CNS Summit: A Community, Not a Conference

The CNS Summit is less an event and more a movement, the roughly 900-person ecosystem of leaders, scientists, entrepreneurs, and communicators is bound by purpose. Through the years, it has become an “industry reunion” for those working at the intersection of science and humanity. Attendees don’t simply show up for “unscripted” presentations or networking; they come to commune, share ideas, listen and support each other’s journey.

Founded and carefully curated by Amir Kalali, MD, a former Quintiles executive, who focuses on the intersection of life science and technology, believes collaboration unleashes humanity’s greatest potential, Summit operates on the belief that innovation in clinical research and drug development depends on curiosity and connection.  Summit cultivates an atmosphere where hierarchy dissolves. CEOs engage with early-career professionals. Startups find champions among seasoned executives. Conversations flow freely, often long after formal sessions end. As the website declares, “The Summit brings together a curated group of top decision makers from pharma, biotech, CROs, investigator sites, patient advocacy groups, investors and other stakeholders.”

The site also notes a key differentiator for the 2025 gathering: “Networking tables throughout the day. A dedicated space for connection and conversation throughout Summit.” The Summit agenda reinforces that the gathering isn’t just about sessions; it’s about forging connections.

This is the kind of conference where attendees return year after year, sometimes at personal expense, because they recognize that the ROI is more than professional – it’s personal. You leave Boston with new insights, renewed energy and, often, lifelong friends.  What makes CNS Summit unique is that the “price of admission” includes year-long networking gatherings sponsored by Summit community leaders.

“When people introduce themselves at Summit, I want to hear about them — their backstory motivation first, and only then about the problem they are looking to solve,” shares long-time Summit attendee Craig Lipset, DTRA.org Co-Chair, and an advisor to global health innovation enterprises. “This is an event that cherishes long-term relationships between people, which is why this space has become so critical during such a volatile time in the industry,” he adds.

Communication Tip: At CNS Summit, authenticity amplifies influence. Don’t arrive with a set corporate pitch; come ready to share experiences and learn from others. This is a platform for vulnerability, curiosity and conversation, not self-promotion. In a community built on trust, the most powerful communication skill is listening.

The JP Morgan Healthcare Conference: The Ecosystem’s Main Stage

If the CNS Summit is a retreat for reflection, the JP Morgan Healthcare Conference is the watering hole of the life science world, crowded, noisy and absolutely vital. JP Morgan frames it as the “largest and most informative healthcare investment symposium in the industry, which connects global industry leaders, emerging fast-growth companies, innovative technology creators, and members of the investment community. For one week in January, from January 12^th to 15^th 2026, the health innovation universe converges in San Francisco.

In contrast to the CNS Summit’s intimacy, JPMorgan thrives on scale. It is where biotech, pharma and health system hopefuls present their value proposition to investors, and where global biopharma companies reaffirm strategic direction. From hotel lobbies to sidewalk cafés, every table and hallway becomes a “pitch” space. Deals are initiated, relationships rekindled, and reputations built, rebuilt or crushed. Mega consulting groups such as McKinsey emphasize that this gathering unites “global health and life sciences industry leaders, emerging fast-growth companies, innovative technology creators, and members of the investment community.”

You might attend JPMorgan for 72 hours and never set foot in an official session. Yet those unscripted encounters, coffee chats, quick handshakes, five-minute updates, often shape company trajectories and careers alike for the coming year.

Fern Lazar, Managing Partner and Global Health Practice Lead at FINN Partners, has attended the J.P. Morgan Healthcare Conference since its early days as the original Hambrecht & Quist Healthcare Conference—later acquired by J.P. Morgan. Her advice is straightforward: “Preparation is power. The companies that arrive with clarity, confidence, and proof of momentum leave with stronger reputations, investor trust, and new alliances. Those that don’t are quickly forgotten.”

Communication Tip: At JPMorgan, clarity is currency. In a sea of sound bites, those who communicate with precision rise above the noise. Be concise, compelling, and credible. Articulate what your company does, and why it matters to patients, to systems, and to investors. Every sentence should connect back to the vision and value with plenty of proof points to show you’re on the right track.

Why Both Matter to the Future of Health

Both conferences reveal something fundamental about the health industry’s DNA: innovation depends on both connection and coopetition. CNS Summit reminds us that science is human, built on relationships of trust. JP Morgan reminds us that sustainability requires strategy, clarity and capital.

For communication leaders, the lesson is clear: health innovation demands head, heart and gut.  You must speak to investors in the language of returns and to peers and partners in the language of purpose. The best communicators, like the best leaders, bridge both worlds seamlessly.

The life sciences sector is undergoing constant ebbs and flows: AI, digital biomarkers, decentralized trials and real-world data are reshaping how therapies are discovered, developed and delivered amid this race to raise the bar on all aspects of health access, affordability and delivery, leadership visibility and stakeholder trust matter more than ever.

At the CNS Summit, you cultivate the credibility that comes from empathy and engagement. The Summit community underscores that year-round social element: “Your event registration also provides access to our year-round programming and community activities.”  At JP Morgan, you demonstrate the confidence and messaging that attracts capital and partnership.

One builds influence, the other builds momentum. Taken together, they form a powerful narrative arc for any organization serious about advancing science and health innovation. The leaders who succeed in the next decade won’t just be the ones with great science, they will be those who can translate that science into stories that move payers, policymakers and patients alike. It’s the combination of IQ and EQ that will rally companies toward success.

Final Words: Show Up, Listen, Learn and Lead

Conferences are catalysts for connection.  Their value lies in what happens after the panels end and the flights home begin. Do you follow up? Do you stay in touch? Do you turn introductions into impact?

Whether you’re heading to Boston or San Francisco or both remember: your presence is an investment in the future of your career, company and community. Be intentional. Be visible. Most importantly, be human. In this ecosystem of change, as in medicine itself, the most significant advances begin when people listen, learn and lead together.

The post Two Gatherings, One Mission: Elevating Life Science Leadership and Communication appeared first on Medika Life.

In this exclusive conversation, I join Hal Wolf, President and CEO of HIMSS, to explore HIMSS’s evolving role in fostering collaboration between hospitals, startups, and policymakers. With the health-ecosystem landscape tracking the early days of a new administration, uncertainties remain—ranging from regulatory shifts to funding allocations. Yet, as Wolf underscores, HIMSS remains steadfast in advancing health equity, supporting digital transformation, and offering actionable strategies that improve care delivery.

This conversation occurs between ViVE in Nashville and HIMSS in Las Vegas—two health gatherings that bring innovators, policymakers, and industry leaders together. While ViVE spotlights digital health startups, investment trends, and edgy sparks, HIMSS serves as the broader convening ground for professionals shaping the future of health information and technology. HIMSS is where the work happens—the “Davos” of health information.

Wolf outlines key issues such as integrating artificial intelligence in hospital systems, the role of primary care in driving better patient outcomes, and how organizations must balance innovation with financial realities. At HIMSS, essential dialogue between established institutions and emerging disruptors has never been more crucial.

Join us as we delve into the forces shaping the health system’s future—where technology, policy, and leadership converge to improve patient outcomes and system-wide efficiency.

Medika Life Editor Gil Bashe: In examining hospital systems, we focus on how information flows within our industry and who has access to it. We still have a lot to learn. These are the first few weeks of the new administration, and we don’t know how things will unfold, how the Senate Committees will approach these discussions, or how actions will be implemented. Will we rely on Executive Orders? If that’s the case, we know where to focus our attention. You’re a remarkable ambassador for the discipline and the sector, and certainly for HIMSS, a professional association, trade association, and global NGO.

