JODY GROSS: I began my career as an Immunohematology Technologist in a clinical lab and then transitioned into laboratory management, working as a Bench Supervisor and Shift Manager. My last position before joining Abbott was Manager of a core laboratory in an academic facility. In that role I developed trusting relationships – and eventually friendships – with several Abbott representatives who were supporting the lab.

After earning my MBA, I started looking for laboratory leadership opportunities. Abbott’s newly launched automation line piqued my interest and provided me with an opportunity to progress my career within laboratory medicine.

JODY GROSS: Over my years with Abbott, I’ve had the opportunity to work closely with labs throughout the United States, Canada, Europe and Asia. Regardless of lab location or profile, I see more similarities across borders than there are differences. For example, Laboratory Scientists tend to share a set of defining characteristics, such as a love of science, structure, standardization, and, of course, deep concern for patient health. Globally I have also seen that it is of the utmost importance that the software and informatics systems have the same level of quality and operational excellence as the hardware, instruments, and automation. I’ve seen great hardware with less functioning software and the overall solution is sub-par. In the United States for example, each of our teams have three people: one person has the skill set of laboratory workflow, one has the skill set of hardware (automation and instruments) and one has the skill set of informatics. To create a future proof solution, all three are required.  

What has also emerged through my global experience is a sense of how market conditions can change overnight. This was clearly underscored through the pandemic. And it highlights the need for laboratory executive leadership to embrace change in their strategic planning.

JODY GROSS: As healthcare continues to advance, we are seeing more and more specialized testing introduced in the laboratory to support not only diagnosis but also patient monitoring. Subsequently, the introduction of new esoteric testing may force labs to process more samples offline of their normal workflows. That said, labs can mitigate this tradeoff by looking at comprehensive and accessible solutions that support open informatics and automation connectivity.  

JODY GROSS: Now that we’ve all seen how a global macro event can upend the industry status quo, it’s essential that laboratory leaders apply “What if?” thinking to every facet of their businesses, from software and hardware to staffing models and beyond. This is especially important when evaluating potential solutions. Take the time to ask questions like, “How adaptable is this solution in the event that we have to quickly adjust to a change in the market?” And “If we have to pivot, what does our transition plan look like with this particular solution?”

Keep in mind that market conditions have always been and will always be changing – and aren’t always disruptive at the level of a global pandemic. There are more typical change scenarios that labs need to plan for. For example, imagine you’re a laboratory within an integrated delivery network or health system that just acquired another facility. Now that lab’s volume is coming into your laboratory. From a pre-analytic standpoint, you need to think about adding additional centrifuges, decappers, modules, and additional sorting rules through the middleware. Post analytically, you need to explore the possible need for more refrigerated storage. Perhaps you need un-refrigerated storage where you can place buffers or rack outputs. Effective strategic planning incorporates these types of scenarios and provides actionable guidance on how to address them.