Eugene Zabolotsky

expert panel

Healthcare organizations are facing a workforce crisis that shows little sign of easing. From hospitals to outpatient clinics, staffing shortages are straining care delivery, increasing burnout and threatening patient outcomes. According to a 2024 report from the Association of American Medical Colleges, the U.S. could face a physician shortage of up to 86,000 by 2036, highlighting the urgency of rethinking traditional care models. At the same time, broader workforce analyses suggest these gaps could be even more pronounced in primary care and rural settings, further complicating access and equity challenges. Members of the Senior Executive Healthcare Think Tank, a curated group of leaders across workforce strategy, patient experience, policy and healthcare technology, argue that incremental fixes will not suffice. Instead, organizations must fundamentally redesign care teams—shifting from rigid, physician-centric models to flexible, capability-based systems powered by advanced practice providers (APPs), automation and continuous training pipelines. In the sections that follow, Think Tank experts explore how such a redesign of care can help organizations expand access, sustain high-quality care and attract and retain top talent.

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Healthcare organizations have invested billions in securing their internal systems—yet breaches continue to rise, often from an unexpected source: third-party vendors. From telehealth platforms to analytics providers, today’s healthcare ecosystem is deeply interconnected, and increasingly vulnerable. In fact, third-party vendors account for around 80% of stolen protected health information (PHI), with compromised partners often serving as the weakest link in an otherwise secure system. As digital transformation accelerates, the traditional boundaries of healthcare IT are dissolving. Members of the Senior Executive Healthcare Think Tank—a curated group of leaders across patient experience, workforce strategy, policy, quality and technology—argue that this shift demands a fundamental rethink of how organizations approach vendor oversight, data-sharing agreements and supply-chain security. They assert that healthcare leaders must move beyond compliance-driven approaches and adopt continuous, system-level strategies that treat vendors not as external partners, but as integral components of the care delivery infrastructure. The following Think Tank insights outline how organizations can rethink integration security, strengthen accountability and build more resilient vendor ecosystems in an era where every connection carries risk.

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Healthcare executives are navigating one of the most complex economic environments in modern history. Margins are tight, reimbursement models are shifting and technology is evolving at unprecedented speed. According to the American Medical Association, U.S. healthcare spending reached nearly $4.9 trillion in recent years—an amount that underscores both the scale of opportunity and the urgency for transformation. Members of the Senior Executive Healthcare Think Tank—a curated group of experts in patient experience, workforce strategy, policy, quality, equity and thoughtful technology use—argue that the next generation of healthcare leaders must move beyond incremental improvement. They must integrate financial rigor with AI literacy, systems thinking and cultural leadership. A recent Forbes analysis on how AI is transforming healthcare notes that AI-driven efficiencies in diagnostics, administration and predictive analytics are no longer experimental—they are becoming operational imperatives. But technology alone will not distinguish high-performing executives. Execution, ethics and culture will. Here, Think Tank members outline the capabilities that will define successful healthcare execs in this next stage of the economy—and how leaders can develop them.

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After peaking during the COVID-19 pandemic, virtual care utilization has settled into a hybrid rhythm—one that blends digital tools with in-person services. While some observers interpret this normalization as stagnation, members of the Senior Executive Healthcare Think Tank see something else entirely: a reset that creates space for smarter, more intentional use of virtual care. While telehealth visit volumes have declined from pandemic highs, organizations that embed virtual care into longitudinal care models continue to see gains in patient satisfaction, access and efficiency, particularly for chronic disease management and preventive services. The opportunity, experts agree, lies not in doing more virtual visits—but in applying virtual care where it can have the greatest clinical and financial impact. Drawing on their experience across medical devices, AI-enabled care-at-home, culturally responsive wellness and payer-led care delivery, Think Tank members outline where virtual care still holds untapped promise—and how healthcare leaders can unlock it.

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Healthcare technology leaders are navigating an era of unprecedented change. Interoperability mandates, accelerating AI adoption, rising cybersecurity threats and shifting care models are forcing organizations to rethink how their technology foundations are built. Future-proofing infrastructure is no longer about predicting the next big system upgrade—it’s about designing for continuous evolution. When it comes to healthcare interoperability and data standards, organizations relying on rigid, legacy architectures struggle to adopt FHIR-based integrations and AI tools at scale, slowing innovation and increasing operational risk. As healthcare ecosystems expand, leaders must ensure their technology stacks can absorb new standards, data models and partners without costly disruptions. Members of the Senior Executive Healthcare Think Tank bring deep, hands-on expertise to this challenge, spanning patient experience, workforce strategy, policy, quality, equity and the thoughtful use of technologies such as EHRs, analytics, AI and telehealth. Here, they highlight how their organizations are building flexibility, interoperability and trust directly into their technology foundations so they can adopt new standards, data models and integrations as they emerge, rather than scrambling to catch up later.

