Digital Health Care Forum Live Updates: Leaders Talk Industry’s AI Future

The live updates have now ended.

5 takeaways from today’s forum

Newsweek’s Health Care Editor Alexis Kayser and Global Head of Research Duncan Ross closed out the day by sharing the five main takeaways of the forum.

1. Climb the “accountability ladder” and make change happen.

2. Transparency is key to a successful digital health care strategy.

3. The health care industry isn’t built for us. Data standardization can help bridge patients’ understanding of our health care system and our understanding of their needs.

4. AI tools are only as useful as their users.

5. Have specific, clinician-cleared, mission-focused goals before you invest in new technologies.

Trust and AI are at the heart of K Health

K Health Co-Founder and CEO Allon Bloch also spoke about how to establish patient trust in health care as hospitals implement AI technology.

“K’s AI is the heart of [the] health system,” Bloch said.

K Health has partnered with many health care systems, relationships that are built on the trust that the company has developed with them.

“This is critical. Without [trust], they wouldn’t even let us into the building.”

As AI technology develops in the health care space and patients begin to use it to diagnose their health concerns, health systems must evolve to make sure they are helping patients receive the most accurate information. This means offering AI options before patients turn to inaccurate resources that can hurt them in the long run.

“Having an AI integrated to workflow is a must, I don’t think it is a choice,” Bloch said.

Nabla uses customization to combat mistrust of AI

Nabla Co-Founder & COO Daphne Groll discussed how to establish patient trust in health care as hospitals integrate AI.

“In health care and in particular with AI, there is a feeling of mistrust,” Groll said.

“The way we try to address this is to really focus on customization…I think customization and being very aware of every request and also being aware of what LLM and agencies can do in this is huge.”

This customization requires communication between the provider and the patients in order to succeed.

“Being a partner, understanding what a customer wants, being very transparent because a partnership goes both ways,” Groll said.

“Trust is really the core of what we’re building. It’s the foundation of our community,” Groll said. “Actions speak louder than words.”

Accessibility helps establish patient trust of AI

In the last panel of the Digital Health Care Forum, Maria Middelares General Hospital Chief Technology Officer Peter Dierickx discussed how to establish patient trust in health care as hospitals introduce AI technology.

“When it was on paper, it was the physician the patient needed to trust. Now data is more available,” Dierickx said.

Listening to physicians and patients and making new technology more accessible has had a major impact on the ability of AI to help in Belgian health care systems.

“We have the opportunity to listen to our physicians and also to listen to our patients,” Dierickx said.

“We have happy physicians—it’s very important to have happy physicians—because [our data system] is user-friendly, it has a good user experience,” Dierickx said.

Jefferson Health commits to returning 10 million hours back to patients by 2028

Jefferson Health President Dr. Baligh Yehia shared a major announcement on today’s panel.

He said the health system is committed to returning 10 million hours back to patients by 2028. This includes reducing the documentation burden for doctors and cutting different types of paperwork that nurses have to do.

“Our team is really gathering and rallying around this pride that we want to be able to get people back to why we enter healthcare, which is to help people and not to do paperwork,” he said. “And so that is our commitment, to give back 10 million hours to patients over the next three years.”

Panelists talks open data models with HIPPA compliance

Aneesh Chopra talked about the risk of aggregating health records in shared networks. He said that the question depends on who is aggregating the data and for what purpose.

The bedrock principle in HIPAA is that patients have the right to access their own data. But he said there actually aren’t any HIPAA access forms.

“We have HIPAA authorization forms because we, the institutions, want permission from the consumer to use their data in other ways,” Chopra said. “But that’s different from saying, ‘I’m offering you the chance to take your data back and to do with it what you wish.'”

Chopra said it’s the patient’s choice to use their data to get a second opinion or ask ChatGPT.

“The open question is whether or not we see more of an open data model with aligned incentives between payers and providers that’s benefiting from AI where it is allowed to have access to the shared resource,” he said. “If both parties agree to trust it, then I think people are going to reap the benefits, otherwise, we will probably tilt towards inflation, not deflation.”

Kaiser Permanente VP of AI says most startups can’t deliver at scale

Dr. Daniel Yang from Kaiser Permanente said the health system is not trying to be at the leading edge of AI innovation. “Our mission is to provide high-quality, affordable, safe, equitable care for our members,” he said.

When it comes to deploying new technology, he said Kaiser Permanente is looking for something that can advocate within their strategy and can deliver products reliably at their scale. Most startups, he said, can’t do that.