People come to HIMSS with tremendous optimism, hoping to gain insights that will make them more effective. I prefer to focus on current developments and HIMSS priorities rather than just reacting to them; that’s a different conversation. I’ll also note that the administration’s conversation around health access, cost, and priorities is still in motion.

HIMSS CEO Hal Wolf: We don’t know enough to discuss new policies and their potential outcomes. One challenge will be securing funding. While we know things will be different, we don’t know where the policies will land. Still, we know that HIMSS is dedicated to its vision and mission statements as they fundamentally relate to realizing the full health potential of every human everywhere.

We are dedicated to health equity and will stay dedicated to it. Our collaboration with governments and NGOs worldwide and our fundamental principles will not change, nor should they! We’ll work with our principles within the context of whatever comes out of the White House.

We worked well with the previous Trump administration and collaborated effectively with ONC and HHS on various initiatives. We look forward to advancing the HIMSS mission within the established parameters.

Bashe: HIMSS is far more than an annual mammoth gathering; it’s a professional society that covers the full spectrum of health information and technology – from cybersecurity to economics to professional development and government policies. Unlike other popular meetings that primarily focus on networking, HIMSS is where professionals from around the globe come to set objectives, strategies, and operational priorities. It’s 30,000 feet and 3,000 in scope.

Wolf: This morning at 6:00 a.m., I had an interesting conversation with the CEO of a successful start-up that is getting distribution now and beginning to roll. At HIMSS, we see the merging of different worlds.

We have our core population, core members of the health ecosystem– hospitals, clinics, health operations, nurse practitioners, CMIOS, CIOS, physician leaders, and administrators. This group represents a significant portion of the HIMSS membership, which includes over 120,000 members.  

On the other hand, we have the entire global app ecosystem that drives innovation and introduces new ideas. As you know, many of these ideas and innovations are driven by personal experiences. A family member encountered a situation, and they tried to solve it. Or have worked in the industry, identified a gap, and pursued it.

They often have a long list of improvements to address, and, often, they aren’t performing well financially. Their reimbursement processes are a little murky, and this uncertainty might increase in 2025.

How much time do they have to integrate innovations that don’t directly impact their outcomes, quality, access or bottom line? Because everything’s being looked at in that piece.

We need to understand that the situation changes as the market evolves. What is the critical point where innovation intersects with standard operating procedures, and what does it look like? How can information from one area influence the other? We must determine how to identify the good and the bad and how to present them to the market.

What happens at the global conference? What happens in chapter meetings? What happens in the papers that are submitted? What happens in the insights? Much of this depends on how these elements connect.

Bashe: Many diverse health information communities come together yearly at HIMSS. You have consistently made this gathering relevant. This year, a new startup section called Emerge addresses a critical need within the HIMSS community. You just started with the story about a startup enterprise. Could you share some important and innovative aspects that will be highlighted at this year’s gathering?

Wolf: That’s a pressing question, so I’ll divide it into multiple parts because it’s challenging.

We’re part of the industry, so let’s return to your original premises to find the answer. You mentioned “competing,” which refers to people competing against each other. However, you also have specific points of interest to consider.

The benefit engine can determine how much money you’ll receive in reimbursement for a particular service. However, if you’re on the insurance or payer side, the configuration may depend on whether it’s for North America or a Ministry of Health. Here, the goal is to anticipate the costs incurred in treating a patient. This perspective aligns with an actuarial professional trying to understand and guide the process forward.

I’ve observed hospital systems are starting to integrate AI functionalities, but currently, only 5 to 7% are using it effectively, from an operational standpoint,

For example, when someone walks to the front desk and says their right arm is hurting, the staff collects the information by typing it into a form. They ask a couple of questions, such as “Who’s your primary care doctor? Who’s your insurance company? Are you on managed care? Is this new? What other ailments do you have? What other prescriptions do you have?” They must ask those questions if they don’t have that information readily available. That data feeds into new algorithms on the AI side.

In the background, AI analyzes the information and makes predictive models about how long this person would be in the hospital, what resources they will consume, and how much revenue it will generate. It’s occurring in the background, without the front desk staff being aware of AI’s calculations; meanwhile, the administrator is beginning to recognize the impact of these advancements. The inbound process begins with appropriate testing, questioning, and, if necessary, into a bed.

Meanwhile, the hospital administrator or the system managing the situation assesses the resources the patient will need, whether they will need a specialist and whether the specialist will be available when needed. By the time an exam takes place, they can inform the patient about what to expect in the next 24 to 48 hours, whether they will be staying at the hospital or going home. This preparation and communication represent the positive aspects of the process.  

The dark side is that the hospital engine in the background might say, “We’re not going to get a lot of money out of this. This is not a good use of our beds/time. If we maximize profits, we should send this person on and see what the next person will bring because our algorithm told us that five people would come in with congestive heart failure, and we do make money on that.”

The person writing this down may never realize what is happening; they won’t know that the system will indicate that the hospital is full, even though there might be capacity. Instead, they will tell the person to go down the street to Acme Community Hospital, which can take care of them, explaining that their system lacks resources. That is a dark coin flip to what could happen.

Bashe: Many hospital networks are acquiring primary care practices as feeder systems in their facilities. For example, if a patient is told, “You need to do a cardiac stress test. Do you have a cardiologist?” and they respond with “No?” the primary care provider can then say, “Why don’t you let me arrange that for you.” The primary care satellite site is closing the loop on a fragmented system. While the hospital system benefits economically from the service, patients benefit, and the primary care satellite site serves as a conduit for care.

I’m always thinking about the benefits of technology in enhancing the hospital and primary care systems. Imagine a doctor saying, “You know, you’ll have many questions. I will be here to help you frame your thinking around those questions. Our system has an LLM model. Let’s call it Dr. Hal. You can ask Dr. Hal every question regarding your congestive heart failure or prostate cancer. Dr. Hal is the composite wisdom of all the experts in our system and is here to address your questions.”

The creative aspect of our discipline, combined with information, is becoming a superpower. We use data to guide our supply chain resourcing and leverage information to promptly provide patients with confidence and comfort. We ensure greater access to accurate information vetted by the system, so patients do not depend solely on Dr. Google.

Wolf: The actual value of AI is knowledge management. It allows a very broad and capable synthesis of vast amounts of data and information that no human can keep up with. For example, in the 1970s, clinicians had access to three to four journals, where editors picked what was important enough to be published. These journals had to be printed and mailed out, resulting in about 400 peer-reviewed articles per year reaching healthcare professionals. If you read one a day, you could keep up. Today, more than 10,000 articles will be published this year alone. All that information, knowledge management, and sharing will occur collaboratively, and there is no way for anyone to synthesize all that.

AI plays a crucial role in operational and clinical decision support by turning information into knowledge, with recommendations that lead to changes in operations, suggestions, and care.

In clinical care, pharmacy, or whatever path you’re on, these recommendations are communicated back to physicians with an explanation of why they are a recommendation and the source of that information.

I think part of the maturity that we’re seeing, and you’ll see at HIMSS 2025, is the evolution of AI since our session three years ago. Back then, we held a session titled, “What is AI, and what does it mean?” The panel discussed its potential application in healthcare, and at that time, chat had just been introduced, and people were starting to look at it. Some people were on stage calling for a six-month hiatus before we allowed anything to go forward.

