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(upbeat music)
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Before the COVID pandemic,
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we would make about 8 million tests a year, mostly for flu.
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In a really, really bad flu season
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we'd make 10 million tests a year.
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And we're now making 10 million tests a month,
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six months after launch.
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And so, and the assay was developed
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in basically three or four months.
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So as we step back and we've kind of looked
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at what did we do differently to make that happen,
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it normally takes three years to get an assay
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out by the way,
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and these are not made by hand.
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These are made by fully automated lines, where to make-
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bring this thing to life, we are cutting steel,
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programming robots, bringing up visual inspection systems,
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getting antibodies made in animals,
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and all in that same timeframe to scale and launch.
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And so, for us, I think the first thing was
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we made the mandate extremely clear, right?
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We need to get a COVID 19 test out that has
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this specific performance criteria by this date.
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And it's not a BD life science initiative.
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This is a BD companywide initiative.
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And every ounce of resource that we have
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as a company is available to this team.
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That's different than large companies normally run, right?
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That was the first thing we did was
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make the mandate very clear
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and that was very enabling to the team.
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And the second thing we did was we went
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and we took--recognizing we were going to try to
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do something unprecedented--is we very early on,
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in the first few days, looked and said,
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"Where is the best talent in the company
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to make this thing happen?"
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And so we went and we hand picked, this is again
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a life science segment project,
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we went in our pharmaceutical business and said
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"Here's the best GM that's the best operator,
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make him the program manager."
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We took a president out of BD Interventional,
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our implantable device business and said
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"You don't know anything about this life science
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but you're a heck of a commercial expert.
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We need you to lead this workstream on this."
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And we took talent from literally all different businesses
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around the company and put them as the leads
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on the project, as a team.
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The third thing is we, right off the bat,
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we started partnering differently than we had before.
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The key thing to getting a test out is getting
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the antibody that gives you the right performance.
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And so we were working with DARPA, with the universities
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around the world, with different companies
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who had antibodies, just in the hunt
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and also who could scale production?
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Because the other thing was we had our own
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installed production but very immediately we said
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"We want to go well beyond our capacity."
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And so we started identifying external
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manufacturing partners, which have been key
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to our scale up today, but we did that very, very early on.
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And then I think the fourth thing, which was, in retrospect,
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perhaps the most important, was how we empowered the team
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and how we took risk and concern off of their plates.
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And what I mean by that was at the end
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of every day of the project, myself, several members
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of my executive team were on the call with the project team
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and we would make early-on capital decisions on the spot.
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We need to spend $5 million
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in capital approved right now, go forward.
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By the way, if something doesn't work, we are taking-
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I personally, Tom, taking accountability for that.
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You have nothing to worry about.
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So, a good example would be I remember early on,
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there was a very promising antibody, ended up being one of
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the antibodies that is in our current test.
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Natural thing would be procurement.
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OK. We're ordered the pilot size batch for $200,000.
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OK.
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How long will it take to get the commercial size batch,
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if that works?
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Another three weeks,
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go ahead and order the commercial size batch
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A million dollars? What if it doesn't work?
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Don't worry about it. Order the commercial size batch.
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It's worth it. We're on a race here to get this to market.
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And the feedback from the team
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and the debrief on what that enabled them to do,
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when they said, "We have reagents that we found
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in North Carolina at a company," and we said
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"We're setting the BD plane and a BD Associate's going to
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pick them up."
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And we saved two days in getting them
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to San Diego where the R&D was happening.
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What that inspired in the team to know
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that the entire power of the company was behind them,
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the leadership team was behind them,
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and that again, this was truly a BD-wide initiative,
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that was, to them at the end of the day, what made them-
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they were going 24/7 around the clock.
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But to know that they--people had their backs,
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they had every resource they could get, that ended up being
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a tremendous part of the success equation.
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And I think it's a lesson of, that's really how,
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when there's an opportunity to innovate,
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you can often talk about big companies being
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at a disadvantage of small companies in terms of speed.
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It's ultimately that empowerment
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and taking risk off the table
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and making it that companywide initiative,
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where big companies can have advantages.
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(upbeat music)
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I think the industry is at its best
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when it's purpose-driven with a singular focus.
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And we have to recognize that
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although we compete on many occasions
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there are times when the competition is bigger
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than any individual company.
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And so I think that's why we were able to
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come together with GSK so fast.
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That's why there was tremendous collaboration
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between all the vaccine manufacturers trying to share data,
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trying to share advice, trying to make sure,
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through Warp Speed and other bodies, that we were doing
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whatever we could to enable others to move quickly.
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So many times that it was a race against the virus
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not a race against each other.
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I think we have to be realistic
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on the collaboration front that there's still
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some competition and we still, you know, run companies
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but I hope there are unmet needs where we all decide
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to try and adopt, like I touched on earlier,
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some way forward that allows everybody to share,
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to feed off each other, and to do something incredible.
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And maybe, just maybe, some of the regulators
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will also learn, or the governments, and say,
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"Well if we all pitch in with the similar philosophy,
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can we do something about colorectal cancer,
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or can we do something for children dying
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of neglected diseases?
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What can we do together?"
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And I think that would be a tremendous outcome,
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if we take that.
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I know we would step in,
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I'm sure pretty much everybody else would.
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You said up front Barry you know we--
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the industry's reputation, I think changed positively
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during the pandemic, but we're not there yet.