He added that Kaiser Permanente wants to ensure security, privacy and compliance and that AI tools work and have value.

“KP is a unique organization as an integrated parent coverage model, where, if we just wait for the market to solve all of our problems, there may be some core issues that the market did not solve for us, because the market doesn’t look like us,” he said.

The country’s first CTO says emerging technology is nothing new

Newsweek’s Health Editor Alexis Kayser returns to the stage after a networking break to discuss governance, risk and progress that comes along with technological innovation in health care.

She is joined by Aneesh Chopra, chief strategy officer at Arcadia; Dr. Daniel Yang, vice president of AI and emerging technologies at Kaiser Permanente; and Jefferson Health President Dr. Baligh Yehia to talk about their approaches to taking “healthy risks” in their own health systems.

Chopra served as the country’s first Chief Technology Officer under the Obama Administration. On the panel, he said emerging technology is not new.

“We’re using the word AI today, but this concept has been around, whether it was nanotechnology or other innovative technology,” he said. “The core principles have always been the same and those principles essentially are that you allow for experimentation in an appropriate way, you monitor and evaluate so industry can work in an agile way.

“And then you have the existing rules of the road that already exist, that just because you happen to add AI doesn’t mean those prior rules are gone, you still have to figure out a way to change the legacy rules to the current world,” he added.

Final networking break of the day begins

The final networking break has begun. This is the final break of the day before the cocktail networking reception this evening.

The programming for the rest of the afternoon includes:

• “Pacing Innovation: Balancing Governance, Risk and Progress” with Aneesh Chopra, chief strategy officer at Arcadia; Dr. Daniel Yang, vice president of AI and emerging technologies at Kaiser Permanente; and Jefferson Health President Dr. Baligh Yehia
• “CEO Circle Spotlight: Fostering Trust in the Digital Age” with Chief Technology Officer of Maria Middelares Peter Dierickx; Co-Founder and COO of Nabla Delphine Groll; and Co-Founder and CEO of K Health Allon Block
• Closing remarks and key takeaways from Newsweek’s Alexis Kayser and Duncan Ross

HSS builds “playground” for AI experimentation

Hospital for Special Surgery’s Chief Digital and Technology Officer Dr. Ashis Barad said, “Everyone’s using AI in very decentralized, disparate ways.”

At HSS, he is trying to “democratize engineering” through their Learning and Breakthroughs (LAB) program.

“We’re creating an organized approach by letting [health care workers] on the front lines, whether that’s operators, nurses or techs, researchers, come into a safe playground where you will learn what the tools are that we have, as well as being able to share their prompts across the systems or validate the models,” he said.”

Barad added that people have a fear of using AI, either from a compliance or legal perspective or a job loss perspective. This mindset from HSS creates a safe space for staff to experiment and create before demands to be productive.

“Getting time back is our parameter, and how we use that time back is not for us to be able to say as long as people are getting the job done,” he said.

Security is top priority for Microsoft when choosing AI tool

In recent years, the number of GenAI startups has exploded as the technology has evolved.

Microsoft’s Joe Petro said there are more than 100,000 with about 40,000 inside the health and life sciences industry. But only about 15 will actually be remembered.

So how do you know which tool is legit and which is just “the next shiny ball to chase?” as Petro put it.

“The advice that I give startups is, you need to go figure out what you’re actually doing and see if you can actually produce a real outcome,” he said. “Because if it’s just a prompt, those are the companies of the 100,000 that basically you’ve washed up, there has to be a differentiation, there has to be an outcome producer. You really got to focus on ROI.”

At Microsoft, Petro said there is a screening process to determine which companies they can trust.

“Trust is about security,” he said. “It’s about reliability, it’s about resiliency, it’s about the practical, responsible use of AI.”

“When you choose to do a partnership with someone and you think that they’re actually secure, you only have to validate them,” he added. “You actually have to validate their entire supply chain. It’s a little bit like getting married. You get married to the entire family.”

Panel tackles how to determine AI fact from fiction

Newsweek’s Editorial Director of Nexus, Gabriel Snyder, leads the next panel on artificial intelligence strategies, use cases, challenges and future possibilities within health systems while differentiating AI fact from fiction.

The panelists include Hospital for Special Surgery Chief Digital and Technology Officer Dr. Ashis Barad; Columbia University Irving Medical Center Chief Research Information Officer Dr. Despina Kontos; UVA Health Chief Strategy Officer Jason Lineen; and Microsoft Health and Life Sciences Corporate Vice President Joe Petro.

