Health Innovators
Health Innovators

Episode 78 · 10 months ago

How Amazon’s growth principles apply to healthcare w/ Steve Anderson, author of “The Bezos Letters”

ABOUT THIS EPISODE

Technology: you know it’s a good thing, but it changes so fast - sometimes you just need someone who can break it down, parcel it out, and help make sense of it all.

Steve Anderson’s interest in technology was so compelling, he left his career in insurance to build his own business helping other companies do just that: make sense of all that technology.

After discovering early shareholder letters penned by Amazon’s Jeff Bezos, he began making the connections between cutting-edge technology, customer obsession, and Amazon’s success.

“The Bezos Letters: 14 Principles to Grow Your Business Like Amazon” is the result of those letters and Steve’s research on the guiding principles that helped build a trillion-dollar company.

Humble, funny, and incredibly insightful, Steve delivers insights and knowledge you do not want to miss out on. If you want to run your business like Bezos, you want to watch this show!

So, grab a notebook and a pen because you’re going to want to take notes.

Here are the show highlights:

  • What successful failure is and why it’s a thing (9:22)
  • How to practice dynamic invention and innovation (14:52)
  • The importance of having every employee think like an owner (17:42)
  • The key practice that is a sure path to profit (22:16)
  • What customer obsession really looks like (28:31)
  • Why technology is a big value add for customers (37:05)

Guest Bio

Steve Anderson parlayed his early days in the insurance industry into a career as a speaker and consultant on technology and risk.

Steve is a firm believer that we can all impact our world and make our marks for the better through a risk and growth mindset.

So sure, in fact, that he authored the best-selling book: “The Bezos Letters: 14 Principles to Grow Your Business like Amazon.”

Steve earned his BS in Business Administration and Economics from Taylor University and his Masters in Legal Studies and Insurance Law from the University of the District of Columbia.

Check out “The Bezos Letters” at TheBezosLetters.com or, if you’d like to reach out to Steve, you can connect with him on LinkedIn at Steve Anderson.
 

You're listening to health innovators, apodcast and video show about the leaders, influencers and early adopters who are shapingthe future of healthcare. I'm your host, Dr Roxy Movie. Welcome back healthinnovators. I am so excited about today's episode. We are going toshape things up a bit. We're doing something very differently than we normally have. So for the last two and a half years we have pretty much solelyinterviewed healthcare influencers, early adopters or innovators themselves. And I read the bezosletters a while back, last year, and I just thought I would loveto have Steve Anderson on the show so we can pick his brain and findout a little bit more about how this even came about and then also tobe able to learn I think there's a lot of wisdom that we would beable to learn from his book that applied to the healthcare industry. So,without further ADO, welcome Steve Anderson, the author of the bezos letters.Welcome to the show, Roxy. Thank you so much for having me.I'm looking forward to our conversation. Yeah, so, so let's just get startedby telling our audience a little bit about your background. And then howthis book even came about. I think that's such an interesting store. Sure. So I come out of the insurance industry early in my career work fortwo different insurance agencies, selling insurance primarily to businesses, and during that timeI also developed a real interest in technology and so shifted in one thousand ninehundred and ninety nine to starting my own firm and starting to help the industry, primarily insurance agents and brokers, understand all this new technology that was comingand how they could apply it to their own organization. And you know,the last twenty five years I've been doing that. Well, probably should actuallyfigure out the date, but probably about three, four or five years agoI was really looking at all of the technology and how rapidly it was changingand started asking the question is the biggest risk and organization faces actually not takingenough risk? And because technologies changing fast, organizations didn't have the time they usedto have to kind of figure things out right. It was just happeningset of much, much faster pace. Yeah, and so exploring that question, I started looking at businesses, not just insurance but just businesses that hadmade the transition well and those that had not. And in some obvious namesnow, I think blackberry, blockbuster, sears, Kodak, you know,all struggled with technology changing on them and their core businesses being really decimated andthey took too long to pivot and change and then looked at companies that haddone it well, and that's where I came across Amazon, and certainly knownas a inventive and innovative company, and I discovered the letters to shareholders thatJeff Bezo started writing in one thousand nine hundred and ninety seven, when theyfirst went public, and wrote every year actually up until last year. Nowthe book covers up to two thousand and eighteen letter which was published in twothousand and nineteen, and what I discovered in that was principles that I believethat Bezos and Amazon used to grow that I think could apply to any business, regardless of, you know, whether they sell stuff online or retail storesor other types of businesses. So it's it's interesting to me how this thispath has really transformed and changed your life...

