Jordan Henry

expert panel

For all the progress in health technology, one problem remains: Knowing more about our health does not necessarily mean we will do anything differently.But that may be about to change. Wearables can capture what is happening throughout the day. Continuous monitors can reveal how the body responds in real time. AI can connect those signals and identify patterns that might otherwise go unnoticed. The question is whether these technologies can move from telling us what is happening to helping us decide what to do next.That distinction matters in the workplace, where health, performance and behavior are closely connected. A useful technology should not simply produce another score or notification. It should help an employee make a better decision, give a manager a way to support a healthier work environment or identify a potential problem early enough to do something about it.We asked members of the Senior Executive Healthcare Think Tank—experts in AI, digital health, telehealth, workforce strategy, aging, healthcare architecture and data interoperability—which emerging technology they believe has the greatest potential to improve workforce health and performance.Their answers offer a look at what comes next: a shift from health technology that measures and reports to technology that can, when used thoughtfully, help people act.

expert panel

Healthcare leaders are constantly being asked to do more: adopt new technology, improve efficiency, expand access and deliver better outcomes. But what if the better question is what they should stop doing, rethink or redesign?Members of the Senior Executive Healthcare Think Tank are challenging leaders to look beyond the usual measures of progress. Their perspectives examine whether healthcare processes are designed around patients, whether technology is actually reducing burden, whether clinicians are spending time on work that matters and whether organizations are willing to question structures and practices that no longer serve their purpose.Taken together, their answers make a compelling case for a different approach to healthcare leadership: Before asking how to do more, ask what is worth doing at all. Below, they offer up 11 questions they think healthcare leaders need to be asking, and how those questions could fundamentally improve care.

expert panel

When the COVID-19 pandemic accelerated virtual care adoption almost overnight, healthcare organizations did what they had to do: keep patients connected while protecting them from unnecessary exposure. Video platforms were deployed in weeks instead of years, regulations temporarily relaxed and health systems invested billions of dollars building digital front doors that could sustain care during an unprecedented crisis.Five years later, the conversation has changed. Rather than asking how quickly healthcare can deploy telehealth, leaders are asking whether those investments produced sustainable improvements in patient outcomes, clinician experience and operational performance.Members of the Senior Executive Healthcare Think Tank, a curated community of executives and innovators spanning patient experience, healthcare technology, AI, policy, workforce strategy and care delivery, believe the industry's next chapter depends less on expanding virtual visits and more on redesigning how care is delivered. Below, they discuss where they think the industry overinvested and underinvested in telehealth, and what they’d do differently if they had the opportunity to build it again from scratch.

expert panel

In the past, healthcare cybersecurity strategies focused primarily on preventing attacks. Investment, policy and executive attention centered on hardening systems, securing networks and keeping threat actors out. But that framing is increasingly out of step with reality.Today, healthcare organizations operate in an environment where sophisticated ransomware groups routinely target hospitals, health systems and their vendors. Prevention still matters, but it is no longer sufficient on its own. The operational reality is that even well-defended organizations can and do experience disruptions that affect clinical systems, scheduling, pharmacy operations and, in the most severe cases, direct patient care.This shift has pushed cybersecurity leaders and clinicians toward a more pragmatic conclusion: It’s no longer about whether a breach will occur, but how well an organization can continue functioning when it does.Healthcare continues to experience some of the highest breach-related costs and longest recovery times of any sector, according to industry analysis on the IBM Cost of a Data Breach Report, with patient care delivery increasingly affected when clinical systems go offline.Against this backdrop, members of the Senior Executive Healthcare Think Tank explore what modern cyber resilience actually requires in practice—from clinical continuity planning and system architecture to executive leadership, workforce readiness and the ability to maintain safe patient care during active disruption.

expert panel

Patients today have more healthcare information at their fingertips than ever before. Online reviews, provider ratings, quality scores, patient experience surveys and publicly reported outcomes all offer new ways to evaluate healthcare organizations. At the same time, healthcare providers are investing heavily in branding, digital engagement and reputation management as competition for patients continues to intensify.This evolution raises an important question for healthcare leaders: When patients choose where to receive care, what matters more—a trusted brand or measurable quality and outcomes? While transparency initiatives have made performance data more accessible, many patients still begin their search with recommendations, online reviews and existing perceptions of an organization. In fact, according to a 2025 Press Ganey study, 86% of consumers say brand reputation influences their choice of healthcare organization, while roughly 60% rely on online reviews and recommendations when evaluating providers.Members of the Senior Executive Healthcare Think Tank, whose expertise spans patient experience, healthcare technology, quality improvement, operations, AI and policy, largely agree that reputation remains a powerful driver of patient choice. However, they also emphasize that reputation alone is no longer enough. As patients gain access to more information and healthcare becomes increasingly consumer-driven, organizations must ensure their brand promise is supported by consistent experiences and measurable results.Below, they explore how healthcare organizations can strike the right balance between reputation and performance. Because while reputation may earn a patient's attention, long-term trust is built through transparency, exceptional experiences and outcomes that consistently deliver on the brand's promise.

expert panel

Not long ago, healthcare leaders could reasonably expect periods of stability between major disruptions. Today, those periods are becoming increasingly rare. One week brings new reimbursement concerns. The next brings staffing challenges, evolving regulations or another breakthrough technology promising to transform care delivery. For many organizations, uncertainty is no longer a temporary condition but the environment in which they operate every day.The organizations that navigate these challenges most successfully aren't necessarily the ones with the biggest budgets or the most sophisticated technology. More often, they're the ones that have built resilience into the fabric of their operations and leadership culture. They communicate openly when circumstances change, empower employees to make decisions and create systems that can adapt when the unexpected inevitably happens.The need for that kind of resilience has never been greater. According to the American Hospital Association, hospitals continue to face mounting financial pressures driven by rising labor, supply and pharmaceutical costs, even as reimbursement challenges persist. At the same time, rapid advances in artificial intelligence, analytics and digital health are reshaping how healthcare organizations operate and compete.To explore what resilience looks like in practice, we turned to members of the Senior Executive Healthcare Think Tank, whose expertise spans patient care, workforce strategy, healthcare technology, AI governance and organizational transformation. Their insights reveal how healthcare leaders can build adaptability into their teams, operations and decision-making processes—creating organizations that are better equipped to withstand disruption, embrace change and thrive in an increasingly unpredictable healthcare landscape.