Last year, we saw glimpses of initial uses of AI being deployed operationally, albeit only in a few hospital systems. But it was beginning to happen, and we knew that AI was in the background of devices or operational considerations. Where would the benefit engines come from? The algorithms were starting to be built, and we had a particular point of looking out for biases. We started talking about biases within AI and realized that no matter what you do, there will always be some biases. It’s unavoidable. What was the source information for AI, and how do I ensure I utilize it to the best of my ability?

You’ll see the presentation of how people are using it on a scale. What are examples of its success, and what are some of its limitations? Numerous applications are set to emerge. You’re going to see them on the floor, where people are using components of AI in the background to produce better products that are more efficient and can guide operations as well as at-home care, and all those pieces are being brought forward. The common link between it and your point is on the information side of the house. How good is the starting information, and how broad does it go? Where is the opportunity from a linking standpoint?

To achieve this, a private-public partnership is essential. If you’re looking at algorithms and information that utilize global data that gets turned into global information, it has an impact. Most healthcare systems around the globe are publicly held. They’re not privately held. The United States is an aberration due to its vast amounts of privately held institutions versus publicly held ones.

Bashe:  Are you seeing more of that regarding the technology being used proactively?

Wolf: Yes, and that’s a good thing. We’ve always wanted to see that proper reimbursement takes place and proper services rendered. Many things in a system can get missed, but not an overwhelming amount.  If hospital systems perform well, they typically operate on a 2 percent to three percent margin, but many run at a loss, making proper reimbursements difficult. Large actuarial departments played a key role in the past, with various organizations providing revenue support, which was a huge thing even 15 years ago. However, over time, those efforts began to converge.

The real opportunity lies beneath the surface. It must coincide with an understanding of the care that was delivered. Right next to that benefit realization is the value proposition. What was the quality of what was rendered? Was the care appropriately given? Did we miss something in the diagnosis?

Bashe: One of the things that I worry about is not New York City or Los Angeles. Medical centers such as Mount Sinai, NYU Langone, Weil-Cornell, Columbia Presbyterian, and Memorial Sloan Kettering, much like their counterparts in Boston, Chicago, and the Bay area, provide excellent care. However, in rural America, someone can live three hours from a tertiary care center.

Your approach of using information to improve the care of almost 29 percent of the US population applies, I think, to other nations where people live far from centers of excellence. What are your thoughts about devices, wearables, remote patient monitoring and information, and protecting the information from your standpoint?

Wolf:  Wearables and home monitoring have transformed patient engagement, making health data more immediate and actionable. It’s fascinating. My wife and I compare our Oura daily. How did you sleep? How’s your heart rhythm? We’re finding the features and working through them. She lives anonymously. We are very engaged in our health. How far did we walk? What was our heart rate? Let’s do the 6-minute walk today and see. Were you snoring last night?

All of that is going on, and that’s an engagement level. The information flows from me to my ring, and then my ring says, do you want to share it with Apple? I said yes, and my wife said no; she didn’t want it to flow to another company. Apple will know how well I sleep – I don’t worry about it. If they want to dive into it, there is a profile about me and my general health. They could also derive that from the stuff I buy and the credit card information. That’s always been the case.

If you remember, back in the 1980s, we were already using demographic data with Donnelly overlays. I worked for Time Warner in the early 1990s when Time magazines were delivered to your door. The Time magazine that arrived at your next-door neighbor was different from yours—not the content, but the cover and the ads in the back. You may have gotten an ad for a sports car, and your neighbor may have gotten one for a minivan.

It was specifically designed based on the Donnelly reports, which provided insights about the household. We’re starting to shape recommendations at the personal level of the care an individual should receive.

Why wouldn’t a physician or a clinician want every piece of information on this Oura ring to be included in a patient’s profile? This information would help complete the picture needed to utilize sophisticated knowledge management systems, tapping into tens of thousands of research papers and combining that data with the person’s unique health details. The richer that information becomes, the more accurate it becomes, the more mistakes it makes, the more positively it helps the next person.

Bashe: Often, when I speak to doctors and nurses in the health system, we talk about the Electronic Medical Record (EMR). They’re candid: “We have an EMR system—it’s not perfect, we know that, and it’s getting better and better.” Yet, they often say, “Did you read that patient’s EMR data?” and then they’ll say, “I don’t have time to read the EMR.” While best practices come from committees, you play a unique role as an advisor to corporations. You’re the sounding board for major corporations, whether AWS, Epic, Microsoft, or Oracle. I’m sure they will listen to you because you’re the voice of the global community.

Wolf: We don’t have a dog in the race against them as a competitor.

Bashe: As a not-for-profit society that operates at a global NGO level, when you look at your role and the challenges you face, how does HIMSS address constant sector transformation? HIMSS and its members are constantly evolving because you represent applied information. The system is getting more interesting and more creative.

Look at the challenges that HIMSS owns and represents and your mission, which is obviously to improve access to care. As the organization’s leader, you’re clear and committed to this role, but you’ve seen difficulties implementing cultural or systemic changes.

What’s your guidance for the community? Please don’t take out a ruler and slap people on their hands. You’re obviously about supporting the system’s evolution, making it better. Can you share insights on how you’re filtering down best practices within this evolving landscape? How do you reflect on these challenges that arise and guide systems to understand that care is delivered to the front lines and is not always in hospitals? It’s specialists or primary care—physicians in their little offices worldwide.

Wolf: This is precisely what we discuss daily at HIMSS, and it’s central to our global work. Let’s walk through our view of the ecosystem and how we influence what you just related to because it’s our core.

Hospital systems – or, more importantly, governments worldwide – including our own, recognize their fundamental responsibility to care for their populations. Let’s set the United States aside for a second.

Ministries of Health in countries around the world are accountable for the well-being of their citizens. We’ll talk about citizens for a minute. The people living within their country want a healthy population, which improves the economy. They’re smart enough to know that a healthier population, or one cared for, efficiently reduces the constant increase in costs within healthcare systems. No one is looking to save money; instead, the goal is to slow the escalating costs of healthcare systems, which seem to rise every year.  

Information is the driver behind everything, but to your point, the combination of people, processes, and technology shapes the outcome. Technology is rarely an issue here; the challenge lies in implementing and changing culture. The pandemic forced a significant global cultural change, and while it may seem that it’s deeply in our rear-view mirror, its impact is still felt. Telemedicine, the idea of using information, and the idea of remote care to alleviate the pressures on the front line became a standard feature, and people recognize that.

We see the impact in our relationships with organizations like the WHO in Europe. Take Romania, for example, where we just signed an agreement to help them develop a strategic plan to deliver digital health transformation. HIMSS is focused on four major points.

1. First is digital health transformation.
2. Second is the deployment and utilization of AI as a tool.
3. Third is cyber security to protect that information and ensure that it works for the betterment of their ecosystem with less hassle.
4. Fourth is workforce development, which trains people to understand these tools before they can utilize them to their fullest extent.

Those are our four main areas. When we think about digital health transformation, we start with the HIMSS maturity models from five to seven years ago.

Back then, our maturity models were a checklist of technology. Do you have that technology? Are you wired? That used to be the baseline, what we now consider table stakes. It’s not table stakes anymore.

We’ve transformed our maturity models to reflect quality, access, correctness, and fundamental value. How are you using the information? How does it improve the flow?

From an IT standpoint, we began looking at our maturity models like a stack. It starts with the information layer. What does the infrastructure look like? How is it laid out? How does your data need to be laid out? Where does the electronic medical record go on top of that? How do those two pieces feed into each other? How do you utilize the radiology and the pictures that are in there? How does that flow? What’s your analytical layer? How does this work?