...and and I mean I know it'snot one letter, but it's a let a shareholder letter from one thousand ninehundred and ninety seven by one man, his just really transformed your life.That's just really incredible and what a brilliant idea where you were able to translatethese shareholder letters into these growth principles. So how did that come about andwhat was that like for you? So early on? I mean, Iliterally read a couple letters and thought wow, you know, there's a lot ofreally good information here that I think again, any business could use,and so I actually created that. First step was creating a one page summaryof each of the letters, you know, kind of key metric sales or numberof customers, and then key quotes and then kind of takeaways. Youknow, how can this apply? And I actually was going to created itas a PDF giveaway. Right, give me your email address, lead magnet, whatever you know, however you want to call it. And fortunately mywife has been in the book, book publishing business for a long time,and sent it out to a couple of people, including her, and sheimmediately came back and said this is a book, this is not a giveaway, and so that started the process of writing the book. And in kindof a quick story there, even that shifted because I started writing, youknow, the book in Chronological Order Right One seventy said this, ninety eightysaid this, you know, etc. And because I am fortunately married toa brilliant author and Book Strategist Really, and at one point when I gavethe, you know, really first kind of manuscript draft to her and shecame back to me and said, I need to talk to you. Well, you know, as a husband, maybe not always a good thing.So we sat down as she basically looked at me and said this is reallyboring. You know, nobody cares what year he said, what, UhHuh. Are there principles that you can extract out of this that people can, you know, take and apply? And we could do it. Andso that was the shift and I was devastated for a little while. Rightmy little baby was ugly. The ring work everything well, and that's whatI thought. And fortunately I didn't, because I had all of the germs, the Kernels, the nuggets there. We just reformatted it around principles andfour cycles. So the fourteen principles are grouped into four different cycles. Test, build, accelerate and scale. And you know, that was brilliant onher part and I think really is what is resonating with people, that it'seasier to digest, easier to consume and easier to understand. Yeah, yeah, absolutely. So I think for most of the people that would be tuningin to this are in healthcare at like I had said in the introduction,and so the first question I have for you is, does this apply forhealthcare? Well, the easy and short answer is, of course. Thelonger answer is how, and you know that really is looking at, youknow, some of the principles and let me, I'm going to pick outjust a couple of them. You know, I'll ask you to pick out whatyou think might might resonate, but I'm going to start with principle numberone in the test cycle, which is encouraged successful failure. Now, I'msure some people just kind of went what, right, we can do that?We can't do that, right, you know, we could kill somebody. You know, I my son in...