UMass is “incredibly proud” of new digital hub that provides virtual and hospital at home care

Dr. Eric Alper, chief quality and chief clinical informatics officer at UMass Memorial Health, presented on the health care system’s extensive digital space and the positive impacts it has had since opening last year.

“We wanted to have a space that allowed us the space we needed but also a digital and future-forward theme,” Alper said of the new digital hub location in Worcester, Massachusetts.

Alper shared the unique digital hub goals that are at the center of their health network:

• Enable quality improvements
• Enable system strategies
• Reduce cost of care
• Enable operational improvements

“We have a team of people that are located virtually that are able to do whatever is necessary to help our patients, whether it’s writing orders, doing careful examinations, ordering scans, reviewing scans, they’ve got access to all the technology they need in order to care for patients,” Alper said.

Alper also discussed UMass Memorial Health’s hospital-at-home initiatives.

“Our hospital at home team is a team of nurses, physicians and other staff that are able to perform care for patients who are acutely ill, who require hospital level of care, but in their homes,” Alper said.

“We’ve seen outstanding outcomes for our hospitals at home, which reduce mortality, improve safety, reduce readmissions for patients after discharge from the hospital,” Alper said. “We are incredibly proud of this.”

Panelist says the perfect health system should be as seamless as the Disney monorail

While virtual care has many benefits for patients, it can also cause inefficiency and confusion. The challenge becomes how health systems can ensure continuity between virtual and brick-and-mortar experiences to avoid fragmented care journeys.

Dr. Nabil Chehade from The MetroHealth System said it is difficult to navigate the existing fragmented health care system.

“We need to look at the big picture and have a way to transition back and forth,” he said.

He likened the perfect health system to the Disney monorail, easily and efficiently carrying people from one park to another. Ideally, health care systems should enable patients to navigate seamlessly from one care to another “in a way that is the most convenient and appropriate for the best care.”

“We are not where we need to be, it should be seamless,” he said. “We should not be investing in people to navigate other people. People should be able to find themselves in the right place at the right moment, if we design the right care and the right workflow.”

Virtual care helps expand care access, streamline operations, panelists say

In an age of telehealth and remote patient monitoring, Newsweek’s Alexis Kayser leads a discussion with health leaders about the strategic imperative of virtual and home-based care.

The conversation includes University Health President and CEO Ed Banos, The MetroHealth System Chief Clinical Transformation, Innovation and Strategy Officer Dr. Nabil Chehade and Northwell Health Chair of Radiology and SVP for Imaging Service Line Dr. Jesse Chusid.

Panelists shared how they have grown their virtual health programs with vendors and in-house resources to expand access and improve operations, especially in a post-COVID world.

Successfully building operational AI requires “experts close to the problem”

Palantir’s Co-Head of Health Care Drew Goldstein sat down with Newsweek‘s Kylie McCoy to discuss the components of operational AI programs that actually work.

“Getting AI that actually works is not about the quality of the components” Goldstein said. “What we’ve found is bringing together that context around specific patients’ whole chart information, that’s the missing link.”

“I think a lot of times the goal is to go live with something, as opposed to the goal being to solve a specific user’s problem,” Goldstein continued.

“When you go down that process with the person who’s the subject matter expert close to the problem, it starts to open up all the connected components of that same problem,” Goldstein said. “I think what we’ve started to see over the last few months is a lot more partnerships that are focused on providing the tools over to people that have the subject matter expertise.”

Newsweek and Statista provide transparency on hospital rankings

Newsweek‘s Global Head of Research Duncan Ross and Statista’s Director of Health Care Analysis Dr. Lukas Kwietniewski discussed the World’s Best Hospitals and World’s Best Smart Hospitals rankings, which the partners have published since 2019.

Ross and Kwietniewski discussed the methodology behind the rankings and the insights that they bring to the health care industry.

“The first thing that really impresses me is the growth rate as an area of interest. Statista can’t make hospitals participate in the survey, hospitals have to want to do that,” Ross said

“The mission that we have set out to do is bring transparency where there is no transparency,” Kwietniewski said.

“It’s good to have a ranking that gets refreshed because you keep evolving the methodology, and that’s why we have a new data set every year that captures what the hospitals are doing right now,” Kwietniewski continued.

World’s Best Hospitals 2025 can be found here and World’s Best Smart Hospitals 2026 can be found here.

AI governance needs “a lot less trailblazers and a lot more sherpas,” panelist says

Griffin said every change in health care has risk, but the transformation of health systems based on AI and changing workflows with more available data is a major feat and requires intentional and effective governance.

