 Thank you. I'm very happy to be here. It's no surprise that COVID-19 has changed every business, but how it's changed businesses varies dramatically according to the company. Fortunately, we are seeing some interesting themes and some interesting opportunities that really span across companies. So today's session, we're going to talk to three different companies that have had three different experiences and look at what some of the opportunities, challenges, and consistencies across these companies are. And I'm thrilled to be here today with three amazing presenters that have very different stories about how they embraced the challenges that COVID-19 created and turned it into opportunity. To get started, I'd like to introduce Dr. Albert Chan. He is the vice president and chief of digital patient experience at Sutter Health. Following Dr. Chan, we have Sean Flaherty, who is the head of technical services, the Kraft Heinz company. And rounding out our panelists today, we have Jennifer Brent, the director of business operations and strategic planning for global real estate at HPE. Thank you, everybody, for sharing your time and attention with us today. Let's jump right in. Now, as I said, we are seeing a great deal of change and opportunity. So I'm going to ask each of the panelists to talk a little bit about what their organization is and some of the challenges that they've experienced over the course of 2020. Dr. Chan, let's start with you. Could you please introduce us to Sutter Health and the challenges you've faced over the course of 2020? Thank you, Maribel. It's great to join everyone. Sutter Health is a integrated delivery network in Northern California. We serve over 100 diverse communities with 14,000 clinicians and 53,000 employees. And it's a great opportunity to serve our community. Thank you. Perfect. Dr. Chan, that was great intro. Sean, could you pick up and tell us a little bit about what's going on at Kraft Heinz and what you've experienced? I'm Sean Flaherty, and I am currently the head of technical services. I previously was the head of manufacturing for Oskamar. I've been with Kraft Heinz for over 30-plus years working across the supply chains, both internationally and domestically. Kraft Heinz is 150 years old. We make some of the most beloved products consumed by all of our employees. And we have some major big brands. We have Kraft, we have Heinz, we have Oskamar, planters, bagel bites, Varaita, Classico, Hulay, Philadelphia, JetPuff, Maxwell House, and that's just to name a few of them. My current role in charge of technical services, as I said, which includes engineering, maintenance, capital spend, transformational manufacturing, maintenance, and all the productivity pipeline that goes with that. Certainly a very wide purview for a big product line. Jen Brent, HPE, tell us a little bit about what you're doing. Thank you, Maribel. Appreciate it. So hopefully everyone is familiar with Hewlett Packard Enterprise. Our main mission is really to advance the way that people live and work through technology. And one of the ways that I'm supporting the company, I work for the Global Real Estate Organization. Global Real Estate is obviously a key area of focus for everyone these days, given the COVID-19 impacts that you're speaking to, Maribel. HPE has over 200 sites globally. We operate in over 50 countries with an employee base of over 65,000. So what we're really focused on right now in real estate is how do we take what's happening right now with COVID-19? How do we advance the way that our employees or team members live and work? How do we capitalize on this particular situation and think about what the future of work looks like and how we start to design for and deliver that now? So that's really what me and the team are focused on. Great. So I'm going to pick up with Dr. Chan because it is COVID-19 and there's been a lot going on in the healthcare industry. Clearly, in your case, could you talk a little bit about what happened when COVID hit? What kind of plans did you have to develop? Because it really wasn't business as usual. Thank you, Maribel. Yes, indeed, you're right. It's business not usual, but frankly, it's something in healthcare we've always had to face, whether it be regards to fires or other disasters. This is a unique time for us to be involved in the most intimate part of people's lives and this is no different. Let me let me harken back to a story, actually, I think, which will illustrate the point. So I was in clinic in late February and saw two patients who drove straight from the airport to my clinic. They had respiratory symptoms. Their daughter was concerned about their health and I got advanced warning. I had been reading about this thing called COVID and so I had to wear a mask, gown, a face shield, you name it. And I realized then and there that we had a unique challenge that was confronting us here at Sutter Health, which is how do we protect the patients and our clinicians as well. So during the week of my birthday, actually, we marched up a group of people over 200 folks, many of whom I've never met to this day, actually, came together and designed a telehealth strategy to rapidly respond to COVID. One of the things we were doing is telemedicine and prior to COVID, we had 20 video visits per day on average and after COVID-19, we saw up to 7,000 video visits per day. So the ramp up was tremendous and it was over, we were essentially given this challenge over a four-week period instead of a two-year roadmap, which is what our initial intent was, we trained over 4,700 clinicians to deliver care virtually to meet the challenge. That is simply amazing