...law is a medical physicist. Soyou know, again, he I remember him early on when they were dating, you know, saying something like, yeah, I need kind of makesure the radiation is right because if it's not, we could kill somebody.Right, right. So I do get that you need to be careful andif if you're not experimenting was something new. And I think about all the medicaladvances, right, they started out as I wonder if, well,let's try this experiment. Yep. And and from bezos perspective, that's actuallythe core at Amazon is invention. And he said that. You may haveread that. He announced he's stepping aside a CEO and moving into an executivechairman position. But in his email to employees announcing that transition, he said, you know, Amazon has been a successful what's the key to our success? Well, he says it's invention, which I think is very interesting.Right, because we talked about innovation and we talked about all these things.But what he goes on to say is that, you know, we haveinvented new things that have become normal. Yep, right. A kindle ereader was a new way to consume a book, but is now normal.A review of a product or book on the Amazon website was new, butnow almost no. How to say nobody, but most people will look at reviewsbefore they decide on what product they want to buy. So I think, yes, absolutely have to be careful and you have to experiment and ifyou're experimenting, you're going to fail because if you know you're not going tofail. It's not an experiment. And how you learn from that failure,and that's that's the phrasing successful failure. Yea, a failure is a failure. Yes, you want to avoid it. And even Bezos says later on thatyou know there's a bad kind of failure, and the example he givesis fulfillment centers. He says we've built a lot of them, we knowhow to build fulfillment centers. So if we build one and it's a failure, it doesn't work something, that's an operational failure, that's unacceptable. Right. The way I phrase it is that Amazon has an intolerance for incompetence.So that's not what we're talking about, but we are talking about I wonderif this will work. Yeah, and and that kind of idea of themtaking those experiments learning from them to create something new. You know, Ithink is a core concept that actually I think does apply in the insurance areaand especially with the work that you've done, you know, with innovation within thatsector of the economy. I think that's so true and I hope everyonethat's listened going to listen to this really takes that to heart, because itreally determines like how you filter successful failure right, how you interpret that.We're not talking about Hay, half baked ideas. We're not talking about,you know, even the word MVP, minimal viable product. People are like, well, we can't do that in healthcare. Well, we're not talkingabout like a car with three wheels, it still needs four wheels. Andso you know, as long as you are, you know, practicing,like the stuff that we know to be true, like around rb when we'reconducting research and testing things, there's going to be some different guard rails andsome different concessions. Are Considerations that we need to make. But don't getso afraid of it that we don't that we lose out on being able tomake sure that we're building businesses that are sustainable in the long term because weweren't continuing to event or innovate because we thought, well, we can't dothat because that's dangerous in healthcare. Yeah, one of the phrases I use alot is that the biggest risk a successful business takes is their success,meaning their successful what got them there.

They start protecting, not looking atwhat's next. What else do we can what else can we do? Ina one of the favorite phrases bezos uses is what else can we invent onbehalf of the customer? HMM, and I think, keeping that in customerbe at the patient, be at the doctor, be a staff, youknow, within the organization. You know what what's their friction point? Whatcan we do to help improve what they do and how they do it inthe experience that they have? Yeah, yeah, absolutely so. When youand I talked before, you had said, you know, hey, here's anidea. You know, pick one of the principles from each of thefour growth cycles, and I went to do that and I was like,oh my gosh, this is more difficult than I thought. This is liketrying to pick my favorite child. Well, I know I say that I haveseven grandchildren, so I always are not always often, will get asked, you know, what's the best one, or what my favorite or what youknow, it's like, ah, I don't know how to answer that. And I think what's really it is, and I think what's important there,to understands the principle stand on their own, Yep, but they alsointeract with each other. So it's it's how you connect this one and thatone and I think looking at the principles is where am I at now,right? What do I need now? You know. So certainly in thetest area, I'm you know. And the third principle there is, youknow, practice, dynamic invention and innovation. And again I worked a lot onthat wording because, again, for Bezos and his thinking, invention isso key and important. What's different at Amazon because they don't have an rddepartment. Every employee, literally fulfillment center on up to executives, are expectedto be looking at what they do and thinking of ways to improve it.So that's why it's dynamic and they have built a culture really that takes decisionmaking down to its lowest level possible, that has the competency to be ableto make those decisions. I think that is so brilliant and it it tome. It's the only way where you can, you know, turn somethingfrom nothing into a trillion dollar company. Right. That puts a lot ofpressure on an internal rd department, you know, versus having Sixtyzero in peoplethat are working towards that invention and innovation process well, and that's what's keyabout that successful failure. Again, how these interact is that employee I'm convincedemployees aren't afraid of failure, they're afraid of the consequences of failure. HmmRight, because most organizations want, you know, yeah, go ahead andexperiment, but you better be right. Well, if it's an experiment,you're not always going to be right. And so what? What are theeither positive or negative consequences to that? Like and Amazon has a couple ofawards, you know, for people who are thinking of how to improve thecustomer experience or how to improve internally and though literally, their words are notcash or their symbolic but really key to drive that culture within the organization.Sure, yeah, absolutely, you know, and that's one of the things thathas come up very often when I'm talking to corporate innovators of how dothey create this culture of innovation, especially in healthcare, where it's not beenso common. You're not necessarily hiring people that think like that, that havethat natural inventive mindset, but who are so much more immersed in those challenges, those daytoday challenges. So they're better experts than the people at the topto ideate on what those solutions might be.

