A Shared Path Forward

October 22, 2026

Different Requests. A Shared Path Forward.

Understanding what exists. Improving what works. Making room for what comes next.

I was recently approached by two healthcare systems to remediate and upgrade their overhead paging systems. While their motivations were different, the conditions we found—and the approach needed to move forward—had much in common.

‍

At one hospital, a project manager overseeing several large renovations was receiving complaints about overhead paging from departments throughout the building. Some speakers weren’t working. Other areas had hum or poor sound. There was no clear owner to bring concerns to, and no agreed process for resolving them.

At another hospital campus, the request was more inviting: add background music to the cafeteria and common hallways, with a possible expansion into an outdoor courtyard. During the walkthrough, we found noise and other issues that needed attention before the experience could grow. As we established operational truth, it became clear that some things were broken and no one owned the whole experience anymore.

Both hospitals faced challenges familiar to anyone responsible for healthcare technology: systems added over many years, incomplete information, unclear responsibilities and staff finding ways to work around shortcomings.

The work began with paging and music. The approach applies much more broadly. This is the methodology we use to put healthcare technology into practice.

Assess: Understand the whole picture

Before recommending equipment, we needed to understand what was there, how it performed and who depended on it. I find this is as much about the people as it is the equipment.

We inspected and tested the systems, documented the equipment and spoke with stakeholders about their needs. Where concealed wiring could not be confirmed, we recorded the uncertainty and planned to validate it as work progressed.

Just as importantly, we brought the findings back to the people involved.

That conversation helped turn scattered complaints into shared priorities. Stakeholders began accepting ownership and participating in decisions about remediation, service and future growth.

A useful assessment gives people enough clarity to act together.

‍

Triage: Make what you own dependable

Years of additions and renovations had left both hospitals with a collection of systems that did not always work well together.

Some equipment needed attention, but much of it could remain in service. Other improvements made more sense alongside future renovations.

Separating those priorities created a manageable path forward. The hospitals could address immediate concerns, preserve useful investments and plan the next steps with greater confidence. Our guiding principle was simple: stabilize and preserve wherever practical.

The implementation process matters, too. The phased remediation plan calls for maintaining service during the transition. Staff must be able to use and validate the improvements before work moves to the next area.

My measure of success is straightforward: progress should make everyday operations more dependable.

‍

Innovate: Connect today’s work to tomorrow’s needs

One hospital’s upcoming telephone-system upgrade creates an opportunity to move beyond a single hospital-wide page toward independently managed paging areas. Planning for that connection during remediation helps today’s work support tomorrow’s capabilities.

At the other campus, improving common spaces prompted a broader conversation about extending the experience into additional areas—and how those additions would be managed and supported.

Innovation follows an agreed progression: understand the current environment, address its shortcomings and introduce new capabilities on a stable foundation.

‍