Where are you getting your information, and how are you handling your analytics? How does that tie itself back into the infrastructure? How does that information flow from your reporting back into your EMR and the data layer? How does that data layer tie in when discussing the imaging ecosystem? What’s your continuity of care, the CCMM? How does it flow across the board to ensure you’re not dropping a patient?

We’ve created a stack of maturity models that form the foundation of how information flows from the patient across hospitals, clinics, and homes, wherever the case is provided, to ensure you can keep up with them. And we present these maturity models not just as a technology checklist. Anyone can do that—it’s not meaningless—but anyone can do that. The true focus is on how you use these technologies.

How do you ensure that the relationship between the patient and pharmacy utilization, as well as the benefit realization, is maintained? And how does all this tie together?

Whether it’s community service, a hospital system, or a home, what we’ve created in those stacks is a blueprint that any hospital system, country, or large-scale region can use to identify the technology needed and deploy it for its maximum benefit. 

People do assessments in hospital systems. For HIMSS members in the United States, these assessments are part of the membership, allowing them unlimited access to evaluate their systems. They can conduct these assessments online, check their status, and aim for levels 6 and 7, which is when all those benefits kick in. That’s when we do our validations.

We also do white papers, thought leadership, and HIMSS events, panels and educational programs. More than 300 academic programs are coming up at HIMSS in 2025, with more than 150 offering CE credits.

But these experiences are all based on the output, what worked, and what didn’t work. As you know, learning from others’ mistakes is just as valuable as learning from their successes. Some of the most impactful lessons come from those who try something, fail, and then fix it.

That’s where HIMSS and advisory services come in. We’re presenting the aggregated global knowledge of what’s working and what isn’t.

Most ecosystems don’t work the same way the United States does because most don’t have the same amount of money invested in it. We draw from many healthcare systems- from the U.S., to Romania, Italy, Germany, Singapore, Indonesia, Malaysia and Australia. We learn from all these countries, bring it together in our membership, and figure out what we have learned. How does it impact the models? We do these reviews in a constant session. That’s how we make the society work.

Bashe: It’s a brilliant use of human capital and composite wisdom. As we’re gearing toward the end of our conversation, I wanted to ask you about the Emerge Innovation Experience– this is a first-time gathering, but the concept of start-ups at HIMSS is nothing new. What’s different now is that you’ve recognized that start-ups are a unique culture with unique needs. You’ve assembled a cohort of leaders dedicated to helping these start-ups succeed. What are your expectations from Emerge?

Wolf: First, I’m very interested in the outcome of Emerge. This is the first time that we’re going to try to bring that mesh point I mentioned earlier, where innovations meet operations. They’ve chosen some excellent examples of what can come forward. I think it’s got the right practicality and innovative forethought. From what I’ve heard from people involved in it and talking to people on the committee, I’ve listened to everything from “Wow! This is fantastic and very innovative!” to “It could have been stronger.”

If I talk to heavy innovator startups, they reply that it doesn’t go far enough and could be really “wow.” Meanwhile, those focused on operations often reply that it’s “really pushing the edge.” What that tells me is that it’s in the right mesh point.

What I’m curious to see is how it is received. Many smart people have been working on it, focusing on what will have the biggest impact on operations and be ready for prime time tomorrow, especially in areas like AI utilization and operational impact. What is one step beyond? We also have an incubator ecosystem there.

The Emerge Innovation Experience will be unique, and I look forward to that outcome.

Bashe: I always value your candor.

Wolf: Sometimes, I can get criticized for it, but I believe in absolute transparency. The beautiful part about thought leadership is that we share these thoughts, which makes HIMSS thrive. Transparency is a strength in a positive society. If we’re not transparent with each other, we can’t advance. My grandfather taught me a long time ago that the three most essential phrases in business are “I don’t know, I’ll find out, and I’ll get back to you.” “I don’t know” is critically important.

What’s beautiful about healthcare is that you learn something new every day. It’s impossible to be in the health sector without learning something new every day unless you don’t ask a single question, read nothing, or stay in a room and shut the door.  

Just today, I learned something about HIMSS. I didn’t know because I was asking about a process. A question was raised, and I followed the thread through the organization and found one I’d never seen before, which was exciting.

I appreciate the philosophical and real questions you’re asking. We’re excited about HIMSS 2025 and the learning opportunities it will offer. It’s also about the big picture of what’s happening globally. We call it the Global Conference because it brings together Ministries of Health and NGOs worldwide. It all comes together. This is our largest membership meeting, and we’re thrilled that there’s at least a 35% increase in people signing up for HIMSS membership compared to last year.

Bashe: I’ll be attending this year. As always, thank you for the in-depth exchange. *****

In this insightful conversation, Hal Wolf, President and CEO of HIMSS, explores the critical forces shaping the sector’s future. As industry and governments navigate a rapidly evolving policy landscape under a new administration’s eyes, hospital systems, startups and policymakers must adapt to changing regulations, funding challenges, and digital transformation. Wolf highlights HIMSS’ role as a global leader in uniting a diverse ecosystem to advance health equity, interoperability, and patient-centered care.

A key theme of the discussion is how data and AI are transforming payer, provider and product innovation operations – how information can improve people’s lives. Wolf explains how AI-driven predictive models are integrated to optimize patient care and resource allocation. However, he also warns of ethical concerns—such as the potential for financial-driven decision-making that could prioritize revenue over patient needs. HIMSS plays a vital role in ensuring there is a balance between digital health innovation aligns with quality care and equitable access.

As digital tools, AI, and large language models (LLMs) become more integrated into healthcare, Wolf and Bashe discuss how these advancements can empower providers and patient-enhancing decision-making, improving operational efficiency and offering trusted, system-vetted health information.

As HIMSS prepares for its annual global conference, Wolf emphasizes its role in shaping industry priorities. HIMSS is not just an event; it’s a society that defines strategies, policies, and innovations that drive the future of health. With an expanding ecosystem of startups and industry veterans, HIMSS remains a pivotal force in bridging technology, policy and patient care.

The post The Future of Health Information and Innovation: A Conversation with HIMSS CEO Hal Wolf appeared first on Medika Life.

A Changing Landscape: Opportunities in U.S.-India Health Ties

India’s rapidly evolving health sector and the U.S.’s unparalleled expertise in innovation and investment create a powerful synergy. India, already a global leader in pharmaceuticals, supplies 40% of generics to the U.S. and has emerged as a hub for cutting-edge manufacturing and research. Meanwhile, U.S. companies view India as a gateway to growth, with its burgeoning middle class, aging population of over 100 million, and a health market projected to reach $638 billion by 2025, growing at a 22% compound annual growth rate. The results of U.S. elections will directly influence health policies, including tariffs, trade agreements, and investment incentives, shaping the pace of collaboration between the two nations. Multinationals must navigate these shifts carefully, balancing policy changes with market potential.

Emerging Trends in the US-India Health Partnership

Reshaping the Pharmaceutical Supply Chain: With the U.S. increasing tariffs on Chinese imports and emphasizing domestic resilience, India has an unprecedented opportunity to fill the gap. Proposed legislation like the U.S. BIOSECURE Act positions India as a vital partner in contract manufacturing and research, doubling opportunities for Indian CDMOs and CROs. 

Incentivizing Innovation and Local Production: India’s Production Linked Incentive (PLI) and Make in India initiatives are revolutionizing domestic manufacturing. These schemes offer MNCs financial incentives to produce locally, reducing costs and enhancing access. U.S. companies like Pfizer and GSK have already capitalized on India’s pro-business policies, paving the way for others to follow.