So this is and it's skipping alittle bit because they know, culture is around more and like the lastgrowth cycle, around scale. But I think, like you said, they'reintertwined together, you know. So what is what is an organization need todo to really be able to shape, to get to shaping that are infull staff, are in d culture. I think a couple comments on makeon that and that you're right. That's in the scale cycle where I talkabout maintaining your culture, and you know basis talks again a lot about cultureand you know the way he phrases is you discover your culture, you don'tcreate your culture, because you have a culture and you can impact it.So Amazon does a lot of things around that and and one of them isthey have fourteen leadership principles and again, these are there, you know,kind of how we operate as a company, as a business, and there aresome crossovers between the leadership principles and the growth principles, not as manyas I thought there might be, but but it's the A for example,the culture that they create. Even in the shareholder letters, you know,the typical name for somebody who owns a piece of stock is a shareholder.Bezo started in probably about two thousand and four five or six calling them shareowners, right, and so and and he says in his very first onethousand nine hundred and ninety seven letter it is, you know, getting theright employees are going to be key to our success in the future and thereforethey must be owners, they must think like owners. Yeah, and actuallywhat he said is they they must think like owners and therefore they must actuallybe owners. And so their compensation plan for employees from the very beginning hasbeen, yes, competitive, but not top salary, but you know thatkind of stuff. But their compensation was defaulted to stock options, right.So was it who wouldn't want to be a share owner of Amazon? WasAmazon, specially now, right now, those first ten years or so.You know, that was a question. Do I even want right, butbut especially now. So that's you know, that's part of that that culture.I think part of it is really encouraging experimentation and you know, oneof the things I talked about to try and explain that is what is yourorganization's Award for an employee that has the most successful failure, meaning what didthey try? That was crazy and it didn't work, but it was acrazy idea that might have worked in fact, most of Amazon's big bats, whathe calls big bats prime mark a place aws, all started as failures, but what they learned from those initial early failures grew into something really big. So I think that this is so foundational. And I'm going to goout on a limb and say I cannot imagine any innovator, any healthcare leaderthat I've ever come across at any level, with any organization across the country thathas that type of reward system. And and you know, in mymind that Amazon, and I think a lot of people know this, thatAmazon is the sleeping dragon when it comes to healthcare. I absolutely YEP,it is. Is is the most the biggest threat to disrupting the status quoin healthcare and you know. So,...

...taking heed to what you just described, I think is so fundamental. You know, you've got Amazon, whounderstands tech and how to leverage it, how to understand leverage data and reallyunderstands consumerism inside and out, three things the at healthcare really really as awhole, struggle with. Yep. But but then you have haven, andso what happened there? Well, you know, I'd certainly have my opinions. I'm going to also say kind of like you go out of a limband say Amazon is not trying to disrupt healthcare. Okay, they are tryingto invent, on behalf of their customer, a better way and as of resulthealthcare will be disrupted, but their purpose, their goal is, Ohgosh, let's go after healthcare. I don't believe that right. Disruption isa result or a byproduct of invention. So pill pack right, yeah,yeah, fired, Pill Pack Pharmacy. Different way solving a problem for thosethat take multiple medications, trying to make sure they take the right one atthe right time, right day, right time, etc. A much easierway than having you know, your little pill dates and you know all ofthe stuff that's out there now taking all of that friction away. So I'llgo to haven. I think the problem with haven from the very beginning wasit wasn't just Amazon, and your kind of your comment back Workshire, hathaway, JP Morgan don't have the same culture and mindset that Amazon on does,and so I it's, you know, hindsight. So obviously a little biteasier, but had I really thought closely about that, I probably could havepredicted that early on that yeah, you know, the chances of success aremuch harder because Amazon just has such a different culture around solving problems for theircustomers. Yep, yeah, so I think to that point, the thethe other thing I think a lot of these tech companies believe is that,you know, that healthcare just doesn't understand tech and data and consumerism and willcome in and we'll be able to do we understand that we'll be able tocome in and service our customers and a much better way and they have thetendency to underestimate the complexities of reimbursement and regulatory right and and think that Ithink that you know that whole aggregate of the power of haven thought that theywould be able to wield some influence, much more than they were actually reallyable to do and changing how things work in healthcare. So I think openye know, you finish finisher, thought that I was this thing life.The message is is that, you know, if we're if for the for theinventors and the innovators to really grab a hold of these growth principles,because it is almost, I mean to say it, a sure path,like if you can figure out the technology, the the data and the consumerism,like that's your that's your path to profit, that's your path to makesure that tomorrow does Amazon doesn't come in and just completely demolish your business andyour you know, left on the same shelf as blockbuster and no KIA.Yeah, so, while this is related, so in the accelerate cycle, yetone of the principles is make complexity simple and based on this discussion,I think you might be interested in how I came up with that thought.So it was. It was when Amazon...