“Are we just in a snowstorm trying to find our way out, or is there actually there actually a lighthouse that’s going to guide us to where we’re going is a real question,” he said. “We need a lot less trailblazers and a lot more sherpas.”

He added that CMOs and CNIOs “probably are the sherpas that we need when it comes to technology.”

Dr. Gregg Nicandri from the University of Rochester Medical Center said health systems have learned from other dictation tools that made many mistakes and typos in doctor notes and reports.

“AI also makes mistakes,” he said. “And people reading the note might not know it is wrong. We need to be very careful how we’re looking at auditing what AI is doing for us and press people developing technology.”

AI adoption requires “implementation and oversight skills,” panelists says

Dr. Shawn Griffin of URAC said AI adoption brings a need for implementation and oversight skills.

“If AI is being used to guide your lawn mowers to be more efficient, it’s not a big deal,” he said. “If it’s being used to guide your chemotherapy, you’re going to care about a little bit more.”

He said any organization looking at AI has to have clinical people involved, including nursing, physicians, lab people, and pharmacy people.

They need to be around the table because “we honestly don’t know why AI does some of the stuff that it does and governance is important. Monitoring is important.”

CNIO credits frontline and leadership experiences for success in new role

Newsweek’s Workplaces Editor Aman Kidwai leads the next panel discussion on the critical role chief medical and nursing informatics officers play in facilitating change management in health systems.

The panelists include URAC President and CEO Dr. Shawn Griffin, University of Rochester CMIO Dr. Gregg Nicandri and Dr. Lavonia Thomas, the chief nursing informatics and innovation officer at MD Anderson.

Griffin said a CMIO is a “physician champion” who “talks tech to doctors and doctors to tech” to make change in how a health system operates.

“Tech has to be based around care,” he said, ” and you need champions to be ambassadors and train them” to understand everything from change management and emotional intelligence.

Thomas said she could not have done her role at a CNIO without both frontline and leadership experiences.

She said it is up to CMIO and CNIOs to define the problem, and that required speaking with frontline staff and asking them what problems they’re encountering and if they view those challenges as a problem.

“Nurses are innovators at our core,” she said. “We learned workarounds and see it as normal and we don’t see the inefficiency in it. We need to see the middle ground and how some new tech is going to help us. It does take someone who can speak that language.”

User adoption, therefore, is key. And Thomas said CNIOs need to speak the language and understand what motivates the staff.

Tecsys CEO Highlights The Importance of Data Standardization

Peter Brereton, president and CEO of the Digital Health Care Forum’s strategic partner Tecsys, sat down with Newsweek‘s Kylie McCoy to discuss operational challenges and successes with data in health care supply chains.

“When operations break down, ultimately, it is the patient that feels the impact,” McCoy started the discussion.

Brereton said that some of the biggest operational challenges health systems face today are:

• Aging populations
• Rising costs of supplies
• Shortages of labor

Most of all, data standards have become a big issue for growing health systems.

“The greatest challenge is usually data and agreeing on data standards. Hospitals that have grown organically have less of a challenge with this than hospitals that have grown through acquisition,” Brereton said. “It usually starts with standardizing the data across the network.”

“I had an orthopedic surgeon say that, for the first time in his career, he could usually finish his day on time because the right products were there,” he added.

“All we do is provide the platform. The change has to be led by people who are very good at meeting that change,” Brereton said.

Fairview Health CEO says embracing tech helps accept risk

Newsweek’s Alexis Kayser asked the panel about how they define “healthy risk” when considering technology investments and how they make those decisions.

James Hereford, president and CEO of Fairview Health Services, said his mantra is “get rid of stupid stuff.”

He said Fairview encourages staff to submit ideas on how to make Epic system better because “it’s not always the most efficient” and “people don’t know how to use Epic well.”

Hereford said Fairview has implemented 150-200 improvements every year and identified key training gaps. The system also implemented Microsoft Copilot to help its staff get used to AI and automation to create easier ways to do things and take out unnecessary steps from various tasks.

“That mindset is broken down across the organization and makes us more capable to accept risk and not say we can’t change because there is a risk,” he said.

Technology helps combat challenges of health care in rural states

The panelist discussed the most important technological advancements they have integrated into their health systems.

David Callender of Memorial Hermann said the system is owned by the greater community of Houston, Texas, and is very supportive of its mission to improve overall health. Callender said Memorial Hermann engages with members of the community directly to help them understand what good health is and how to obtain it within their circumstances.

