Mark Francis

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Healthcare affordability remains one of the most persistent and complex challenges facing policymakers, providers and employers today. While coverage rates have improved in recent years, being insured does not always translate into affordable access. High deductibles, co-pays and other out-of-pocket expenses continue to create financial strain, particularly for lower-income and vulnerable populations who may technically have coverage but still struggle to use it. A Harvard analysis of rising health insurance premiums highlights how costs continue to increase for many Americans, particularly as enhanced subsidies expire, forcing more individuals to shoulder higher financial burdens. This dynamic not only limits access to timely care but also contributes to a cycle of delayed treatment and escalating healthcare spending. The challenge, then, is not simply reducing costs, but doing so in a way that improves access, maintains actuarial balance and avoids shifting financial burdens elsewhere. Insights from the Senior Executive Healthcare Think Tank—a curated group of leaders across patient experience, policy, workforce strategy and health technology—offer a nuanced view of how targeted reforms can do exactly that: deliver affordability where it is needed most without creating unintended consequences across the healthcare ecosystem.

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In an era defined by rapid technological advancement, healthcare leaders face a unique challenge: reconciling the breakneck pace of consumer technology innovation with the deliberate, evidence-based cadence required in clinical environments. While tech companies iterate in weeks, healthcare systems often require years of validation to ensure patient safety and regulatory compliance. A 2023 Forbes report notes that while AI and digital tools promise efficiency and improved outcomes, improper implementation can introduce bias, safety risks and clinician distrust. The challenge, then, is not choosing between speed and caution—but designing systems that allow both to coexist. Members of the Senior Executive Healthcare Think Tank—a curated group of experts in patient experience, workforce strategy, policy, quality, equity and digital transformation—are uniquely positioned to address this tension. Their collective experience spans clinical care, enterprise IT, AI, data infrastructure and healthcare policy. Below, they outline actionable strategies for senior leaders seeking to innovate responsibly without compromising trust or safety.

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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 is entering a pivotal moment: What was once a system built around episodic visits and institutional control is rapidly shifting toward continuous, consumer-driven engagement. Patients—now armed with data, digital tools and rising expectations shaped by other industries—are no longer passive participants in their care. According to a recent PwC healthcare consumer insights survey, 65% of consumers want healthcare systems built around prevention rather than treatment, while seven in 10 already use digital health tools and expect more advanced, AI-driven personalization in the near future. At the same time, industry analysis shows that consumer expectations are actively reshaping how care is delivered. A Forbes analysis on evolving healthcare expectations notes that patients are becoming active participants in their care, driving demand for more personalized, tech-enabled and longitudinal healthcare experiences. Members of the Senior Executive Healthcare Think Tank, a group of leaders specializing in patient experience, workforce strategy, policy and digital transformation, see this shift accelerating over the next five years. Their insights suggest that what lies ahead is not merely a more convenient healthcare experience but a fundamental redesign of how care is delivered, coordinated and measured. The following perspectives from Think Tank members reveal the expectations most likely to reshape healthcare—and the strategic imperatives leaders must embrace now.

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Public trust in the U.S. healthcare system has declined steadily in recent years. Rising costs, opaque billing practices and persistent inequities in access have led many patients to question whether the system prioritizes institutional revenue over individual well-being. Furthermore, healthcare costs in the United States continue to outpace inflation while delivering uneven outcomes, a dynamic that has intensified scrutiny of how care is delivered and financed. Members of the Senior Executive Healthcare Think Tank—a curated group of leaders specializing in patient experience, workforce strategy, policy, quality and emerging technologies such as AI and telehealth—say restoring confidence will require far more than better messaging. It demands a fundamental reconsideration of healthcare’s core assumptions. Many of those assumptions—such as the belief that higher service volume means better care, or that consolidation naturally improves outcomes—have shaped decades of policy and organizational strategy. Yet Think Tank experts argue that rebuilding trust requires confronting those assumptions directly and redesigning systems to prioritize transparency, prevention, access and shared decision-making. Below, their insights point to a clear conclusion: Trust is not rebuilt through public relations campaigns but through structural change.

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Consumer-driven healthcare has long been heralded as the industry’s next transformation. Yet for decades, adoption lagged behind the headlines. Today, rising out-of-pocket costs, wearable device proliferation and AI-powered navigation tools are reshaping patient expectations in ways that feel materially different. According to a recent analysis in Forbes, the rapid expansion of AI in clinical workflows and patient engagement tools signals that healthcare is moving beyond experimentation toward operational integration—particularly as systems confront workforce shortages and cost pressures. Meanwhile, high-deductible health plans and health savings accounts continue to shift financial decision-making to consumers, increasing demand for transparency and measurable value. Against this backdrop, members of the Senior Executive Healthcare Think Tank—a curated group of healthcare leaders specializing in patient experience, workforce strategy, policy, quality, equity and responsible technology adoption—are watching for early indicators that signal durable change rather than fleeting enthusiasm. Here are some of the signals they are paying the most attention to, and why healthcare leaders should take notice.

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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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AI and digital health tools are advancing at breakneck speed, yet adoption and outcomes often lag behind investment. While hospitals and health systems race to deploy chatbots, predictive analytics and remote monitoring, many solutions remain incremental rather than transformative. A comprehensive survey published in the Journal of the American Medical Informatics Association found that while health systems are piloting or deploying a wide range of AI use cases, success and implementation depth vary dramatically across clinical and operational domains, with many tools still immature or not integrated into care delivery workflows. The result: technology that generates data but fails to meaningfully change care delivery. Members of the Senior Executive Healthcare Think Tank—a curated group of leaders spanning patient experience, workforce strategy, equity, quality, policy and health technology—see a different path forward. Drawing on deep expertise across AI, EHRs, diagnostics, telehealth and care-at-home models, they argue that the next wave of impact will come not from more dashboards, but from smarter, more adaptive and more human-centered systems. Below, they identify underrepresented areas of innovation that hold disproportionate promise for improving outcomes and reducing burden for clinicians.

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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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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.