and shows the power of both the will of individuals and technology coming together to make amazing things happen. And I imagine, Sean, in your case, you probably had, while different, something similar in the sense that it's food manufacturing, it's not something that can easily be done remotely. Can you tell us a little bit about what you've been experiencing during COVID-19? Yes, so as you said, manufacturing is not something that's done very easily remotely. And so we had to quickly address the pandemic and make sure that our operation could stay intact and make our employees feel safe and healthy and make sure that it happened. I mean, across our manufacturing facility, we have put in, we require a face mask, we require a health check assessment, we require a temperature check before anybody enters our facilities. We put digital signage up across the facility to encourage social distancing. We've taken our break rooms and redid those so that there's a social distancing inside the plexiglass. We staggered our break hours or lunch hours so that people don't congratulate inside there. And then we also have mailed newsletters to every employee's home in both English and Spanish to promote the social distancing and wearing face masks outside of work so that they can protect their communities and their families. We've limited visits to a plant to one person per week and that person can only go to a plant once a week. We've done team meetings, we've done team meetings inside of our plant to promote social distancing. We've done lots of activities inside of a manufacturing place to ensure that our people are safe and that they go home the same way they came. And we don't have any transmission of the virus inside of our facility. I think this is so critical because you want people to be able to go to work to feel safe and, you know, our food supply chain depends on that. So really excited with the work that you've been doing and very happy that you were able to do it. Jen, I know that HPE has manufacturing, but I would like to talk about something slightly different with you because I think you have a mixture of employees. So you're in real estate. How are you thinking differently about what to do with the employees? And, you know, some people are calling this a hybrid work concept. What has been your experience with COVID-19 and a global workforce? Absolutely. Maribel, thank you. So you're absolutely right. We've got a blend in terms of our workforce. We have your sort of knowledge-based workers as well as, you know, manufacturing-based workers and also essential support IT support workers. And those latter two categories have continued to use our offices as part of the essential workforce throughout COVID-19. And so we've implemented very similar sort of safety measures, social distancing, you know, PPE use and the like. But as we're thinking about what the future of work looks like and really wanting to leverage all spaces and sort of reconceptualize or reimagine as many people are saying the future of office, we're thinking a bit more broadly. And so as a company, we are in the midst of a strategy transformation to become the edge-to-cloud platform as a service company that is the leader in the industry. Similarly, we wanted to think about our strategy in terms of our workplace in a similar way. And so we're framing it as the edge-to-office experience where by the edge, we mean anything really that is outside of the office. So that might be your home office. That might be a customer site. That might be, you know, working on a train on your way to the office or a cafe. So we're really trying to think of the workplaces everywhere. And how do we really design for that? How do we design for a flow of a workforce that's really moving and working in this space that at that particular time or moment or day best suits their work? So we're really tackling this in terms of four key areas right now. We're looking at what is that experience at the edge? What do we need to make people feel comfortable for people to feel safe and connected? How are we then adapting our offices? How are we pivoting those so that they are, they really sort of foster use by a much more fluid workforce and that they're really fostering collaboration and social and connection. Then we're looking at the digital experience being that sort of bridge between spaces and that sort of equalizer where everyone has a really similar kind of experience, has the ability to engage. And that it's that piece really that is so core to our culture and ensuring that we continue to have that really strong cultural element that is core to HPE. And I'm sure to Sutter Health and to Kraft Heinz as well. And finally, really the mindset because I think anytime you move into something like hybrid and you have some people that aren't in your physical proximity, how you engage with them is incredibly important. And so I think what's most exciting really for us as a technology company is the sort of the key part or piece that technology plays in that is where in the past workplace technology and some of these other pieces, collaboration technology may have been seen as more of a nice to have. Whereas now it's really an imperative in our view to really support the future workplace. I know when we were just talking with Sean, it sounded like there was quite a bit of communications and collaborations that had to happen with the employee base to make sure that they were up to speed on all the changes that were happening in terms of what their work environment was going to be and how it will change going forward. Now on Albert's side, this also makes me think