So always there’s that little bit of stress that you have in your mind, even with all of the wonderful things going on at Frank and the opportunities to sort of leave your daily life in your daily routine behind. It’s always there, it’s always sort of nagging at you that to-do list, the things I got to do, the responsibilities I have and whether that’s sneaking back to the hotel room to make some calls and answer some emails or whether it’s just knowing that that’s all going to be there waiting for you when you get home and that you’re going to have to get all that work done, even as I’m standing here in the back of my mind, I’m thinking about all the responsibilities I have and the things that I have to do. It really takes up a lot of brain space and it’s hard when you’re doing that to really focus on the big things. How do you create space in your mind to focus on the big things? All of this is before we even think about the era of political disruption and what’s going on. So with so much for us to focus on, so little time to do it, how do you create space and how can curiosity help to create space to focus on the big things? One of the things that I did working with my team is to develop a construct for organizational curiosity. This is what Liz was referring to and some of you may recall this construct that we developed. We went through thousands of journal articles, talked to experts in curiosity and creativity and innovation to come up with this and it consists of four dimensions. The first one is inquisitiveness. This is all about asking the questions and really that exploratory behavior in an organization to get at new ideas and new ways of thinking. Curiosity is the willingness to try new solutions. Openness is preferring new things and new ways of doing things and new ideas. And distress tolerance is how an organization has a culture of really persevering and moving through the barriers that they face. So curiosity to get big breakthroughs is really important and that was really the heart of this construct. But I want to talk about something else related to this construct and what it can do for you. So while the big breakthroughs are important, that’s important for technological advancements, it’s important for medical breakthroughs, it’s important for new products, it’s important for just a new idea that has the power to change the world and we celebrate the big ideas and we celebrate the people behind them for sure, but there’s something else to consider and that is that brain space is limited in order to do this. After mixed on exactly how much brain space we have, if you were to think that our brain is like a computer, some scientists say that it could be as little as a thousand gigabytes which you can fit on a flash drive, which could explain the missing keys, the lost car in the parking lot, or the forgotten name. One thing for sure is that brain space is limited and so perhaps there’s a better way to figure out new ideas and in order to clear out the clutter in our brain, it’s kind of like how you might tackle that junk drawer in the kitchen or that one closet where everything seems to find itself, you just got to clear some space. And maybe in addition to focusing on the big idea, maybe there’s an opportunity to focus on a lot of small ideas as a way to lead to the big thing. And maybe recognizing the power of small is one way to get there. So the intensive care unit in a hospital is one of the costliest and most dangerous places in a healthcare setting. Several years ago, Atogawa Nde, the physician in the New Yorker writer, wrote a book on healthcare practices and in it he featured the work of Dr. Peter Pronevost. Dr. Pronevost is an intensive care unit physician at Johns Hopkins University and he was troubled by the number of infections that he was seeing in the intensive care unit and he and his team wanted to do something about it. And so they thought about it and they didn’t come up with some technological breakthrough or some medical breakthrough, they came up with a checklist, a to-do list of things that you would do in the intensive care unit. The first thing on that list, wash your hands with soap. So a really, really simple solution that had some big results. In their first year of their pilot at Johns Hopkins University they saved $2 million, they cut out infections entirely. They rolled this checklist out to other states and even places around the world and saved millions of dollars and saved thousands of lives in doing that. I want to share with you a little bit about what we’re doing at USP to bring new ideas to the forefront. So USP is a non-profit organization, one of the oldest in the country, been around since 1820 and it started when a group of 11 physicians came together because they were concerned about the quality of medicines. And this was before the modern pharmaceutical industry that we know today. They actually met in the US Senate chambers in order to do this and to come up with a first list of quality drugs that would be prescribed to patients. Now the standards that we develop for prescription medicines, for dietary supplements, for food ingredients, these standards that guide the quality of these products are used in 140 countries around the world. And when you think about what we’re doing as a scientific non-profit organization working in healthcare and the changing landscape of the healthcare ecosystem, we’ve got to stay ahead of the trend. And certainly we’re doing lots of things to do that. We have a research and innovation team that’s focused on personalized medicine, focused on nano medicine. And we’re also focused on some of the work that got us started in this in the first place. So the same thing that brought those 11 physicians together back in 1820. If you look at the quality of medicines in other parts of the world, they don’t have the same safety net that we do. In this country, counterfeit medicines, poor quality medicines is a huge issue in places like Sub-Saharan Africa and Southeast Asia. So we’re doing our work there too. And while we’re focusing on the big idea, lately we’re spending a lot of time on the smaller ones. So we’re doing this through a