. So, like, when lab values
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  show up,
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  vitals come out of the ICU,
• 7:55
  and device data all kind kinda come together
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  instantaneously.
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  You can sort of identify risk patterns in
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  things like sepsis,
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  you know, those those
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  risks and those events that happen in health
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  care. And you can do that without manual
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  interpretation delay, which is what real time interoperable
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  systems allow you to do. And I I
• 8:16
  I also
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  I think that most
• 8:19
  hospital executives that I talk to,
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  I think openness really matters. So hospitals
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  we know at Stryker that hospitals are never
• 8:28
  gonna use Stryker as their only technology vendor,
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  and
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  it's rare where you'll find a hospital where
• 8:33
  they have one tech vendor. So we know
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  that. Right? So the platform is has to
• 8:38
  be ultra open.
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  It's gotta be developer friendly. It's gotta be
• 8:42
  flexible. It's gotta be extensible. And, you know,
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  I I I know that that hospitals smart
• 8:47
  hospitals
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  aren't templated. Right? They're curated. They're crafted, and
• 8:51
  every organization has to be different. So I
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  think that
• 8:54
  infrastructure that I walk through is is probably
• 8:57
  the most important part with middleware being the
• 8:59
  the really, like, central to that.
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  You talked about the the leadership piece here
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  just a second ago. Acquisitions and partnerships have
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  have played a a role across the industry
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  as as organizations look to expand their their
• 9:10
  digital capabilities.
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  And I'd love to know this is really
• 9:14
  important, and I love talking about this. How
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  can leaders determine
• 9:18
  which innovations will meaningfully impact their organizations
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  versus those that might just be hype.
• 9:25
  Yeah. And I I think that,
• 9:27
  really, you can you can think about this
• 9:28
  from a med tech leader perspective, but also,
• 9:31
  hospital executives and hospital and health care leaders.
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  And I I think there's
• 9:35
  really one
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  simple question that you can ask is one,
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  does does it reduce fragmentation in the system
• 9:41
  or does it add to it? Right? And
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  I think we here at Stryker, we had
• 9:45
  to look in the mirror,
• 9:47
  on this ourselves. And, you know, Stryker, we
• 9:49
  had hundreds and hundreds of of smart products
• 9:52
  that were part of our advanced advanced digital
• 9:54
  health care portfolio, and each one of those
• 9:56
  products had its own platform, right, its own
• 9:59
  deployment model. It's
• 10:00
  the the technical debt for customers was was
• 10:03
  heavy, and, you know, that mirrors the exact
• 10:06
  problems that hospitals face right now. You have
• 10:08
  thousands of products that have platforms and have
• 10:11
  connectivity and have data,
• 10:13
  and it becomes super fragmented in the amount
• 10:15
  of technical debt that customers carry is intense,
• 10:17
  especially on IT. And so we've made this,
• 10:20
  a really deliberate decision here to move new
• 10:22
  towards a a one striker, one platform,
• 10:26
  and you're getting into the technical stuff, one
• 10:28
  instance, multitenant cloud deployed. Right? One security model,
• 10:32
  one install,
• 10:33
  one connection to the EHR. It's really a
• 10:35
  a big request from our customers. Like, hey.
• 10:37
  We we are great customers of yours. We've
• 10:40
  invested heavily.
• 10:41
  We need to work from a technical perspective
• 10:43
  with one striker. And so that's also why
• 10:46
  we're not really trying we're not trying to
• 10:47
  own everything. Right? We're not trying to be
• 10:50
  one platform to to rule it all.
• 10:53
  We're not betting on a lot of things.
• 10:54
  You know, people talk about large language models,
• 10:57
  and there's some work that we're doing with
• 10:58
  some Stryker specific LLMs in partnership with a
• 11:01
  handful of companies. But, you know, they're they're
• 11:04
  your big five are gonna take that.