Digital Health Revolution: India’s National Digital Health Mission and growing investments in telemedicine present lucrative opportunities for U.S. firms. Collaborating with India’s thriving tech ecosystem could help MNCs expand their digital health solutions, from AI-driven diagnostics to telehealth platforms, addressing unmet needs in rural and underserved markets.

Medical Devices as the Next Frontier: India’s recent ₹500 crore initiative to strengthen its medical devices sector aligns with U.S. expertise in advanced technologies. Partnerships in this space could make India a global exporter of high-quality medical devices, with MNCs playing a pivotal role in innovation and scale.

Why India is Unmissable for Multinationals

India’s health sector is undergoing a profound transformation, bolstered by government-led reforms and a favorable FDI regime. The allowance of 100% foreign direct investment through automatic routes in health and related sectors has already attracted global giants. Regulatory relaxations, such as waiving clinical trial requirements for drugs approved in select countries, make India an even more attractive destination for innovation. Additionally, India’s ambitious BIO-Ride Scheme aims to bridge the gap between research and commercialization, enhancing the country’s reputation as a biomanufacturing powerhouse. These developments, coupled with the expanding talent pool, provide multinationals with access to skilled professionals and cutting-edge research.

While the U.S.-India health partnership offers immense promise, challenges such as regulatory hurdles, intellectual property concerns, and geopolitical shifts must be addressed. Multinationals must adopt a strategic approach to align their goals with India’s priorities, from affordability to local capacity building. The future of health lies in the strength of the U.S.-India relationship. Together, the two nations can drive transformative change, addressing global health challenges through innovation, policy alignment, and mutual investment. Multinationals that recognize and act on this potential will not only unlock significant growth but also play a defining role in shaping the health landscape for generations.

As the post-election dust settles, one thing is clear: the U.S.-India health partnership is not just a bilateral opportunity—it’s a global imperative.

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This move benefits Indian patients and has the potential to reshape the global pharmaceutical landscape. With India’s new policy, many multinational biopharmaceutical companies will need to reflect on how India evolves into a priority market.  

Speaking on the decision, Dr. V.G. Somani, Drugs Controller General of India (DCGI), Central Drugs Standard Control Organization, stated, “This policy shift is designed to bring the best of global medical innovation to India more swiftly. By relying on the robust data from international trials, we can ensure that Indian patients benefit from these advancements without unnecessary delays.”

This is more than just a regulatory update for multinational biopharmaceutical companies—it’s a strategic inflection point. India has long been considered a market of interest due to its significant population, favorable policy environment, and emerging middle class. Now, it has signaled its readiness to engage with the global pharmaceutical ecosystem on a new level.

The shift opens up a new market for these pharma companies. It presents an opportunity, but more importantly, a responsibility to extend their voice in India, increasing corporate brand reputation, science communication, and patient advocacy. It’s a turning point that could redefine the global pharmaceutical landscape, underscoring the weight of their role in shaping the future of healthcare.

S. Rajan, Chief Communications, Corporate Affairs and CSR officer at Roche, is among the industry leaders who applauded the GoI news: “This circular is a welcome and much-needed move. The calling out of specific drug categories will help drive a uniform and consistent understanding and avoid any delays. It is important that this is implemented well. We are hopeful that access to the latest innovations will be expedited, addressing unmet healthcare needs and benefitting Indian patients.”

Eliminating the cost barrier of conducting local clinical trials indicates that the GoI is seeking to address a public health need.  One obstacle has been removed, though others remain. Global biopharma companies still face significant challenges operating in India, primarily due to price controls impacting innovative therapies. At this time, India’s government enforces price caps that too often make it financially unviable for multinational companies to launch new, innovative drugs in this market. But it’s not impossible!

This is a favorable move to bring innovative cancer therapies and treatments for rare diseases to people in India. This remains a market of incredible potential, and biopharma companies will need to continue advancing innovative therapies and supporting them with economic solutions to make the best medicines available to more people worldwide. In the meantime, an expansion strategy to India is a medical and communication priority.

Investing in Corporate Brand Reputation

With India becoming a priority market, global pharmaceutical companies must assess how to build relationships with India’s medical and patient advocacy communities.  This is more than relying on marketing muscle. It’s about establishing a reputation as a trusted partner in health innovation and delivery in fast-emerging nations. This could involve initiatives such as collaborating with local healthcare providers, supporting patient education programs, and participating in policy discussions on health innovation and delivery in India.

Even before the GoI decision, the Indian pharmaceutical market was expected to grow to US$130 billion by 2030, up from US$42 billion in 2021, making it one of the fastest-growing health markets in the world.  The decision to embrace other nations’ regulatory moves will likely dramatically accelerate that growth.

Patrizia Cavazzoni, MD, Center for Drug Evaluation and Research, at FDA, has long tracked GoI decisions: “India’s decision to align its drug approval processes with global standards is a significant step that will foster greater collaboration. It also highlights the need for pharmaceutical companies to engage more deeply with Indian stakeholders, ensuring their corporate presence is synonymous with trust and transparency.”

Like audiences everywhere, the Indian public is increasingly discerning the corporate behaviors of those they entrust with their health.  People with urgent health concerns are excited about this decision, which will speed up access to therapies.  Companies must recognize that investing in world-class science may not be enough in the post-COVID era to secure physician support and consumer confidence.  To facilitate market entry in India requires establishing corporate identities people can trust.

The Imperative for Science-Based Communication

Effective science communication will be paramount as these companies introduce their health innovations into India. The complexities of advanced medical treatments, particularly newly approved ones, require careful explanation to health providers and the public.

Transparent, accessible communication will help demystify these innovations, fostering greater acceptance and understanding.  This also calls on major hospital provider systems that served as drug trial sites for these regulatory-approved medicines to step forward and share clinical backgrounds and best practices in patient care.

According to published studies, 87% of Indian physicians are highly engaged in continuing medical education (CMEs) and are keen to stay updated with the latest advancements in treatments and drug safety protocols, highlighting a receptive audience for apparent, data-driven communication efforts. Companies have an opportunity to lead by example, demonstrating that they are bringing innovative products to market by showing commitment to educating and empowering Indian patients and health professionals.

Dr. V.G. Somani, DCGI, emphasized the importance of clear communication in this new regulatory landscape: “Pharmaceutical companies must now rise to the challenge of effectively communicating the science behind these treatments to healthcare providers and patients. This will be crucial in ensuring that the benefits of these new therapies are fully realized.”

Patient Advocacy as a Pillar of Reputation

Most crucially, multinational pharmaceutical companies must prioritize patient advocacy in India. The recent regulatory change will undoubtedly bring some innovative treatments to the market. The policy change is a catalyst toward ensuring treatments are accessible, affordable, and aligned with patients’ needs.  However, it remains a complex challenge.  India has 1.4 billion people – as many as 400 million classified as middle class – and a diverse and complex healthcare insurance system that includes government, private, and, in some cases, a heavy reliance on consumer out-of-pocket payments.

Companies must engage with patient communities, understand their unique challenges, and advocate for solutions that address them. Organizations such as the Organization for Rare Diseases India (ORDI) and the Lysosomal Storage Disorders Support Society (LSDSS) are among the advocacy groups advocating for patients with rare diseases in India. ORDI ensures early diagnosis, treatment, and support for individuals with rare diseases, while LSDSS focuses on increasing awareness and providing access to therapies for lysosomal storage disorders.