project we call the idea system. Now I’m sure everybody’s had this experience where you’re in the car and the gas light comes on. And you think, oh, what am I going to do now? And now of course you can count down how much you have till you’re going to go on empty. It’s 20 miles, it’s 15 miles, it’s 10 miles, and then you just sort of have to guess. And you kind of play chicken with your gas tank and just see what will happen. Well some of my colleagues at USP faced a similar situation. So this is the biologics lab at USP. And the scientists here are developing standards for biologic drugs. These are very common drugs used for conditions like diabetes, like rheumatoid arthritis. Vaccines are biologic, antibiotics are biologics. And biologic medicines are derived from the cells of living organisms. So in order for these studies to happen, you’ve got to grow cells. And so how you do that is the incubators that are on the right hand side of the screen, they’re a little bit larger than a college dorm refrigerator. And in order to grow cells there, the conditions have to be just right. So you have to keep the cells at a constant temperature, the humidity has to be constant. And there has to be a constant supply of carbon dioxide. The carbon dioxide for these incubators to keep the cells alive comes from a room about 20 feet away. And there’s two tanks there on the left hand side of the screen supplying the carbon dioxide, one for each of the incubators that we just saw. They’re kept in a closet for safety and security reasons, and they’re kept behind a large metal door that’s locked. So this was a little bit of a challenge for the science team, because in order to go check the gauges, which they needed to do to make sure that the carbon dioxide was getting there, the tanks weren’t empty, there wasn’t a leak in the line or what have you, they had to go get the key, they had to unlock the door and then they had to check the gauges. So it was kind of a problem for them and it was one of those things like the gas light, like well how much longer can I go and will it run out. So they talked about this, when we implemented the idea system, the science team talked about this and it’s one of the first things that it raised as a problem. And how do we develop a solution for this? Their solution, put a window in the door. So it’s like Dr. Pronevist, wash your hands, you know, it’s so simple, but immediately it sort of lifts that one thing that they had to do that they were sort of delaying, it was kind of nagging at them, they don’t have to worry about that anymore. So how do we implement the idea system? Well that’s one of the things that I like the most about this story is that we didn’t have to go and invest thousands of dollars in some new piece of technology. It wasn’t a heavy lift. It really comes down to this whiteboard and the team dynamic. So what we did was, and we have eight teams in our organization doing this, so about 10% of the organization is involved in this project right now. So you come up with three broad categories of things that you want to address. So those are those big three boxes at the top of the whiteboard. In this case, this is our customer service team and what they did, not the biologics team, so they had save time, improve the customer experience, and then process improvements under those post-it notes. And then the team meets and they brainstorm problems. So it’s not ideas, right? It’s problems. What are all the problems that they’re facing in those three categories? And then they meet one hour a week, you know, the meetings are limited to one hour. They talk about these, they figure out how they’re going to prioritize them, they assign somebody to it, and then they get it done. So it’s a pretty simple and straightforward process that has yielded good results for the organization. You often hear people say, don’t bring me problems, I want solutions. This is the exact opposite of that. We want the problems. Surface, that’s the whole point, surface the problems, because that’s how we’re going to work together to find out the solutions. So how do we get the problems? Well, you get the problems by asking the questions. What are you frustrated with? What’s failed that needs to be fixed? What are the questions that people from other parts of the organization are coming and asking you constantly? And so maybe there’s something to do there. You ask the why questions and the what-if questions. Why is something like this and what if we did it this way? And that helps to really fuel some of the innovations, some of the problems. And then one of the things that we do too is if there’s something that we get stuck on, immediately that problem goes off the board and gets escalated to another team that can address it so that we can move on. The whole point is to cycle through the problems. The problems as quickly as you can cycle through them, come up with the innovations and solutions and then move on to the next thing. So what’s happened at USP? How has this worked for us? So as I said, about 10% of the organization is working on this. And so far, in less than a year, we’ve surfaced 150 ideas. More than 50 of these have been implemented. And we’re projecting the savings at scale once this is fully implemented throughout the organization. We’ll be $2.8 million. But aside from the numbers, what this really is doing is creating a culture of curiosity. And so you think about inquisitiveness, creativity, openness, distress, tolerance, all of that is at play when it comes to let’s identify the problems and let’s figure out the solutions. So this is now empowering an organization to really power through some of these blocks they had and some of the problems that they had so that problems are addressed versus left to fester. And the other thing that’s good about this type of an approach is that oftentimes the smaller problems are easier to implement and they’re less costly. And over time, they can lead to really big things. Every organization has lots of windowless doors. And the key really is creating a culture and creating a team and developing a team that will tap into their curiosity to find the solutions. Thank you.