• 11:06
  Maybe they get, you know, they they get
• 11:08
  they become,
• 11:10
  ambiguous over time, and and and they just
• 11:12
  become commoditized.
• 11:14
  We're not trying to become an algorithm company.
• 11:15
  Instead, what we're doing is we're building a
• 11:17
  platform here that can that can run whatever
• 11:20
  models or algorithms customers choose because the the
• 11:23
  the lim they're limitless right now. Right? And
• 11:25
  we run them through our endpoints on our
• 11:27
  platform,
• 11:28
  other products on the platform as well in
• 11:30
  a in a way that's
• 11:31
  easy to manage and actually delivers value for
• 11:34
  our customer. It's open. It's it's extensible. It's
• 11:36
  flexible.
• 11:38
  We'll work with anybody.
• 11:40
  The The limitlessness
• 11:41
  piece is very interesting too because I think
• 11:43
  that that's so key for folks and, again,
• 11:44
  the flexibility part that you just mentioned.
• 11:47
  Is that what excites you most about the
• 11:49
  potential of this model, and how do you
• 11:51
  see it influencing decision making too as we
• 11:53
  move into 2026
• 11:55
  and and certainly beyond?
• 11:57
  I mean, it it it it is a
• 11:58
  big part of what excites me.
• 12:01
  One, because of the flexibility and how things
• 12:03
  are changing.
• 12:04
  You know, one of the things that we
• 12:05
  we hear a lot from customers is is
• 12:07
  in which a an open extensible
• 12:10
  event driven
• 12:11
  allows them to do is kind of move
• 12:13
  away from retrospective
• 12:16
  data and information reporting into
• 12:19
  more real time orchestration of events that are
• 12:21
  happening. And, you know, on on the clinical
• 12:23
  side, you can you can watch risk and
• 12:25
  and flow as it happens. And instead of
• 12:28
  waiting for, you know, that monthly report that
• 12:31
  says we had too many falls, like, the
• 12:33
  platform detects those types of things and those
• 12:35
  patterns in in near real time, and it
• 12:37
  automatically changes the work the way that work
• 12:39
  is routed. And an example of that, I
• 12:42
  think, is just
• 12:44
  really dynamically
• 12:45
  adjusting, like, routing patterns and escalating delays or
• 12:49
  trigger triggering virtual support through the Curie platform
• 12:52
  before a situation becomes a problem. And those
• 12:54
  are real low hanging fruit that's, like, very
• 12:58
  real and possible right now on a lot
• 13:00
  of the technology that exists. And at the
• 13:02
  enterprise level, I think leaders are finally getting
• 13:05
  a single view of how their connected assets
• 13:07
  and their workflows are performing across the system.
• 13:10
  You can do a lot of things with
• 13:11
  it. Right? And, again, we get into flexibility
• 13:14
  and and things like that, but understanding which
• 13:16
  sites or units are outperforming others and why,
• 13:19
  and you see adoption and utilization of your
• 13:22
  digital capabilities in real time, and you're you
• 13:24
  you begin to build it sort of tie
• 13:27
  your capital investments and digital projects to real
• 13:30
  measurable improvements.
• 13:32
  And I think in that world, right, and
• 13:34
  we're like I said, we're at the very
• 13:35
  beginnings of this. It's just gonna continue to
• 13:37
  accelerate and get better and better over time,
• 13:39
  but
• 13:40
  a smart hospital platform is
• 13:42
  is less a piece of technology, and it's
• 13:45
  it's
• 13:46
  it's more of, like, an operational, like, backbone
• 13:49
  of the organization, and it gives executives a
• 13:52
  lot of confidence. They need to make
• 13:54
  bolder decisions,
• 13:55
  right, to drive better care,
• 13:57
  because they can see the impact and adjust
• 13:59
  course quickly. So I I think there's I'll
• 14:01
  I'll say one more thing here. I think
• 14:02
  it also creates
• 14:04
  choice and optionality, which is really important.
