-: Yeah, I guess
to touch on the,
some of the internal concerns.
Can you give me an example or two of
when this was first brought up
or you brought it to your leadership teams.
Any examples of just initial concerns
and how we either collectively
or you individually worked through some of those
with your folks.
-: Yeah, again, just kind of hearkening back on the,
the notion of how is this gonna impact our people
very much at the top of our mind.
The other big thing was,
how is this gonna impact culture?
Bassett has
a very proud culture
and deservedly, so
over being here for over 110 years.
So, how would bringing in
an organization like Optum,
which is a for-profit company, very large,
very different
from what we are.
How's that gonna change sort of the footprint of Bassett
and what does this mean?
Those are all questions that we had to kind of go through.
And I think as we answered those questions for people that
this was not some sort of takeover.
That this was a really,
actually a method and a mechanism
to sustain Basset's independence
as a healthcare system.
That these capabilities are gonna help propel
us forward to really realize and capitalize
not only on our vision
but the mission that we are here to serve
and that we're gonna really make sure that our two cultures,
across both organizations are aligned.
Once we really started to talk about that
with our leadership, with our board members,
with our people,
it became quite clear
that this really could work.