A new report from consulting giant Accenture finds that 83% of the 300 U.S.-based healthcare C-suite executives it polled are piloting generative AI in pre-production environments.
At the same time, fewer than 10% are investing in the infrastructure necessary to support enterprise-wide deployment of the technology.
With artificial intelligence, “healthcare organizations are at a crossroads,” said Tej Shah, managing director of health at Accenture and an author of the report, Gen AI Amplified: Scaling Productivity for Healthcare Providers.
Healthcare IT News spoke with Shah recently to get his perspective on the new report’s findings, and to talk about the future of generative AI in healthcare.
Q. Why do you think the gap between piloting genAI and investing in necessary infrastructure exists, and what will it take for genAI to go mainstream at hospitals and health systems?
A. We find that while many healthcare executives are exploring genAI through pilots, few are committing to investing in the infrastructure that is critical to enable them to derive the greatest value from it. Many factors contribute to this, but an important one is that, as an industry, healthcare is understandably very cautious – patient safety and data security are paramount.
This results in a fragmented approach to genAI, testing in silos versus thinking through how it can be deployed at scale throughout the organization.
To bridge this gap, leaders must shift their mindset from experimentation to strategic deployment. It’s not enough to tinker with genAI; we need a comprehensive plan that aligns technology with organizational priorities and, ultimately, patient experience, access and outcomes. By focusing on cloud integration and data governance, healthcare providers can create a digital core that supports widespread genAI deployment.
Without a solid foundation, genAI initiatives won’t deliver the expected impact. It would be like trying to build a skyscraper on quicksand – no matter how advanced the technology, it won’t stand without a solid foundation. The foundational elements of cloud, data and governance are the bedrock for genAI to thrive.
Addressing the leadership alignment gap and ensuring clear responsibility for genAI initiatives is also crucial for a comprehensive strategy and effective scaling. Moreover, leaders need to foster a culture of continuous reinvention. It’s not just about implementing technology; it’s about transforming how work gets done. By aligning technology initiatives with overall strategy, healthcare providers can ensure genAI is not just the latest shiny new toy, but a powerful tool to drive sustainable value.
Q. Your data indicates 28% of CEOs see themselves as responsible for redefining jobs and roles impacted by genAI, and 80% of total respondents believe the CDO or CDAIO is best positioned to lead genAI efforts. What are your conclusions looking at this data?
A. The data reveals a significant disconnect in leadership perspectives. While 28% of healthcare CEOs see themselves as responsible, only 5% of their C-suite peers agree. On the other hand, 80% of respondents believe the chief digital officer or chief digital and artificial intelligence officer is best positioned to lead genAI efforts.
This indicates a strong belief in the technical and strategic capabilities of these roles to drive genAI initiatives.
This disconnect highlights the need for a more collaborative approach. The transformation driven by genAI is too significant to be left to a single leader or department. It requires a concerted effort from the entire C-suite. CEOs need to take the lead in setting a clear vision for how genAI will transform the organization. They should work closely with the CDO or CDAIO to ensure this vision is translated into actionable strategies.
Additionally, clinical leaders, such as the chief nursing officer and chief medical officer, must be involved. The labor shortage is most acutely felt by the clinical workforce, and these leaders have the best understanding of the day-to-day challenges. By bringing clinical leaders into the conversation, organizations can ensure genAI solutions are practical and effective.
Ultimately, the success of genAI adoption will depend on a unified and collaborative leadership approach. Every member of the C-suite has a role to play, from setting the strategic direction to ensuring the technology is implemented responsibly and securely.
Q. Accenture finds 40% of the healthcare industry’s total working hours are devoted to language-based tasks that can be transformed by genAI. Why aren’t hospitals and health systems all over genAI for these tasks? Who at provider organizations will help genAI reach a tipping point?
A. The fact that 40% of healthcare industry working hours are devoted to language-based tasks that can be transformed by genAI is compelling. However, the adoption of genAI for these tasks is not as widespread as it could be. There are several reasons for this.
First, healthcare is conservative, and change can be slow. Many providers are hesitant to trust AI with tasks that humans have traditionally handled. There’s a fear AI might make mistakes or miss important nuances a human would catch. This skepticism is understandable, but it’s also a barrier to progress.
Second, there’s a skills gap. Many healthcare workers, from the back office to frontline clinicians, don’t have the technology literacy needed to effectively use genAI tools. This lack of expertise can lead to underutilization or misuse of the technology. Training and upskilling the workforce will be crucial to overcoming this barrier.
Third, there’s a lack of clear ROI. While the potential benefits are known, many organizations are still grappling with how to measure and demonstrate return on investment. Without a clear and compelling business case, it’s hard to justify the necessary investments.
To reach an inflection point, organizations need a cross-functional approach. As I mentioned earlier, we need to involve clinical leaders, such as CNOs and CMOs. These leaders are on the frontlines and understand the day-to-day challenges. They can help identify which tasks are best for genAI and make sure the technology is integrated in a way that enhances, rather than disrupts patient care.
By working closely with clinical leaders, we can build trust and show the tangible benefits of genAI.
Q. Your report says 70% of healthcare workers’ tasks could be reinvented through technology augmentation or automation. What do you mean by reinvented? Please elaborate on this finding.
A. The term “reinvented” in the context of healthcare workers’ tasks refers to the potential for technology, particularly genAI, to fundamentally transform how tasks are performed. For example, genAI can automate the documentation of patient notes, reducing the time clinicians spend on this and allowing them to focus that time on patient care.
Additionally, genAI can enhance provider decision making by providing real-time insights and recommendations based on vast amounts of data, accelerating the time to making accurate diagnosis and treatment decisions.
This reinvention requires the deconstruction of jobs into discrete tasks and determining which can be fully automated and which can be augmented by technology. For example, about 17% of language-based tasks in healthcare can be fully automated, while 23% can be augmented to enhance human efficiency.
This means that while some tasks will be handled entirely by AI, others will be supported by AI, allowing healthcare workers to focus on more meaningful and patient-focused activities.
The goal is not to replace human skills, but to augment them. By combining the strengths of technology and human ingenuity, healthcare providers can create more efficient and effective workflows. This will not only improve operational performance but also the patient experience. For this reinvention to be successful, it will require a shift in mindset.
Leaders need to be open to rethinking how work is done and willing to experiment with new approaches. They need to foster a culture of curiosity and continuous development, where employees are encouraged to learn and adapt to new technologies.
Follow Bill’s HIT coverage on LinkedIn: Bill Siwicki
Email him: bsiwicki@himss.org
Healthcare IT News is a HIMSS Media publication.
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