Will Humphreys and Justin discuss how involving clinical directors to redesign patient visit workflows freed up clinician time. Reframing changes as reordering rather than changing care got buy-in from the team and produced significant time savings.
And what was really smart of me was that I didn't do it myself. I, I had better people smarter than me. Like, my clinical directors work together to go, how can we maximize a visit? And, you know, this was a touchy subject because, you know, Justin, people in our space, especially pts, they don't want to be told how to, how to treat. But when we worked with them to help them see that, like, hey, listen, the order of things, we're not asking you to change what you do. What we're saying is, can you do it in this order? Because for you, it's going to free you.
Up, right?
And then they would buy into that. And that's when we started to see some maximum gains. And so, yeah, I mean, that was something like in our world that, like we were doing really well at. But then when we changed that, it freed up all this time. It was a really, it's a powerful thing in that regard activity to get them to like, buy into it because you already know where you want to land.
It's not that it is an activity that by default you can't map the whole thing. No one person can map any business's entire solution set or ecosystem or flow of patients or flow of customers. So by default, you need the input from the entire team. As soon as you get the input from the entire team, they now own the solution that they come up with.