Dr. Manjit Singh, LSDSS Executive Committee President, commented on the significance of this regulatory change: “This policy decision is a critical step forward for patients with rare diseases in India. It will help bring much-needed therapies to the market faster. Still, it also places the onus on pharmaceutical companies to ensure these treatments are accessible and affordable for all patients.”

By engaging with these patient advocacy groups, pharmaceutical companies can help amplify patients’ voices, ensuring their needs are central in developing and distributing new treatments. Over time, this will include ensuring peer-reviewed science is shared with India-based media covering health and science, prioritizing pricing strategies to ensure accessibility to patient support programs, and investing in awareness efforts so that people with these conditions understand the importance of medication adherence.

The Government of India’s decision to waive local clinical trial requirements for drugs approved by gold-standard regulatory bodies is forward-thinking and aligns with the country’s demonstrated efforts to improve health delivery for serious illnesses. Multinational biopharmaceutical companies should get the signal that India is a welcoming market ready to be at the forefront of their phyician education and patient advocacy efforts. By investing in corporate brand awareness, scientific communication, and patient advocacy, these companies can contribute meaningfully to the health and well-being of India and other emerging nations. 

One barrier to access has been lowered for innovative cancer and rare disease therapies.  In reality, others remain.  One of the biggest is that the Indian National Pharmaceutical Pricing Authority sets ceiling prices – caps – that include certain patented and innovative drugs. The pricing formula often uses a cost-plus approach, a non-starter for significant biopharma companies championing breakthrough therapies in a price-referring policy environment.  But the door to possibilities has opened wider.

In responding to the GoI welcoming decision with action, the biopharmaceutical industry can reinforce its commitment to good business, science, and patient care—a true win-win-win for all involved and a global health impact. The message is clear: Pharma companies consider the possibilities and  “Go to India!”

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Achievements in science, tech advancements, shifts in health policy, a renewed interest in preventative care, and tackling health disparities can shift how we improve people’s health. Will these topics be front and center at HLTH?  We’ll know more in the days ahead. 

10 Predictions for the HLTH Main Stage

Here are my 10 predictions for health innovation in 2024 that have the potential to transform health – topics that should be woven into the commentary during HLTH mainstage conversations – that can make the most significant impact to improve people’s outcomes, reduce costs, and advance wellness. Let’s see what next weeks social media posts provide that give us indication of the changes ahead.

Prediction 1: AI-Driven Medicine Saves Lives

ChatGPT and AI (augmented intelligence) made their big public splash this year!  However, Microsoft and evangelists such as Tom Lawry and John Nosta have been pointing to AI as a life-sustaining tool in health for years. Surprisingly, “big data and “machine learning didn’t attract the same attention as the newest label – AI!  These technologies enable the development of highly personalized treatment plans based on an individual’s genetic makeup, medical history, and lifestyle and risk factors. AI-driven predictive models will assist health providers in making more accurate diagnoses faster and tailoring treatments for optimal patient outcomes.

Prediction 2: Telemedicine and Virtual Patient Monitoring Go Mainstream

Telemedicine saw unprecedented and “no alternative” growth during the COVID-19 pandemic.  It should continue to see prominence in 2024. Improvements in telehealth infrastructure and regulatory support make virtual consultations with health professionals accessible and efficient. One challenge has been reimbursement for providers compared to in-office visits.  There is a time and place for in-person care and virtual engagement.  Regardless, the urgencies of people in rural and remote communities and preventive care needs make telemedicine and virtual patient monitoring public health priorities.  There is no going back!

Prediction 3: Women’s Health Innovation Prioritized

Women’s health remains under-researched and is barely prioritized by biopharma companies and government-supported research grants. Women comprise half the adult population, but research into women’s health needs is embarrassingly low. The National Institutes of Health directs $42 billion on medical research annually, but only $5 billion of those funds are targeted to women’s health priorities. One global company stands out as a leader – more are needed. In the 1990s, women were more likely to die from their first heart attack compared to men due to gender bias. While those statistics have improved, women still face numerous public policy and care disparities – among the more pressing challenges – reproductive choice. These issues should take center stage and HLTH may be the platform for this long over-due (and urgent) conversation.

Prediction 4: Digital Therapeutics Take Center Stage

Digital therapeutics, including smartphone apps and wearables, will become integral to health intervention and connection. These innovative tools help patients manage chronic conditions, monitor vital signs, and adhere to treatment plans. The gamification of health through digital therapeutics will encourage patient engagement and long-term health outcomes.  Sector leaders, like Click Therapeutics Founder David Klein, are adopting “biopharma” like research models to demonstrate their value to patient care by conducting well-designed clinical trials that show complementary benefits with and with other therapies.  Those enterprises will set the stage for the future of digital therapeutics and redefine the category.

Prediction 5: Health Data Privacy and Security

Despite the hype, consumer-friendly cybersecurity technologies can shift how health data is managed and shared. Patients will have greater control over their health information and records, with the ability to securely share them with health providers, clinical researchers and other stakeholders as needed. Data that cannot be accessed or shared transparency and securely is useless in sustaining and saving lives. Consumers and health professionals need easier ways to protect sensitive health information and streamline data exchange for improved care coordination. EMRs are great if they offer convenient use and application; however, they are too often a jumble of inaccessible information. Security and utility are key! So long (hopefully) fax machine!

Prediction 6: Obesity as a Treatable Disease

Among the most dramatic ways to reduce disease burden and address heart disease, diabetes, respiratory illness, and even some cancers is to take obesity (very) seriously.  It Is not only about weight reduction but understanding that obesity is a domino effect, a multi-system disease. Weill Cornell’s Louis J. Aronne, MD‘s pioneering work recognized early that seeing this only as a “weight problem” underestimates its enormous human health impact. More and more, physicians will need to tap into the expertise of specialists to guide their treatment decisions.  With new medications available, physicians will examine the problem and think about solutions.  However, reducing weight is only part of the clinical response.  Getting it right will save millions of lives and billions in costs.

Prediction 7: Robotics and Automation

Don’t be surprised when robotic technology is increasingly integrated into health systems ORs and patient-care wings. Robots will soon perform set surgical procedures, dispensing medication, and performing patient-care tasks. Watch for Rafael Grossmann, MD, who first used Google Glasses in the OR to push the boundaries on what is possible and needed.  Automation will enhance efficiency, reduce human error, and improve patient safety. Robotic exoskeletons will also aid in rehabilitation and mobility for individuals with physical impairments. But remember the human touch!  While ChatGPT has become a patient favorite in searching out information and robotics will transform the patient experience, people’s confidence in skilled medical professionals remains paramount.

Prediction 8: Mental Health Priorities

There is a long-needed shift toward destigmatizing mental health issues and increasing access to mental health services. AI-powered chatbots and virtual therapists will provide on-demand support, while data analytics can identify at-risk individuals and tailor interventions. Virtual reality therapies will increasingly become a mainstream treatment option for anxiety and PTSD.  Services and upskilling are becoming an investment and professional-development priority.  However, while tech has a place in the process, there is something to be said for developing a personal relationship with a licensed psychologist or licensed clinical social worker skilled in face-to-face therapy. It’s always about caring for people!

Prediction 9: Global Collaboration for the Next Pandemic

The COVID-19 pandemic highlighted the importance of global collaboration in addressing public health emergencies. In 2024, international cooperation and data sharing must be at the forefront of pandemic preparedness. A global surveillance network will provide early warning systems, and rapid vaccine development platforms should be established to respond to emerging infectious diseases quickly.  COVID was a test run, and from a public health information standpoint, the developed nations stumbled.  From disappointment comes learning. Collaboration among public health professionals, policymakers, and medical innovators was paramount to the – even stymied – response. 