...purchase pill pack around a billion dollars, obviously big news. The stock of the three largest drug store change.I don't remember the numbers now, but drops significantly just on the fact thatthey acquired and I remembered listening to a I was in the car listening toprobably NPR show or something, and the one of the CEOS, I thinkit was Walgreen's, but I don't remember that. I have to look thatup actually, but he said on an earnings call, we're not worried aboutAmazon because it's much more complex. Pharmacy Right. Drug drug delivery as muchmore complex than Amazon realizes. Yeah, and I laughed out loud and andliterally the thought that came to mind that's what Amazon does, is make complexitysimple. And you know, coming out of the insurance industry, I thinklike healthcare, there is a reliance on regulatory barriers to kind of self insultor protect or, and that will last for some time period. And tellsomebody, maybe somebody else besides Amazon, figures out, you know, adifferent, better, more streamline way around some of those traditional regulatory barriers.Well, nothing like a global pandemic to help be a catalell I mean,you thought that firm Hason talked about trends getting accelerated. My goodness, yeah, yeah, much so. Yeah. So all the stodgy regulatory and reimbursementthat they've been used to insulate and protect themselves all the sudden gets demolished inwarp speed during a global pandemic. Now the jury still out on how muchof that gets resurrected. You know, right and the next year. Butit will surely be interesting. It will shoot. It will certainly change.Yeah, you know how much or how fast certainly is up. But theythere's no question it will change. Yep. So I want to make sure thatwe have time to talk about another growth principle that you had in thebuild cycle around obsession over customers. Yeah, again, one thousand nine hundred andninety seven letter it bezos talks about obsessing over customers or customer obsession willbe a core tenant of what Amazon does. And again it has and you know, again it's was talking in one interview where the host said, well, customer obsession. You know, I think we all assume. We thatwe know that and and I love I came back later and said I'd liketo revisit that because I think too often businesses talk about customer focus and customerjourney and customer experience and customer service. Amazon talks about obsession, which isjust a whole different level and word to use about what Amazon does. Andthat obsession is why we have one day delivery right, because three customer pillarsfor Amazon are white selection, low prices and fast delivery. Now, thatprobably is not those same pillars for a healthcare provider. Yep, but youknow, what are your pillars and are you obsess absolutely figuring out how toinvent on behalf of the customer, in the phrase I like to use astake friction out of your interaction with a customer. Well, I can tellmy experience with a lot of healthcare providers. There's a lot of friction, likefilling out the same damn form every...