• 14:07
  Like, organizations can start with and we have
• 14:09
  a lot of customers that do this right
• 14:10
  now. Let's start with one thing. Right? One
• 14:12
  single use case,
• 14:14
  bed exit, chair exit, hand washing.
• 14:17
  And they can take that use case, and
• 14:18
  they they can expand over time. And they
• 14:21
  can do that without rearchitecting everything and creating
• 14:24
  new connections into other products that they're bringing
• 14:26
  into the use cases. And so
• 14:28
  from an operational perspective,
• 14:31
  that type of flexibility is is, I think,
• 14:33
  essential in in the environment that we're in
• 14:35
  right now where priorities are changing quickly, and
• 14:37
  you know that. It's every week something's changing,
• 14:41
  and having some stable architecture that allows flexibility
• 14:44
  is super important.
• 14:46
  Speaking of which, the changing landscape, I I
• 14:49
  do wanna do a little bit of a
• 14:51
  future outlook for here you two of the
• 14:53
  I know it's it's a little hard as
• 14:54
  you just mentioned. It changes every single day.
• 14:57
  There's something new. Right?
• 14:59
  Looking ahead, you know, three to five years,
• 15:01
  what does success look like for hospitals that
• 15:04
  are embracing this more connected intelligence driven approach
• 15:07
  right now, specifically around care delivery? And and
• 15:10
  what are some of those indicator that will
• 15:12
  matter most for executives to see, okay, this
• 15:14
  is actually
• 15:15
  making we're actually making progress?
• 15:18
  I mean, I I think
• 15:20
  some of this is just my own opinion.
• 15:22
  A lot of it is informed by customers.
• 15:23
  But I
• 15:25
  I think that
• 15:26
  in three to five years,
• 15:28
  successful hospitals,
• 15:30
  you know, now a lot of your bleeding
• 15:33
  edge customers will call themselves high-tech, right, which
• 15:36
  they are.
• 15:38
  But I think it sort of moves to
• 15:39
  this,
• 15:41
  and the hospital executive said to me to
• 15:44
  this to me at one point, quietly intelligent.
• 15:47
  Right? So the technology
• 15:49
  feels
• 15:50
  feels less visible,
• 15:52
  but it's more present in in helping care
• 15:54
  teams do the right thing at the right
• 15:56
  time without constant friction, which technology
• 15:59
  does create friction right now. It is a
• 16:01
  double edged sword in health care.
• 16:03
  I think success looks like
• 16:05
  hospitals that can adapt quickly without sort of
• 16:08
  ripping and replacing technology every few years.
• 16:11
  I think from an executive level,
• 16:13
  they're gonna look at at whether they've reduced
• 16:15
  variation in care and stabilized their workforce challenges,
• 16:18
  which is a real issue right now, improved
• 16:21
  their their outcomes, like driving more quality outcomes,
• 16:24
  and they've
• 16:25
  simplified their technology footprint. There's just too much
• 16:28
  tech in health care right now. It's gotta
• 16:30
  get simpler.
• 16:31
  I think they're gonna care about whether
• 16:33
  all the new use cases, whether they're ambient
• 16:36
  or communication
• 16:37
  or product use cases,
• 16:39
  if they can get deployed in just a
• 16:41
  few days and and not months, which at
• 16:44
  times it takes a long time to bring
• 16:46
  these new use cases
• 16:47
  into health care because of the amount of
• 16:49
  change management has to happen. And
• 16:51
  and and I think whether innovation feels additive
• 16:53
  and not disruptive, and like I said earlier,
• 16:55
  it can feel disruptive right now. I I
• 16:58
  think those are big parts of it. I
• 16:59
  I also think that, more importantly, that
• 17:02
  they're gonna know they've they've been successful when
• 17:05
  their their teams and their hospitalists and their
• 17:07
  doctors and their nurses
• 17:09
  say that this
• 17:10
  actually makes my job easier. Right? The successful
• 17:14
  organizations are gonna be the ones that can
• 17:16
  evolve
• 17:17
  without constant disruption, without friction.