Prediction 10: Ethical Considerations for Health Innovation

As health innovation advances in 2024, ethical considerations must take prominence. The long overdue pain revealed during COVID must shift mindsets, behaviors and budgets. We must expect increased scrutiny and priority around data privacy, AI bias, health, and attention to racial and gender disparities.  We must set a path for responsible use of emerging technologies. We must recognize that public policy cannot diminish people’s care options. Ethical frameworks and regulations will be developed to ensure that health innovation benefits all people – and all nations – while respecting access, rights, and values.

A Common Call to Action at HLTH

These 10 predictions are a glimpse into the possibilities of what we might hear from speakers during HLTH. AI-driven personalized medicine, telemedicine and virtual patient monitoring, women’s health, digital therapeutics, cybersecurity, obesity management, robotics, mental health innovation, global collaboration, and ethical considerations should be front and center in the conversation to improve people’s health and well-being.  Life is often referred to “as a game.” It’s not. Health access cannot be roulette wheel spin left to chance. It requires advocacy, policy, planning and empathy. Kindness is a human quality that must be given center stage.

Right now, the people who often need preventive and primary care services face the most significant hurdles.  These predictions are based on one underlying principle – health innovation can only achieve its greatest potential when available to those with the greatest needs.  Hopefully, we’ll hear from more and more speakers stepping to the stages at HLTH that shared call to action.

The post When It Comes to the Future of HLTH – Life Is Not a Las Vegas Roulette Wheel appeared first on Medika Life.

“Culture crushes innovation.”  Here, we must not point the finger of blame for the dysfunctional health ecosystem at physicians, nurses and allied health professionals on the hospital floor.  Healers want to heal as much as those who need their help seek answers and solutions. The shared problem is not how to utilize this “hot” evolving technology but are we prepared to make the investment in time and training!  Time to input (usable) data into EMRs and learning technologies that can sort and “scrape” through and highlight information to accelerate clinical decision-making. 

Using AI to Reject Patient Claims and Care

One part of the challenge is understanding how to cognitively maximize and explore vast amounts of information is another. The other is to come to agreement in how AI can and cannot be used ethically and responsibility. As we saw recently, a nascent AI system must not be used by major health insurance companies to deny patients coverage for medicines and procedures.

While the “system” is resistant to significant change and science has become politicized and misunderstood, we must rally to the dual-goal of saving lives and reducing costs.  Can information technologies and “intelligent health systems” do what people in power have not achieved?  Are we able to educate consumers about being partners in data security? Can information bring people – professionals and consumers – together and transform this country’s post-WWII build health system? Yes!

Cardiologist Eric Topol, MD, reflects on the tension between patient care and AI in a Time Magazine interview about his bestselling book Deep Medicine:

“AI will always need human backup. A machine could handle certain things autonomously–diagnosing a skin rash, for example. Doctors shouldn’t be dealing with things that machines will do better than them. But serious conditions, like getting a cancer diagnosis, are what doctors should be working on. I think once patients understand that there are things they don’t need doctors to do, they would love it–once they get used to it.”

Many health professionals (and patients) are understandably wary! In one Medscape interview a physician shared this experience:

“We’ve played around with it. It was very early on in AI and we noticed it gave us incorrect information with regards to clinical guidance,” said Monalisa Tailor, MD, an internal medicine physician at Norton Health Care in Louisville, Kentucky. “We decided not to pursue it further,” she said.

Don’t close the door on an evolving technology! Care professionals work within a system that hinges on economics – how the institution is paid and how it must cover costs.  What is to be done if the system cannot support the health professional’s efforts or make the best use of their training, abilities, energy and dedication?  What will happen as more and more health professionals ghost the provider system that they feel no longer addresses their emotional and economic needs? These are questions that must be addressed sooner than we think! AI is inescapable. It’s an evolutionary process that will improve – improve health professionals and care output – over time.

Perhaps the biggest question is whether we can wait to resolve all these questions while health costs soar and people risk dying from treatable illnesses.  We should already know that answer! If you’re living in the question, that’s great. One way to resolve your angst and uncertainty is to follow people – some pioneers and others pundits – who are also asking those questions, doing the necessary research and exploring sensible possibilities.

20 AI/ChatGPT Champions to Follow

It was a challenge to select only 20 influentials for this listing. There countless people writing, speaking and commenting about AI and ChatGPT. It’s a hot topic and “trendy.” This list is not about “trends” and it isn’t an exclusive roster of people. However, these people are key voices of influence at the frontlines of AI and ChatGPT and are boldly considering how the health sector will need to support and adapt to these technologies ethically. It is important to follow their social posts, speeches and writings. They are theorists, physicians and teachers. What they say and where they say it can inform your opinion and direction. Follow them and get smarter faster!

Acknowledgements

As always, thanks to my friend and Medika Life Founding Editor-in-Chief Dr. Robert Turner, and Cullen Burnell for their encouragement and suggestions, and to Carolyn Neugarten, Medika Life Editorial Assistant for her efforts in making this feature possible, and Tyler Mayers, whose expertise sharing content across social platforms makes important information widely accessible. Special appreciation to colleagues from numerous professional circles who shared their thoughts and contributed recommendations. Special acknowledgement to people who appeared on previous Medika Life Lists and continue on the path to improve the wellbeing of people and planet. These exemplary people are dedicated to improving people’s health and know their efforts will make a difference.

AI and ChatGPT are frightening to some and mysteries to others. Humanity must decide how to best deploy these evolving and “thinking” technologies. What to do next is a mindful choice in the hands of people, and must be for the sake of people.

Gil Bashe, Editor–in-Chief, Medika.Life

AI and ChatGPT Global Voices of Influence

Here is our Medika Life roster of 20 people to follow in alphabetical order; all-important voices – to track and learn from in the coming years We have included wherever available links to the social media platforms and bios.

Follow these Voices and Leaders of Influence – They are writing the future of how AI and ChatGPT will be essential to health care delivery.

Ran D. Balicer, MD

Dr. Ran D. Balicer, a public health physician, executive and researcher, serves as Chief Innovation Officer & Deputy-DG at Clalit – Israel’s largest health insurance organization, and is Founding Director of the Clalit Research Institute.

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Regina Barzilay, MD

Dr. Regina Barzilay is a School of Engineering Distinguished Professor for AI and Health in the Department of Electrical Engineering and Computer Science, and a member of the Computer Science and Artificial Intelligence Laboratory at the Massachusetts Institute of Technology (MIT).

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Kirk Borne, PhD

Dr. Kirk Borne is a Data Scientist, providing thought leadership, global speaking, content creation, mentoring, training, and consulting activities in data science, machine learning, and AI across multiple disciplines.

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Atul Butte, MD, PhD

Atul Butte, MD, PhD is the Priscilla Chan and Mark Zuckerberg Distinguished Professor and inaugural Director of the Bakar Computational Health Sciences Institute (bchsi.ucsf.edu) at the University of California, San Francisco (UCSF). 

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Lex Fridman, PhD

Lex Fridman, PhD, is a Russian-American computer scientist, podcaster, and artificial intelligence researcher. He is a research scientist at the Massachusetts Institute of Technology (MIT), and hosts the popular Lex Fridman Podcast, a podcast and YouTube series.

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Mo Gawdat, MBA

Mohammad “Mo” Gawdat is an Egyptian entrepreneur and writer. He is the former chief business officer for Google X and author of the bestselling business books Solve for Happy and Scary Smart – The Future of Artificial Intelligence and How You Can Save Our World.