Brad Reimer from Sanford Health said the adoption of technology “has got to be targeted,” and the mission case and a business case have to come together. He said their mission is to sustain health care in rural America. An example of this is doubling down their investment in virtual care and developing an AI model with the chronic kidney disease team that, along with the development of electronic health records, has doubled the number of screenings and tripled the number of clinical diagnoses of chronic kidney disease.

Panelist says health systems can’t improve “without leveraging technology”

After the first networking break, Alexis Kayser is back on stage for her next panel, “The Business Case for Tech and Innovation,” which explores how hospital systems can adopt new technologies to drive efficiency and reduce costs.

Memorial Hermann Health System CEO Dr. David Callender, Fairview Health Services President and CEO James Hereford and Sanford Health CIO Brad Reimer share what has worked at their institutions to build a successful tech portfolio with a strong return on investment.

Fairview had a significant financial turnaround this past year. Hereford said the investment in technology played a major role in that success.

“We want to transform health care and you can’t fully do that without fully leveraging technology,” he said.

Reimer said pacing out tech deployments in the Sanford Health System has been a huge benefit. He said it allows the health system to do more pilot programs, reduce risk and pivot or bail out when they aren’t getting the outcomes they want.

“That’s much harder to do if you push that across a whole physician group or a full nursing group,” he said. “[We’re] trying to make sure that we’re taking a big picture step back of how much change are we are introducing to the clinicians and to operations and making sure that we’re not just peppering them with a bunch of uncoordinated things that don’t drive value.”

This approach has also helped with the recruitment of medical staff who expect the latest technology and advancements in hospitals.

First networking break begins

Attendees are now taking a short networking break before the next panel, The Business Case for Tech and Innovation, with speakers from Memorial Hermann Health System, Fairview Health Services and Sanford Health.

Koford said new cancer center is a “catalyst” for MSK’s mission

Kreg Koford said the new cancer center will address disparities in cancer care for underserved communities, translate research into clinical work, train the next generation of doctors and be a center for “impact-driven innovation” with “compassionate, personalized care.”

There will also be staff respite areas for clinicians to decompress from the high-stress environment, fall-prevention technology in patient rooms and improved digital displays and smart capabilities throughout the facility.

The guiding principles of the pavilion technology include:

• The patient is the focus
• Speed, stability and resilience in technology investment
• Using the most advanced, effective, efficient and compassionate care with flexibility and foresight to enable innovation
• Working as a team and using technology to improve collaboration among clinicians, patients and families
• Supporting team members
• Turning every interaction into insight by collecting data to improve outcomes and accelerate clinical trials and scientific discovery

He said the building serves as a “catalyst” for Memorial Sloan Kettering’s mission to provide care for everyone who needs it and “hopefully eradicate cancer and, if not, provide care to help patients recover.”

The pavilion is set to open in 2030.

A look at Memorial Sloan Kettering’s newest cancer pavilion

Kreg Koford, the senior vice president of Real Estate Operations at Memorial Sloan Kettering Cancer Center, presented the hospital’s plan to build a new facility to address the anticipated increase in demand for care and to accommodate modern and future technology.

Koford said there are currently 40,000 new cancer cases in New York City each year, and that will increase to about 47,000 cases by 2030 and 60,000 by 2050.

To address this, MSK is building the Kenneth C. Griffin Pavilion on its main campus, located on the Upper East Side of Manhattan. The pavilion will house a new, state-of-the-art cancer care facility to accommodate the rising number of cancer cases each year.

The facility features 12 new operating rooms, 2,018 inpatient beds, single rooms for immunocompromised patients and the latest technology and cutting-edge robotics.

Panelists define with good vendor partnership looks like in health care

The speakers on the “Breaking Down Silos” panel shared what they look for in outside vendors to ensure true partnerships.

They agreed that the partnership has to go beyond the financial transactions.

Simon Nazarian from City of Hope said the patient is always at the center of these decisions, and when you start with the financial, you can lose the reason why you’re engaging in the partnership.

“What will this [partnership] deliver to the patient and the health care industry overall?” he said.

At IU Health, Dennis Murphy said transparency is key with these vendor partnerships.

“Define accountability on both sides of the table,” he said. “We want to know if our team is not doing what they’re supposed to. We are okay with telling vendors, but we are not as receptive about the feedback for our own team.”

He also said that products are not static; they are dynamic. Good partners, he said, talk about what is next in the space. Going beyond the financial transaction means talking with partners about the next two or three things coming down the pike.

