Donna Mitchell

expert panel

Healthcare organizations are investing billions of dollars in artificial intelligence, automation, analytics and digital transformation. Yet many health systems continue to struggle with implementation, workforce shortages and operational complexity. The challenge is no longer simply acquiring technology but finding professionals who can translate emerging technologies into practical improvements for clinicians, staff and patients.According to the U.S. Bureau of Labor Statistics, healthcare occupations are projected to grow much faster than average over the next decade, creating roughly 1.9 million openings annually. At the same time, healthcare leaders face mounting pressure to improve patient outcomes, reduce administrative burden and integrate rapidly evolving technologies into everyday workflows.To better understand which roles will be most critical by the end of the decade, members of the Senior Executive Healthcare Think Tank shared their perspectives. While their titles for these future positions differ, a common theme emerges: Healthcare's most valuable professionals will be those who bridge clinical care, operations, governance, data and technology.

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Healthcare investment is no longer flowing evenly across the market. Investors are concentrating capital into a smaller group of healthcare companies that can prove operational maturity, measurable outcomes and scalable economics. According to a 2025 digital health funding overview from Rock Health, fewer companies are capturing larger investments as mega-deals and AI-focused healthcare startups increasingly dominate venture funding.That shift has raised the stakes for both legacy healthcare organizations and emerging startups alike. Companies can no longer rely on broad AI claims, ambitious growth projections or pilot programs without measurable results. Instead, investors are prioritizing reimbursement alignment, interoperability, governance, operational discipline and leadership teams capable of driving adoption at scale.Members of the Senior Executive Healthcare Think Tank—a curated group of leaders specializing in healthcare technology, workforce strategy, patient experience, AI, analytics, policy and operational transformation—say the market now rewards healthcare organizations that demonstrate durable business fundamentals alongside innovation. Their insights reveal how both established healthcare enterprises and up-and-coming disruptors can compete for capital in a market increasingly defined by scrutiny and selectivity.

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The healthcare industry’s relationship with Big Tech has entered a new phase. What once looked like experimentation has evolved into a sustained push into primary care, diagnostics, pharmacy, remote monitoring and consumer health. Amazon owns One Medical. Apple continues expanding the health capabilities of the Apple Watch. AI-powered healthcare tools are accelerating across nearly every corner of the patient experience.For healthcare leaders, it’s no longer about whether companies like Amazon and Apple will influence care delivery. It’s about determining where collaboration creates value, where competition becomes necessary and how providers can preserve the clinical trust and accountability that technology platforms still struggle to replicate.That tension is reshaping strategic priorities across the industry. According to an American Hospital Association analysis of Amazon’s One Medical expansion, Amazon is steadily expanding its healthcare footprint through employer partnerships, integrated pharmacy services and digitally driven care models designed around consumer convenience. At the same time, Apple’s growing portfolio of FDA-cleared health features continues raising patient expectations around personalization, accessibility and real-time health insights.Members of the Senior Executive Healthcare Think Tank—a group of leaders specializing in healthcare technology, patient experience, AI, policy, interoperability and digital transformation—say providers should resist viewing every Big Tech expansion as a direct threat. Instead, they argue healthcare organizations need a clearer framework for deciding which capabilities should be outsourced, which partnerships deserve investment and which parts of the patient relationship must remain firmly under provider control.Across the following perspectives, Think Tank members explore where the clearest competitive boundaries are emerging—from clinical governance and patient trust to interoperability, logistics and data ownership—and what healthcare executives should do now to avoid becoming interchangeable service providers within someone else’s platform ecosystem.

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Healthcare organizations are under pressure from every direction. Consumers increasingly expect the same convenience, transparency and responsiveness they receive from retail, banking and hospitality brands. At the same time, providers and health systems face shrinking reimbursement rates, labor shortages, administrative burdens and rising operational costs. The tension is becoming impossible to ignore. According to a 2025 McKinsey analysis of the U.S. healthcare industry, financial pressures remain severe across hospitals and physician groups despite gradual margin stabilization. Meanwhile, a growing number of patients delay or avoid care because of cost concerns and confusion around billing and insurance coverage. Members of the Senior Executive Healthcare Think Tank argue that organizations cannot solve this challenge through cost-cutting alone. Instead, they believe healthcare leaders must rethink how care is delivered, coordinated and experienced. Below, Think Tank members share how healthcare leaders can reduce waste, improve patient trust and modernize care delivery while navigating the financial realities reshaping the industry.

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Artificial intelligence is rapidly reshaping healthcare, from predictive analytics to clinical decision support. Yet its promise comes with a critical caveat: AI systems are only as reliable and equitable as the data and decisions that shape them. Without intentional oversight, these tools risk reinforcing—rather than reducing—longstanding disparities in care delivery. Members of the Senior Executive Healthcare Think Tank bring deep expertise across technology, policy, patient experience and equity. They believe addressing bias in clinical AI is not just a technical challenge but a leadership responsibility. A recent analysis from Kaiser Family Foundation found that AI can exacerbate disparities when models are trained on biased or incomplete data, with studies linking AI use to longer wait times, underdiagnosis and poorer predictive performance for Black and Hispanic patients. At the same time, the research notes that AI could help reduce disparities if it is intentionally designed with representative data, transparency and ongoing oversight—reinforcing the dual reality leaders now face. Against this backdrop, healthcare leaders must rethink how AI is designed, validated and governed. The following insights from Think Tank members offer a roadmap for ensuring clinical AI improves outcomes for all patients—not just a subset.

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Artificial intelligence and blockchain are starting to converge within real business infrastructure. From AI agents that can autonomously execute transactions to decentralized marketplaces where data is bought, sold and verified, the two technologies’ complementary advantages could reshape how organizations operate, transact and stay accountable. Blockchain’s core strengths—immutability, transparency and decentralized trust—address some of AI’s most persistent weaknesses, including the challenge of explaining or auditing how decisions are made (aka the “black box” issue). At the same time, AI can bring intelligence and adaptability to blockchain networks that have historically required significant manual oversight.  However, the convergence also introduces risks. There’s the AI accountability gap—questions around liability, regulatory compliance and who’s accountable when an autonomous system makes a costly mistake don’t yet have clear answers. Business leaders who move fast without resolving those questions may find themselves exposed in ways they didn’t anticipate. As experts in blockchain, Web3, digital identity and distributed ledger technology, the members of the Senior Executive Blockchain Think Tank are keeping a close eye on the convergence of AI and blockchain. Below, two of them discuss functions and sectors where blending AI and blockchain makes the most sense, as well as the risks and governance gaps pioneering organizations can’t afford to ignore.