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“As we understand the things we want to do from a front-end perspective, the backend becomes mission critical,” said Anika Gardenhire of Ardent Health Services. In this interview, she talks about the importance of a solid infrastructure – especially with AI initiatives, her leadership philosophy, and the true goal of innovation.
It’s not just social media sites that reinforce users’ prejudices and belief systems by feeding them stories catering to their viewpoints; healthcare algorithms can also create “echo chambers,” according to Mayo Clinic Platform researchers, who examine the issue in this piece. Fortunately, there are alternatives.
The best way to alleviate the documentation burden is by developing “tools that can help support nurses and create efficiencies.” The problem is that “we don’t have time right now to provide input,” said Victoria Tiase. In this interview, she talks about how digital transformation has affected nursing; the question vendors need to be asked; and how Utah Health is bringing innovations to the bedside.
With the majority of care in the U.S. being delivered at the community level, organizations like Community Health Network provide the ideal “sandbox” to test out solutions that could potentially improve efficiency and enhance the consumer experience, according to Patrick McGill, MD, and Allison Lodhi.
Despite the fact that it “remains a valuable tool for managing long-term health issues and for populations with mobility challenges or those who require frequent check-ins,” telehealth is on the decline, according to David Chou. In this piece, he examines the key factors behind the trend and what leaders can do to ensure virtual care remains an option.
In today’s complex healthcare environment, providing a platform for users to present ideas is essential. However, “if it’s open-ended and unbounded, we’re going to be building a whole bunch of very pretty bridges to nowhere,” said David Sylvan, Chief Strategy & Innovation Officer at University Hospitals. Instead, “we have to be prescriptive about what we’re going to solve for,” he said.
“I don’t believe there are precise and widely accepted definitions of either the word Digital or Transformation, and certainly not in healthcare,” says Tarun Kapoor, MD. In the first of a three-part series, he explores the meaning of ‘transformation,’ how it differs from ‘iteration,’ and the lessons leaders can glean from a streaming giant.
The only way to solve the many problems plaguing physicians is by involving those who “understand the work, understand the problems, and live them every day, and partnering them with technology experts.” In this interview, Eve Cunningham, MD, Chief of Virtual Care and Digital Health at Providence, talks about her team’s objectives, the clinical support decision tool that could change the game for clinicians, and why she’s a champion for telehealth.
“I want to avoid rushing into things and making mistakes you can’t recover from,” said Donna Roach, CIO at University of Utah Health. In this interview, she talked about the value of doing things “in a thoughtful way,” the platform-first approach her team has adopted, and what they’re learning by letting users play in the AI sandbox.
Despite the myriad benefits, including increased patient engagement, telehealth remains an option, not an imperative. As a result, “we are still underperforming as an industry compared to the promises made and the vision we’ve spun,” said Joseph Kvedar, MD. In this piece he examines why that’s the case and how healthcare can turn the tide.