...time I go for an appointment.I mean, hello, come on, or didn't giving you ten forms anda clipboard and you've got to put your name in, address and phone numball ten plate, all ten form. That's right, and I did haveone, frankly, that gave me an IPAD. Yeah, right, thatagain. What are the things you can do to make that experience the bestit can be, and you do that by obsessing over those small details.So there's and I think to your point, there's a lot of healthcare organizations thathave some mission statements and vision statements and in some plaques and whatnot aboutthis core value of pat of focusing on the customer and putting the patient atpatient centric right. But it's a big difference to talk about it, sayit hanging on the wall than it is to actually live that out. Andfrom my perspective, I would say that the the industry has transitioned to beingmore technology focused then customer focused. HMM, you know. So now it's likereally exciting AI, artificial and televienttelligence, telehealth, virtual care all of thistech that's getting so much attention. That is absolutely usurping the obsession withcustomers. HMM. Yeah, and I think that can be and I thinkthat's, you know, not understanding how the technology supports the customer, youknow, and replace it. And you know, again that's a core tenant. Again I go back to that phrase, inventing on behalf of the customer.What are you doing to do that? What? How are you thinking aboutthat? How are you how are you even identifying where the customer hasa problem that needs a solution? You know what, Amazon, they actuallyhave a process. That I think is one of their really secrets to makingthis work. And it's quite here, Steve, to give us secret tryingand it's called a six page narrative or a six page memo. And shorthistory. And two thousand four Jeff Bezos sent out an email to a seniorleadership team and said no longer will anybody give a presentation in a senior leadershipteam meeting using powerpoint or Kino slide. Presentations are banned. What they replaced? The death of so many company and then and and what he said,and I'm prayer for raising now, what he said was people hide behind bulletpoints and haven't completely thought through what it is they're actually proposing. What hesaid is you will create, and this is the process in place today,you will create a maximum of six page written memo. First thing you'll dois create a future press release. So for whatever you're pitching, whatever idea, product, service platform, you write the press release for the day it'srelease to the public. And again there's some components in there and we'll gothrough all of those, but one of them is what's the benefit to thecustomer? Why is the customer going to like this? And you use thatas a roadmap for actually creating the product. And then you go on and youcreate an Faq. What are the questions people are going to ask,and from the different the customer questions, maybe internal operational questions, and youanswer those questions in their two answers. There's a short answer. Can wedo this? No. The longer descriptive answer is here's why not, orhere's our plan for the future. And that is not handed out before themeeting. It literally is passed out as paper to the participants in the conferenceroom and the first ten, fifteen,...

...twenty, maybe thirty minutes, dependingon how big the project is, is spent reading the mimum wow at basiscalls it. It's like study hall and he said executives are busy. They'regoing to say they read it and they didn't or they didn't spend enough time. So we're going to carve out this time to focus just on this andthen we discuss it. Not People going through and although you know, youknow how you do presentation sometimes and somebody will interrupt with a question. YouGo, Oh, I got that in the you know, next to twomore slides. Hang on. None of that happens right, right, allthe and they're writing notes in the margins going okay, at what about this? Where this day to come from? What you know? So now you'rediscussion is much more fruitful and helpful. Again, culturally really hard to do, but at Amazon that is what's done and and part of the benefit isone to slow down to speed up. Actually, Andy Jassey, current CEOof Amazon web services, new CEO of Amazon everything, I heard him ata speech and he talked about why this is so powerful and he said,you know, a lot of times programmers, developers will go in and create allof this stuff and then get to the end and realize it's not solvingthe problem they thought it was going to. If they had spent more time thinkingthrough all the problems, all the issues. You know, what problemis this going to solve? How are we going to do it? Theywould save tremendous amount of time throughout the project. So it is this ideaof slowing down to speed up. I love that. I feel like there'sso much we can unpack for days just in what you just said. Mybrain is like pop rocks right now. And I mean, you know,I've been trying to help think through with businesses. How do we introduce thatinto a culture that's never even thought in? And I think what you do isyou do it in the smallest team possible, meaning it might be justyou know, you and a threedirect reports and you start doing this and andand experiencing the benefits and learning from it, etcetera. And I I'm starting anew business. Say that. Yeah, and I use this process to pitchtwo investors and it was awkward and all kinds of stuff to do it. I learned so much and I ended up with seven significant investors out ofit because of how it helped the discussion move faster when we took the timeup front. Wow, that's incredible. Yeah, absolutely. So a couplemore questions for you. Let's talk about the acceleration growth cycle, because wehaven't talked about that. Accelerate, accelerating time. I'm with technology, andthen we will open it up for the QA. Okay, so this reallyis kind of that core Ida I talked about, with technology developing much fasterthan it ever has and how you can use that technology to literally accelerate time. Right. It's that idea that you know, the the the days arelong and the years are short, and write all those kind of comparisons thatyou can make. Technology is, you know, key at Amazon and itis cord of what they do, but they don't let it overshadow other things. And so, you know, looking at the kendle. Let me lookat the Kendle, right. So that was Amazon's first hardware project and thatactually was developed in what's called lab one hundred and twenty six, which istheir hardware you know, I hesitate to call it rd, but a separateplace where echo came out of and a...