that we talked about this tremendous amount of visits that you started doing with telehealth. Can you talk a little bit about the changes of how that might have changed what the worker environment was like because they went from seeing a lot of patients in person to doing a lot of telehealth. Any other changes that you had to associate with this COVID-19 shift? Well, thank you, Maribel. I think the biggest change is really our belief in what we could get done. So in other words, there's always a fundamental belief of what you can achieve and we've pushed the limits and we keep pushing it. And really it's been quite gratifying actually to see our employees, our staff, our clinicians be able to step up to this challenge and feel empowered to do so. So we are seeing new models of care. We're seeing, for example, patients. For example, I diagnosed a hernia, believe it or not, via video, which is, I'll leave the graphical image aside for a second. It was an incredible, incredible feat. And I never thought in my career that I'd be able to do this, but certainly you can. And this you-can attitude has really changed our culture. So as I mentioned earlier, we really marshaled up about 200 staff members to come together, many of whom have never worked together, frankly, to pull this challenge off. We changed our training methodology. We, for example, instead of doing in-class classroom training, we essentially held five sessions per day for four weeks straight, so that we could accommodate the doctor's schedules and get people ready for telemedicine, for example. One of the things we needed to do was get equipment out to our doctors. So we provisioned centrally in a socially distant safe manner, several thousand, four thousand plus iPads, for example, so we could deploy them, so configured them centrally, deploy them locally to all our clinicians so they could connect to their patients. And the impact was felt almost immediately. We had stories from physicians who said, hey, I had a family, for example, who was really concerned about their baby, and I diagnosed a neurologic disorder via video, for example. In fact, one of our doctors was quoted as saying, you know, this is life has changed so much from COVID-19. We're seeing this differentiation between BC before coronavirus and AC after coronavirus, and care will never be the same again. So it's an incredible transformation. I'm excited for the transformation that we've had, because I think it'll bring care to a lot more people more seamlessly, which I think is fabulous. You know, Sean, we talked a little bit about what's going on in your manufacturing environment in terms of adding things like social distancing and other protocols. Were there any other manufacturing changes that happened as a result of that, or any other challenges that this new environment created? Yes. So as people started to eat more at home, we had to change our whole manufacturing network as a retool, because we service restaurants on the go. And those two segments started to drop off. People started buying more of the trusted brands that they are used to. And so we had the retool across our manufacturing network in order to make more products that people wanted that was in high demand. We increased our capacity across many of our segments. We focused on sanitation to production processes. We're still ensuring our highest quality of product. We've concentrated on lean flow and lean flow management inside the facilities. We put a challenge all of our operational assumptions and make sure that we get the most output that we can during this time. I mean, some of the, I think there's four key things that we've learned during this. It's our speed, agility, our adaptability, and our repeatability. And those four things have come to better ways of what, better ways of working, increase efficiency, greater flexibility, and better focus on what the customer really wants. It's actually tremendous to think that you can change a manufacturing line like that, that you can be that responsive to shifts in demand. And I think that that whole concept, we've talked about business agility. If you look at it in healthcare, if you look at it in a mix blended environment, like what's going on at HPE, or if you look at it in manufacturing, we've always discussed it, but we didn't necessarily have that huge imperative and push to get it done as fast as we've done this time. So it's wonderful to see that with the right vision and the right technology, you can actually pull these things together quite quickly and continue to evolve and adapt them as you see different changes in the marketplace. Jen, I wanted to circle back for a minute because you were talking a little bit about this edged office initiative. And how do you think that changes the employee experience? Yeah, it's a good question. I mean, I think it changes it in many ways, and in many ways we're going to hold on to our sort of primary core beliefs and behaviors and the way that we operate. I love the example of sort of the art of the possible. I mean, one of our sort of core cultural beliefs, sorry, is the power of yes, we can. And I think that what's been so fascinating and heartening about this context and the previous two examples is people are just surprised at what they've been able to do about whether that is entirely changing a manufacturing line, whether that is taking an entire patient diagnosis service entirely digital. I think that people are really becoming exposed far more than they have been in the past to the truly to the power of technology and what we can do. And from an employee engagement perspective, HPE, as much as we've