Panelist discuss concerns over sharing patient medical data

Newsweek’s Alexis Kayser leads the first panel of the day, “Breaking Down Silos: Achieving True IT Integration in Health Care,” which tackles breaking down silos with tech integration.

Panelists include IU Health President and CEO Dennis Murphy, City of Hope Executive VP and Chief Digital and Technology Officer Simon Nazarian and Northwestern Medicine Chief Digital Executive and VP of Information Services Danny Sama.

Kayser asked the panel about patient data sharing, as people are worried about privacy and control over sensitive health data that could be used for education and research.

Sama said it comes down to whose data it is.

“It’s the patient’s. If the patient doesn’t want data to be used, that is their right,” he said.

He noted an ethical conundrum: Could this data lead to a medical breakthrough and would it be unethical not to use it? Sama said that the decision might be left up to the courts and government regulation.

“HIPAA needs updating for the modern system of how we use information,” he added. “Regulations might hinder progress more than helping it. But it is patient data, so it’s a tricky tightrope to walk.”

Murphy offered a different perspective, saying physicians need to take the time to explain to patients why the data is necessary to advance medical research.

“I don’t think people want to invest time to have those conversations with patients, he said.

Murphy added that the main concern among patients who are hesitant to share their data are fears of insurance costs going up, putting employment in jeopardy and wanting a return on investment if their data is used for major medical advancements.

Tina Freese Deckers shares key behaviors to drive change in health care

Tina Freese Deckers, the board chair of the American Hospital Association and president and CEO of Corewell Health, took the stage to share her opening remarks.

She shared a story of a patient with tremors who wrote her a letter, his first hand-written note in 30 years, after a focused ultrasound procedure.

“He now can write a letter, he can now drink coffee without worrying about spills,” she said. “We totally changed his life and that’s why we’re here.”

She outlined overall challenges facing health care, including funding, affordability, an aging population and a shrinking workforce.

Health care has been slow to change, Freese Deckers said, and there are five key behaviors needed to drive change:

• Taking care of ourselves and each other
• Focus on mission and purpose and find the problem we are trying to solve and tie it back to the mission
• Be curious about the road ahead, which requires actively listening and communicating and seeking out different points of view
• Commit and own it: Go to the higher rungs of the accountability ladder where you find solutions and “make it happen”
• Make sure we deliver and celebrate those successes

“This is how we do hard things, this is how we start to move forward,” she said. “We need to make sure that we’re doing those hard things, that we’re embracing the technology and artificial intelligence, that we’re bringing the hope to our teams, that we’re putting forward the discussions that we have and we’re owning it and making it happen.”

Newsweek’s health care editor outlines industry challenges in opening remarks

In her opening remarks, Newsweek’s Health Care Editor Alexis Kayser welcomes attendees and speakers – some of whom traveled from California, Texas, South Dakota, and even internationally from Mexico, Spain, Belgium and Colombia.

Kayser likens the current state of the health care industry to the Charles Dickens quote: “It was the best of times, it was the worst of times.”

“Where we sit, in the United States, health systems are up against funding cuts and rising costs,” she said. “Our population is getting older and they’re getting sicker. Policies, waivers and regulations are up in the air. And patients’ trust doesn’t come as easily as it used to. “

But, Kayser added, advancements in technology like AI and predictive analytics have the potential to turn things around.

“The people in this room are the people who are going to get us there,” she said. “The discussions we have in this room should help make that path a little clearer.”

Digital Health Care Forum to feature panels, fireside chats, presentations

Attendees are arriving at Newsweek’s headquarters in New York City for the Digital Health Care Forum: Sculpting a Digital Future.

The event will kick off with opening remarks from Newsweek’s Health Care Editor Alexis Kayser and Tina Freese Decker, the president and CEO of Corewell Health, at 10 a.m.

A full day of panels and fireside chats will follow throughout the day, including:

• A “State of the Industry” presentation with Newsweek’s Global Head of Research and Statista
• Discussions about aligning tech and financial investments with strategic planning
• Fireside chats with senior leadership from Tecsys and Palantir
• A panel about change management from the perspective of chief medical and nursing information officers
• Presentations from Memorial Sloan Kettering Cancer Center and UMass Memorial Health
• A look at telehealth and remote patient monitoring technologies
• A review of AI advancements, use cases and challenges in top hospital systems
• Advice from top hospital systems about taking “healthy risks”
• A spotlight on fostering trust and collaboration from Newsweek CEO Circle members

The full schedule of events can be found here.