How STANLEY Is Changing The Healthcare Experience During This Pandemic

STANLEY Black & Decker is the 175-year old manufacturer of tools and household goods, and its division of STANLEY Healthcare has an important niche of using the core elements of Stanley manufacturing into a model specifically focused on helping caregivers. I recently spoke with Troy Dayon, who was appointed President in 2020 and found himself right in the heart of the pandemic. Here are insights he shared:

Robert Reiss: Talk about your organization’s response to this pandemic?

Troy Dayon: Early in the pandemic, Stanley Black & Decker articulated three key priorities for the organization:

·      Keeping our employees and their families healthy and safe;

·      Ensuring business continuity and financial strength to serve our customers;

·      Doing our part to help mitigate the spread and impact of the virus.

These points have guided our actions at STANLEY Healthcare. We’re very proud that we’ve been able to keep every one of our employees safe while keeping our customer commitments. In fact, we’ve been able to improve customer experience through new remote methods to deploy our solutions with greater speed. Many customers approached us to help them prepare for the COVID-19 surge, and these new techniques enabled us to create quick-deploy bundles for applications such as managing ventilator and other mobile medical equipment location and readiness.

Reiss: How are you helping the elderly during this health crisis?

Dayon: Residents of senior living communities have been heavily impacted by COIVD-19. We’re privileged to have relationships with leading senior living organizations, and our focus has been to help them maintain their core resident safety applications – emergency call, protecting memory care residents from elopement and preventing falls – while innovating in response to the crisis. Like other healthcare providers, senior living organizations need new techniques and technologies to manage the flow of people in their facilities so that residents, staff and visitors remain safe. 

We’ve also been deeply impressed by the commitment of caregivers in senior living communities, and we were very pleased to be able to support their vital work through a donation of one million masks to over 100 senior living organizations.

Reiss: As hospitals have come under pressure, what are you doing to help secure the safety of babies and patients?

Dayon: Birthing units, naturally, have continued to receive and care for women and infants throughout the crisis. As the company behind the leading product for electronic infant protection, the Hugs® solution[DT1] , we’ve been working closely with hospitals to help them keep their newborn infants safe. We’ve been impressed with the rigorous focus that our customers and the market have maintained on this foundational security application. We’re continuing to have discussions with a wide range of providers on their infant health and safety needs.

Reiss: When you speak to CEOs, what are they telling you about their health and technology needs?

Dayon: Without a doubt, the most pressing concern for healthcare leaders right now is how to manage the post-crisis phase so that they can resume the full range of medical services, including elective procedures. The key challenge is ensuring the safety of employees, patients and visitors throughout their time in the hospital. What the industry needs now is the proactive management of the hospital environment, with visibility on who is entering, where they go and who they were near for efficient contact tracing and focused disinfecting – rather than shutting the whole facility. Beyond this, there’s an opportunity to reinforce and even automate social distancing and guide visitors and patients by the safest route to reduce the likelihood of crowding. Naturally, privacy protection is a paramount consideration in such processes, and there are ways to maintain confidentiality and anonymize data.

Reiss: What action will you be taking to emerge stronger as an organization during these times?

Dayon: Our approach to the crisis has been to look outwards and ask how we can help our customers and communities. By engaging with our customers and other healthcare stakeholders early, we’ve been able to uncover new opportunities and focus our innovation in direct response to market need. To give two examples: there is great demand for touchless technology, and STANLEY Access Technologies, of which I am president along with STANLEY Healthcare, is introducing new touchless door solutions; and in STANLEY Healthcare, we are developing a suite of solutions to enable safe return to work, such as contact tracing.  

Reiss: Talk about your leadership philosophy and how that’s playing out?

Dayon: One of my main goals as an executive is to foster the most open dialog possible. This is especially important in this time of remote work, which makes truly hearing and understanding what others are saying that much more difficult. We consciously build diverse teams so that we have a wide range of perspectives and experiences to draw on. We need the full capacity of our organization reflected in all our solutions and services and for that we have to makes sure all ideas are heard and considered.

Reiss: We know you’ve been focused on culture and D&I – explain how that has helped you through this transition?

Dayon: Culture is a key asset in times of crisis. I’ve found that because STANLEY Healthcare has a strong and clear purpose focused on the people who make healthcare happen – which we express as Empowering Caregivers – the team has quite naturally pulled in the same direction during the crisis. We listened to our customers and responded to what they told us they needed with speed and urgency, because we identify with the mission-driven ethos at the heart of the healthcare enterprise.

An express commitment to diversity and inclusion is another key ingredient to our culture. Breakthrough innovation comes from diverse teams, and our success depends on attracting talented individuals from all backgrounds who can bring their best and true selves to work every day. Conscious management and promotion of dialog that respects everyone’s voice and encourages participation is foundational to how we operate.

To hear this interview commercial-free go to The CEO Forum Group