had a pretty flexible way of working where in the past we've had people working from home, certainly the core of our culture has always been site based. And I think what's been what we've sort of been shown through the past sort of six, seven months is how much connection you can really establish virtually. It may never be a wholesale replacement for what you're able to do in person, but the kind of community feelings that we're able to develop, I think the personal connections and we're letting people into our lives a bit more than we would have otherwise. But we're really seeing a lot of adaptation, a lot of efficiency gains from certain people. I think a lot of folks had preconceived ideas about not being productive at home. And I think that barring some of the sort of unique circumstances of COVID, I think that's really been flipped on its head. So I think from an engagement perspective, productivity efficiency, I think very similar to the prior two examples, what we're seeing is rethinking the way that we all work and being more sort of fluid, relying more on technology is actually showing us that we can do things differently. And in a way that actually allows people to work a lot more flexibly in ways that suit their own personal style without necessarily seeing any kind of negative impact on output, but actually in the reverse, really seeing an accelerated positive impact. Wonderful. So to close out, I'd like each of you to tell me what's the number one thing you've learned in the last nine months of this experience and how do you think you can use that learning going forward? Perhaps we could start this time with Sean. Yes. I think the one thing that we've learned and we started the journey was really creating a culture of we versus why. And the other thing that I think has really been important during this is management style and leadership style. I think I've had to change my leadership style from one of a servant leader because we're not in the plants now to be able to mentor and coach people hands on. I wanted what I'm going to call intentional leadership. Intentional leadership to me is visibility. You still got to be seen. You still got to be able to do things. So you got to use teams, you got to use virtual, FaceTime. You got to do something to make people feel engaged. You have to build trust. And remember, and this has gone on for nine months, it's going to continue to go on. A lot of the people you've never really met in person yet. You have to have clarity. I think before we set goals at one to three years. Now it's 30, 60, 90 days because the environment keeps changing around us so fast. Diversity, you have to be very intentional about being diverse and who you select on your team. Exclusivity, people still want to see you, still want to hear you, and they still want to be seen and they still want to hear. Courage, it takes courage to speak up. It takes courage to create clarity. It takes courage to create a diverse team. It takes courage to create to lead in these chaotic times. So that's really the kind of the biggest takeaways that I've had. Thank you. Jennifer, you want to add anything to that? I love everything that Sean just said. And in so many ways, it mirrors all of our key themes that we're thinking about in terms of, you know, the goodness that we want to take from the past few months and really apply to our go-forward strategy or even emphasize. I guess the one that I would add, I think it's probably like encompasses so much of that, is really just having a bold, you know, the sort of power and believing in bold moves. So I think what's been so exciting is that we had this really quite bold idea of moving to, you know, the future as a hybrid from a workplace strategy perspective and really seeing that embraced and being pretty early on in terms of a company that was developing that strategy and now seeing that, you know, a lot of our sort of competitors or peers are coming out with very similar vision statements. I think that that's really been a key learning and that's been something that's, you know, that's cultural to HPE but really the power of that kind of vision is, you know, having a sort of bold idea and going for it. Awesome. How about you, Albert? Final comment? How do I beat these two? This is amazing. I think for me, it's really an affirmation. So if I think about healthcare, we have this unique responsibility and opportunity privilege, if you will, to be involved in the most intimate times of patients' lives. And I've been so hardened by the commitment of our teams, of our clinicians, to be approachable, reachable, even in this face of the pandemic and all these things we're all concerned about each and every day that we're committed to our patients. And as evidence of that, for example, I'll cite our net promoter score for video. Our net promoter score for video is 82, which is on par for our in-person clinical care. And that to me reaffirms the power of relationships to connect to people and to care for people when they need us to care for them, to empower them. And whether it be the pace of change, which we've adapted so quickly, or just our ability to can do and will do, it's really an affirmation that we were committed to helping people in their daily lives. And it's just an affirmation of the power of people in relationships. So it's been a really heartening time for all of us. Thank you all for such compelling and inspiring stories. I'm sure the audience will take away many tips and tricks on how to turn challenges into opportunities and strategic advantage moving forward. And now I'm going to turn it back to the cube for the rest of the show.