Jordan Henry

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.

expert panel

Healthcare organizations face unprecedented pressure to do more with less. Labor shortages, rising costs, shrinking reimbursements and increasing patient expectations are forcing leaders to examine every operational process through the lens of efficiency. Automation, artificial intelligence and outsourcing have become critical tools for preserving margins while maintaining access to care.Yet amid the drive toward optimization, healthcare leaders must answer a fundamental question: What should never be outsourced or automated?Members of the Senior Executive Healthcare Think Tank—a group of experts specializing in patient experience, workforce strategy, healthcare technology, quality, policy and innovation—largely converge on a common answer. While administrative functions, repetitive workflows and operational processes may benefit from automation, the human judgment and relationships at the center of care must remain protected.Their perspectives align with a growing body of research showing that trust, continuity of care and clinician oversight remain critical determinants of patient outcomes even as technology becomes more sophisticated. The challenge for healthcare leaders is not deciding whether to automate, but determining where automation should stop. Think Tank members share their perspectives on the functions that should remain in-house, the risks of removing human oversight from care delivery and the practical steps organizations can take to improve efficiency without compromising patient trust, clinician engagement or quality outcomes.

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.