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You know, my own family's saying to me
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"When will there be a vaccine?" followed by
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"When will it be a safe vaccine?" followed by
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"Will it be a safe and effective vaccine?"
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Where will it be?
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What temperature will it be?
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Even my mother became somewhat of an expert
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in the temperature differences between vaccines.
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Everybody was interested and as the public got more informed
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we hope subsequently their attitude to population health,
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perhaps getting a flu shot annually will avoid tragedy
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because over half a million people
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die of influenza every year.
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So look, there's a lot in there. We'll see.
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But I think sentiment is strong to maintain that
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productivity and we hope to play our part.
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(upbeat music)
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As people are pushing the boundaries of ways
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that technology can bring new innovations to market,
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which helps push the industry forward overall,
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it's a very healthy dynamic, I think, that's going on there.
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And for us, I would just step back, one moment,
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I'll get back to innovation,
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but we think of Big Tech not only for--
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on the innovation side but also to transform our businesses.
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There's some really great--overall, I think our industry
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is quite far behind when it comes to
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go-to-market strategies from a digital perspective
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that there's a lot of learnings to be had
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from tech there, even as we think--
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we pride ourself in being a very--
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two-thirds of our associates are in manufacturing.
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But even we do a lot of partnering with Big Tech
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in applying AI to how we manage our inventories now.
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We're applying FinTech to how we're doing
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our accounts payable.
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So there's a lot of lessons to be had and
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great partnerships on just the performance side
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of the company.
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But, more on the topic that we're talking about here,
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innovation...
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someone would be crazy not to look at how you would
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tap into the great capabilities in AI,
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particularly in big data.
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There's varying levels on robotics and automation.
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There's many other companies other
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than Big Tech who have those as well, but
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in the right spaces, I have seen in a number of companies
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maybe jump in a too early in an eagerness to
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have a partnership without necessarily thinking it through.
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So it's important to think through
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what is each organization really bringing
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that's a competitive advantage for them.
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One of our partnerships, we announced last year
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which was with Microsoft, and they advertised very proudly
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on their their homepage,
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where we partnered to take all the data.
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We're pretty unique in that we're connected to 70%
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of all U.S. hospital electronic medical records, right?
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The BD data and connectivity engine is in 70% of
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of US acute care hospitals.
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There's not many companies with greater penetration of that.
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So we've got amazing data.
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We ended up partnering with Microsoft to utilize some
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of their most cutting-edge AI technology to start looking
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at all the data coming from our systems.
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If you asked anybody in our industry over the last 10,
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20 years, even today, "Are we an innovative industry?"
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The answer will be a resounding yes, every which way.
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But if you actually probe further,
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often that's work in the lab, at the bench,
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by a small number of large companies.
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And you know, I think the industry's been through a wave
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of big signature collaborations or
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you know, partnerships that have made everybody feel
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like comforted that we're collaborating.
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But if you asked anybody in the company, "How has it-
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how have things changed?"
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They would say, "Well, they haven't really, we're waiting
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for the outcome of that project
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with that big data provider."
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And I think we just have to be honest with ourselves.
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Nothing's right, but nothing's wrong.
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I think we are delighted--
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I'm a little bit with Tom--
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Big Tech coming in is only for good because
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if it means a patient gets a better outcome,
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wears an app, has their blood ox actively managed,
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it's all good because if they're doing things
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where there's gaps, then it's better for everybody.
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I think the challenge for pharma in general is
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the tech side has been applied on top of, or
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in very particular instances.
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And for Big Pharma, I don't know many great examples
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of companies that have completely reinvented themselves
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bottom-up, as data and digitally led.
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And I think we have to just be brutally honest and say
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"That's a hell of a journey."
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You know, I interviewed somebody today
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for a very specific technical function
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who showed up as strong on digital and data
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as he did on the function that was not related.
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And I think what it showed me was that I've set a new bar
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for people particularly in senior positions that
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they need to not only be able to do their job correctly,
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create inclusive environments, innovative environments,
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but they need to have the curiosity
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and the self-starting mindset to have equipped themselves
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to understand where they'll be disrupted,
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their role that they're taking on,
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and what they will do from a digital and data perspective
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to create a vision for their people.
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It's not going to to be just left in the CDO office.
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I think the expectation of new leaders, particularly now, is
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that everybody is digitally competent minimum, and that-
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but you can be sophisticated enough to express a future,
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one that is AI or automation, whatever driven.
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I think, secondly, we prove we can operate remotely.
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Can we innovate and collaborate remotely?
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We're going to find out, as the longer this goes on,
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but I also am very excited about what it means
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for the future of work.
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Doesn't keep me awake, but I need to create an environment
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where people can be at the best version of themselves
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and pulse that, dip in and out, and still retain
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the mental health from the collaboration, the connection,
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the spontaneity.
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(upbeat music)
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For us at BD, the first thing was
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being able to get those issues on the table
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and have open, frank discussions.
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And I think that's true of probably every company
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in our industry, right?
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Is these are issues that weren't
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being talked about openly. They were uncomfortable issues,
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and it takes leadership engagement to say,
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"It's okay to talk about these issues in the workplace."
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We don't have the answers to these issues
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but we're going to talk about them
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and we're going to take a position on them when it matters,
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because it matters.
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First of all, I think we're fooling ourselves,
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if we think it's acceptable to run companies
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that aren't representative of society.
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Now, it takes a bit of effort and energy
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but it's overdue and we can't fool ourselves any longer,
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so let's just put that out there.