By RaeAnn Grossman

In the July-August 2019 Harvard Business Review, linked here, Tim Fountaine, Brian McCarthy, and Tamim Saleh all from McKinsey & Company, discuss building the AI-powered organization. They share how it is really about culture and not a huge technology challenge.

Let’s talk about how to integrate AI into healthcare and the good starting points.


How: The problem is that as many companies develop AI, they lack the discipline or the team to drive core protocol to ensure it is learning and utilized properly. One must focus on workflow and consistent practices and learning; then apply what was learned again and again. Each department needs the same AI implementation model, reporting, and improvement plan template. An executive sponsor from each department needs to alter topics, contents, and metrics (KPIs) that are monitored. Essentially, an organization must move from a siloed way of thinking to interdisciplinary collaboration.  Teams and protocols must be agile yet disciplined. Always explain the organization’s goals so that people can see the direction and why tasks or committees are on their calendars.

Where: I like using chronology and creating a to-do list when starting to think about the uses of AI in data aggregation, call centers, scheduling, medical documentation, medical record acquisition, quality assurance, patient adherence, patient preferences, social determinants, high-risk and complex patient costs, provider engagement, and other elements of the care, quality, and risk strategy.

AI can truly make us more efficient if we survive its implementation and continue to refine protocols to gain the most from the output.