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The promise of artificial intelligence to revolutionize diagnostic medicine—from imaging and pathology to conversational symptom triage—has never been more real. But as the momentum grows, so does the need for rigor. The Senior Executive Healthcare Think Tank, a multidisciplinary group of leaders with expertise in patient experience, workforce strategy, health equity, policy, quality and technology adoption, cautions that deploying AI diagnostics requires more than clever algorithms. It demands structured validation, transparency and regulatory awareness. Recent moves by the U.S. Food and Drug Administration (FDA) illustrate how seriously regulators take this need. In January 2025, the agency issued far-reaching draft guidance aimed at managing “AI-enabled devices throughout the device’s Total Product Life Cycle.” As AI-enabled diagnostic tools become more common, companies must reconcile speed of innovation with accountability and patient safety—or risk undermining trust, quality and compliance. Below, Think Tank members map a set of practical, tested strategies to balance innovation and validation, offering readers actionable pathways to integrate AI safely and effectively into diagnostic practice.

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In an era when health systems pour billions into digital infrastructure, the question of “What is ROI in healthtech?” has never been more urgent. The members of Senior Executive Healthcare Think Tank, a curated group of experts in patient experience, workforce strategy, equity, quality and technology, draw on deep experience—from EHR transformations to consumer medical devices and mental health platforms—to redefine how ROI is measured and communicated in today’s healthcare landscape. Traditional ROI calculations centered on cost savings or headcount efficiencies are no longer sufficient. As digital investments stretch beyond basic IT systems into remote monitoring, AI and patient-centered care, value must also be defined in terms of clinical outcomes, adoption, user trust and longer-term impact. This shift matters: In a recent survey, fewer than 30% of health systems reported “significant ROI” from their virtual care initiatives. To navigate this evolving terrain, Think Tank members share their perspectives on the metrics that matter—and how leaders can align their measurement frameworks with both business goals and mission-driven purpose.

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Across healthcare systems, the excitement around generative AI is palpable—from diagnostics that interpret imaging with near-human precision to chatbots that streamline patient communication. Yet the same momentum fueling this technological revolution also exposes the cracks beneath it: siloed systems, governance challenges and talent shortfalls that hinder adoption at scale. According to a recent survey, more than 80% of healthcare executives see AI as vital to their strategy, but a mere 13% feel they have a clear strategy for how to use it. Members of the Senior Executive Healthcare Think Tank—a curated community of leaders across patient experience, policy and health innovation—agree that the promise of AI will remain unrealized until foundational gaps in governance, data infrastructure and workforce readiness are addressed. Below, they dive into these gaps and what healthcare leaders must do to close them before AI can have any meaningful impact on current healthcare systems—because, as their insights show, AI can’t scale without trust, integration and people who understand both medicine and machines.

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Across boardrooms and innovation labs, established health systems and provider organizations are asking the same question: As capital again floods healthtech, how should incumbents respond? Members of the Senior Executive Healthcare Think Tank bring deep expertise in patient experience, workforce strategy, equity, policy and technology to help guide that answer. In 2024, venture capital investment into healthcare rose to $23 billion (from $20 billion in 2023), with nearly 30% of that funding directed to AI-enabled ventures. In the first half of 2025, healthtech investors injected $6.4 billion into U.S.-based digital health companies—fueled largely by AI‑driven innovation. That renewed momentum intensifies the pressure—and the opportunity—for incumbents to move beyond incumbency toward true transformation. However, the Think Tank’s experts caution: The window to adapt is narrow, and missteps risk disruption. What follows are thematic frameworks, expert-driven insights and real‑world examples to help senior executives in provider organizations navigate partnerships, acquisitions and internal innovation.

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As healthcare costs rise faster than reimbursement rates, insurers like UnitedHealth and Molina are grappling with shrinking margins—and the ripple effects are being felt across the care continuum. From rising drug prices and expensive therapies to increased patient utilization and workforce shortages, these challenges are straining traditional payer-provider dynamics and threatening the affordability and accessibility of care. Recent financial disclosures illustrate the urgency of transformation. UnitedHealth, for instance, cut its profit outlook amid unexpectedly high medical claims costs, triggering sharp stock declines and signaling that traditional models may no longer suffice. As margins compress, the imperative to rethink payer-provider relationships has never been stronger. To understand how healthcare leaders can preserve access and affordability in this evolving landscape, we turned to members of the Senior Executive Healthcare Think Tank —a curated group of experts in patient experience, policy, digital health, equity and workforce transformation. Their insights reveal not only how payer-provider relationships are changing, but also what strategies healthcare organizations must adopt now to ensure care delivery remains equitable, efficient and financially sustainable.