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From Awareness to Transformation: How to Plan for and Leverage AI for your Organization

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In today’s healthcare arena, the potential of generative AI to transform operations is undeniable. Yet, according to Bain and Company, a mere 6% of healthcare executives have developed a comprehensive AI strategy. Why the hesitation? And more importantly, how can healthcare systems position themselves to seize the transformative power of AI with strategic intent?

Understanding the Gartner AI Maturity Model: A Roadmap to Success

To navigate the AI landscape effectively, healthcare organizations can use the Gartner AI Maturity Model to understand its potential. This framework offers a structured path through the stages of AI adoption. It helps organizations assess their current position and readiness to embrace AI more broadly. At its core, the model outlines five levels of maturity:

Evaluating Your Position and Charting the Course Forward

To effectively leverage AI, healthcare systems must first evaluate their current state and chart a strategic path forward. This entails:

  • Self-Reflection: Evaluating existing AI capabilities, processes, and initiatives.
  • Benchmarking: Comparing against peer organizations to identify areas for improvement.
  • Gap Analysis: Identifying disparities between current and desired maturity levels to prioritize action.
  • Roadmap Development: Crafting a strategic plan aligned with organizational objectives to progress through the model.
  • Discovering Low-Risk, High-Reward Opportunities with AI

Exploring Low-Risk, High-Reward Opportunities with AI

“Leading companies are taking this technology shift seriously and getting started with highly focused, low-stakes use cases with some near-term ROI while building up the experience and confidence needed to invest in a more transformative vision.”

-Eric Berger, Partner at Bain’s Healthcare & Life Sciences practice

As healthcare systems progress along the AI maturity continuum, they can explore low-risk, high-reward areas ripe for experimentation. One such area is the revenue cycle, which is an ideal AI testing ground due to its data-rich nature and heavy administrative workflows. Here, AI-powered analytics can uncover trends and root causes behind claim denials, enabling proactive strategies for prevention. Additionally, AI tools can optimize team performance and reduce administrative burdens through workflow evaluation and process mining.

Embracing AI for Competitive Advantage

Healthcare systems must not remain passive observers as AI reshapes the industry. Strategic planning sessions are imperative for evaluating current capabilities and devising a sustainable AI integration roadmap. The revenue cycle serves as a strategic entry point for AI implementation, offering quick wins with minimal risk.

As healthcare systems accumulate early successes with AI, they cultivate knowledgeable teams equipped to tackle larger and more complex initiatives. Moreover, as the technology evolves, organizations that have fostered expertise and organizational support will be primed to capitalize on the value of transformative use cases.

By embracing AI with purpose and intent, healthcare systems can position themselves for success in a competitive landscape, driving efficiency, enhancing outcomes, and ultimately delivering superior care to patients.


https://www.gartner.com/smarterwithgartner/the-cios-guide-to-artificial-intelligence

https://www.bain.com/about/media-center/press-releases/2023/majority-of-health-system-executives-believe-generative-ai-will-reshape-the-industry-yet-only-6-have-a-strategy-in-place

Kelly Stover

Chief People Officer, Janus Health

Kelly Stover is an internationally accomplished, results-driven human capital executive, who brings more than 23 years’ experience in defining and implementing talent and recruiting strategies to Janus Health.  
Kelly has personally defined and implemented capabilities that address the full employee lifecycle from hire-to-retire through building and leading high performing HR teams to meet business objectives. During her career, Kelly has successfully led strategic multi-site organizational change in various business settings, managed labor relations effectively, coordinated mergers of culturally distinct organizations, and personally led complex integration projects. Her experience includesroles at organizations including Frito-Lay, Nestle Waters, Keurig Dr. Pepper, Amazon Global Logistics, Boeing Defense and more. 
Kelly earned her BA in Professional Writing at Saint Mary’s of Notre Dame. She is a proud mother of five children and volunteers her time outside of work to support youth sports, career development of others, and youth faith development at her Church. 
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