• 17:20
  And I think, ultimately,
• 17:21
  success shows up when the clinicians have great
• 17:24
  experiences and the patients are getting good
• 17:27
  outcomes. Because if that technology
• 17:29
  consistently makes work easier
• 17:32
  and more coordinated,
• 17:33
  that's a strong signal that the strategy is
• 17:35
  working.
• 17:37
  It's the ultimate marker of success. What are
• 17:39
  the people saying? Are the people happy? Are
• 17:41
  the teams happy? Which is really, really crucial.
• 17:43
  Scott, it's so great to have you on.
• 17:45
  I wanna turn the floor over to you.
• 17:46
  Anything else that you wanna add that we
• 17:48
  might have not touched on that's important in
• 17:49
  our context today?
• 17:51
  Yeah. I think there's probably two or three
• 17:54
  things on my mind, and and,
• 17:56
  you know, the the deeper you get into
• 17:59
  conversations with the more progressive customers, the the
• 18:02
  things that I've I've learned,
• 18:05
  that if you're
• 18:06
  at the beginning of your journey of helping
• 18:08
  your hospital to get smarter, it might be
• 18:09
  one single use case. It could be big
• 18:12
  system of care,
• 18:14
  workflows that you're working on is that there
• 18:16
  there is no single blueprint
• 18:19
  for a smarter hospital.
• 18:20
  Right? I think the most effective approaches that
• 18:22
  I've seen,
• 18:23
  they focus less on prescribing solutions for their
• 18:27
  caregivers and more on creating the conditions for
• 18:30
  that intelligence and that innovation to emerge. Right?
• 18:33
  That's a big part of why getting the
• 18:35
  infrastructure,
• 18:37
  is so important.
• 18:39
  I think that means
• 18:41
  investing in in more open and flexible infrastructure
• 18:44
  that allows your data and your all your
• 18:46
  devices and your teams to work together in
• 18:48
  a way that that reflect the organization's reality.
• 18:52
  You know, I I think once you get
• 18:53
  that foundation in place, you can build really
• 18:56
  highly customized end to end workflows,
• 18:59
  whether it's for stroke care, critical care, or
• 19:02
  just, like, everyday operations in a room. And
• 19:05
  you do that not because someone
• 19:08
  for you, but because the system,
• 19:10
  can adapt. And and and getting that right
• 19:13
  up front is really important.
• 19:15
  I would also say that technology
• 19:16
  is not it it is the easy part.
• 19:19
  Right? Like, the real determinant of success is
• 19:22
  is governance.
• 19:24
  It's culture.
• 19:26
  It's how you choose to use the platform.
• 19:28
  It's change management. And I think the organizations
• 19:30
  that get the the most out of their
• 19:32
  technology from the smart hospital platform are the
• 19:34
  ones that that co design those use cases
• 19:37
  with clinicians and with operations and not just
• 19:40
  IT or not just the vendor.
• 19:42
  They treat the platform as a a long
• 19:44
  term asset for them, and they build really
• 19:46
  clear road maps.
• 19:48
  Simple things at first that they can build,
• 19:50
  improve efficacy on, and they build it on
• 19:52
  top of that, and then they hold themselves
• 19:54
  accountable to the outcomes and not just deployments.
• 19:57
  Really important.
• 19:58
  Scott, again, so great to have you on.
• 20:00
  Thanks for taking some time for us today.
• 20:02
  It's fantastic to have you. Yep. Thank you.
• 20:05
  And we also want to thank our podcast
• 20:07
  sponsor, Stryker. You can tune in to more
• 20:09
  podcasts from Becker's Healthcare by visiting our podcast
• 20:11
  page at beckershospitalreview.com.