...lot of hardware stuff is coming outof and and basis talks about is released in two thousand and seven. Theyspent three years prior working on it. But using that technology again to acceleratethe consumption of information. You know, eat ink and actually probably the besttechnology in the kindle is whisper sink. Hugely complicated. So I can read, have a book open on my phone on the kindle lap, I cango to my ipad on the kindle lap and make either automatically or force rightsinking to the last place I read. Yeah, technologically extremely difficult because myipad could be idle for months. Yeah, but Amazon has to know that andthey have to figure out, okay, which is the latest version and wherehave I read, you know, to the to the particular point intime. But they're using technology to help people manage their time better and Ithink that's the core concept there. And who doesn't need that, right?I mean it's like the biggest shortage we have is time. Yeah, yeah, and I you know, another example just jumps to mind is again youmentioned telemedicine. I had the experience of having a annual check up and innormally I would go down to Vanderbilt University and spend like three hours and seeprobably five or six, seven different people and, you know, time consumingand sometimes I would skip it because it wasn't all that important and because,again, one of the changes we did that with tele medicine and zoom andeverybody was on the same call. Yeah, it was like thirty five minutes andit was like, and my daughter does the same thing as was like, oh my gosh, that was so much more efficient. Right, again, your example taking the industry kind of forcing them, whether they like itor not, to try new things. My experience is like, I don'tever want to go back into an office and sit there for fifteen minutes waitingfor the next person to be able to come in. No, not atall. And here's the other thing I've noticed, because I've experienced it ahandful of times, is that I don't if you're in the doctor's waiting room, you might have to wait two hours. They won't make you wait two hourson a zoom they are so much more timely on a zoom session.So it is definitely a big value add to the to the customer, andI think those that's an example of a trend that's not going back, youknow. So again, it's learning okay, what how do we do this now? And I also want to emphasize there are times when you actually needto see somebody. Right. So it's not it's not replacing everything, butnow we can. Now we can better utilize resources, knowing when we cando it virtually and when we need to do it in person. Yeah,Yep, absolutely so I love with Michael Hyatt said in the forward of yourbook, where he really described reading your book as an opportunity for the readersto be able to almost like personally have Jeff bezos as a business coach andlike the light bulb went off and I go, oh my gosh, whowouldn't want that? And and then to have you as the translator right,to be able to translate all of those ideas and strategies and principles that werein those letters and translated into something that we can easily digest and consume andapply, is just absolutely brilliant. And...

...so I want to encourage everyone thatis listening and watching to go out and buy a copy of the book ifthey haven't already. Well, thank you. Yeah, and if you do,if you pick up a book, be sure to go to the bezosletterscom because there's some additional resources their workbook and really the point was trying tohelp you apply what I talked about, not just okay, it's a goodread or that's interesting, but actually take those and do something with them.Awesome. Well, I'm glad that you said that because that was going tobe my next question was, as we wrap up on the session, ishow can people get Ahold of you? Do they just reach out to thewebsite? How do they connect? Well, first place for the book and andagain we've been for fortunate with some great success. New York Times WallStreet Journal, Not New York Times Wall Street Journal, USA Today Best Seller, and we just we now have eighteen languages that as being translated into.In fact, I kind of chuckle, just this week we got another contractfrom Albania, so it's going to be translated there. So it's like Ihave to look up where it was right, but it does have international interest init and and we're really happy with that, I would say. Theother place is I'm very active on Linkedin, and so if you want to reachout there and connect, I think that roxy that's where you and Iended up connecting it and yeah, I'd be happy to let me know thatyou listened here and be happy to connect with you there. Awesome. Thankyou so much for sharing your wisdom and your insights with our audience today.My pleasure. Thank you so much for listening. I know you're busy workingto bring your life changing innovation to market and I value your time and attention. To get the latest episodes on your mobile device, automatically subscribe to theshow on your favorite podcast APP like apple podcast, spotify and stitcher. Thankyou for listening and I appreciate everyone who shared the show with friends and colleagues. See You on the next episode of Health Innovators.

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