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John Halamka, MD, MS

John D. Halamka, M.D., M.S., president of the Mayo Clinic Platform, was trained in emergency medicine and medical informatics, Dr. Halamka has been developing and implementing healthcare information strategy and policy for more than 25 years.

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Eric Horvitz, MD

Microsoft’s Chief Scientific Officer and an early AI champion for health and medicine going back many years, Dr. Eric Horvitz is among the founders and funders of Stanford’s 100-year longitudinal study of the impact of AI on Society.

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Daniel Kraft, MD

Daniel Kraft, MD, is a Stanford and Harvard-trained physician-scientist, inventor, entrepreneur, and innovator and is serving as the Chair of the XPRIZE Pandemic & Health Alliance. With more than 25 years of experience in clinical practice, biomedical research and health innovation.

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Tom Lawry

A leading AI transformation advisor to health and medical leaders around the world. Lawry is the best-selling author of Hacking Healthcare – How AI and the Intelligent Health Revolution Will Reboot an Ailing System, former Microsoft National Director of AI and now the managing director of Second Century Tech LLC, and partner in Aspire Health Innovations.

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Fei-Fei Li, PhD

Dr. Fei-Fei Li is the inaugural Sequoia Professor in the Computer Science Department at Stanford University, and Co-Director of Stanford’s Human-Centered AI Institute. She served as the Director of Stanford’s AI Lab from 2013 to 2018.

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Berci Mesko, MD, PhD

Bertalan Meskó, PhD is known as “The Medical Futurist” and the Director of The Medical Futurist Institute analyzing how science fiction technologies can become a reality in medicine and healthcare. He holds a PhD in genomics and is an Amazon Top 100 author. 

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Mira Murati

Mira Murati is the Chief Technology Officer at OpenAI, and one of the most influential innovators in technology and AI. She oversees efforts to commercialize OpenAI products and improve them through human feedback. She serves on the leadership teams that developed the OpenAI ChatGPT and Dall-E systems.

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Andrew Ng, PhD

Dr. Andrew Ng is a globally recognized leader in AI. He is Founder of DeepLearning.AI, Founder & CEO of Landing AI, General Partner at AI Fund, Chairman and Co-Founder of Coursera and an Adjunct Professor at Stanford University’s Computer Science Department.

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John Nosta

John Nosta is a cutting-edge thinker in the world of technology, science, medicine and innovation. He is a globally recognized among the foremost voices constantly pushing the envelope on how AI and ChatGPT will transform health settings and work flow. Nosta is non-stop power thinker (and contrarian) and has more than 500 articles published on innovation topics.

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Tam C. Nguyen

Associate Professor Tam Nguyen has more than 20 years of working in clinical trials, health and medical research and research management sector including tertiary teaching hospitals, medical research institutes and universities across Australia. He is the co-editor of the recent book: AI in Medicine (Springer).

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Ziad Obermeyer, MD

Ziad Obermeyer, MD, is the Blue Cross of California Distinguished Associate Professor of Health Policy and Management. He is a physician and researcher who works at the intersection of machine learning and health.

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Brian Roemmele

Brian Roemmele is a scientist, researcher, analyst, connector, thinker and doer. Brian became an early adopter of AI and neural networks and pioneered Prompt Engineering technologies and techniques to understand and extract information from AI platforms.

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Mihaela van der Schaar, MD

Mihaela van der Schaar, MD, is the John Humphrey Plummer Professor of Machine Learning, Artificial Intelligence and Medicine at the University of Cambridge and a Fellow at The Alan Turing Institute in London. In addition to leading the van der Schaar Lab, Mihaela is founder and director of the Cambridge Centre for AI in Medicine (CCAIM).

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 Eric Topol, MD

Eric Topol, MD, is the founder and director of the Scripps Research Translational Institute; Executive Vice President, Scripps Research; Professor, Molecular Medicine, Scripps Research; and the Gary and Mary West Endowed Chair of Innovative Medicine, Scripps Research. In many ways, Dr. Topol was he kindled that started the AI transformation with his more than 1,300 publications and bestselling books.

Dr, Topol appears last – alphabetically – on this Top 20 Voices in AI and ChatGPT to follow. His ideas and prodding the system, perhaps place him first!

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Spot a broken link, typo, forgotten degree or name misspelled?

Oops! Apologies! While care has been taken in compiling this list and adding social media links, things go wrong or a name is misspelled or a link broken. Please do get in touch to address typos, amendments, or omissions by reaching gil.bashe@medika.life.

Thanks in advance and be healthy!

The post Medika’s Top 20 AI Voices to Watch. Follow These Experts as They Demystify AI and Its Future appeared first on Medika Life.

I am sad to report that the medical community lost a compassionate and visionary leader with the passing of Dr. Susan Love. The cause was a leukemia recurrence, according to Allie Cormier, the chief marketing officer at the Dr. Susan Love Foundation for Breast Cancer Research.

I am grateful to have known her. Here is a picture of us from several years ago:

Patient-Centered Care

Dr. Love’s tireless efforts, empathy, and dedication to women’s health have left an indelible mark on the field of medicine, transforming the lives of countless individuals and inspiring future generations.

My tribute seeks to celebrate her remarkable contributions and honor her enduring legacy.

First, I want to share her words from Dr. Susan Love’s Breast Book:

“When I was in medical school, I embarrassed myself horribly when I found a ‘lump’ in my breast and frantically ran to one of the older doctors to find out if I had cancer. I found out I had a rib.”

A Passion for Patient-Centered Care

Dr. Love was a staunch advocate for patient-centered care, recognizing that each person’s journey through illness is unique and deeply personal.

She emphasized the importance of understanding patients’ experiences, concerns, and desires, empowering them to participate in their healthcare management decisions actively.

Dr. Love’s groundbreaking work laid the foundation for a paradigm shift towards personalized medicine, ultimately improving breast cancer patients’ outcomes and quality of life worldwide.

The Revolution of Her Research Foundation

In 1990, Dr. Love founded the Dr. Susan Love Research Foundation, a groundbreaking organization dedicated to eradicating breast cancer through innovative research, education, and advocacy.

The foundation pioneered novel approaches to breast cancer research, emphasizing collaboration, data sharing, and patient engagement.

Dr. Love’s vision of creating a global network of scientists, patients, and advocates fueled the transformation of breast cancer research into a collaborative effort.

Her foundation was pivotal in accelerating scientific discoveries, fostering breakthroughs, and bringing us closer to a world without breast cancer.

Revitalizing Breast Cancer Screening and Prevention

Dr. Love’s work challenged traditional breast cancer screening and prevention notions. She recognized the limitations of mammography and the urgent need for more effective methods.

Her research focused on understanding the underlying causes of breast cancer, exploring risk factors, and developing innovative screening techniques. Dr. Love’s commitment to prevention led her to advocate for increased awareness of environmental factors, lifestyle modifications, and genetic testing.

Love’s holistic approach redefined the field, shaping a new era of prevention strategies tailored to individual needs.

Empowering Women Through Education & Support

Beyond her groundbreaking research, Dr. Love dedicated herself to educating and supporting women affected by breast cancer.

She authored the bestselling book “Dr. Susan Love’s Breast Book,” a comprehensive guide that demystified the disease, empowered patients, and provided them with the knowledge necessary to make informed decisions.

Her writing inspired me to write books for individuals with cancer.

Dr. Michael Hunter’s Breast Cancer Book

www.amazon.com

Dr. Love’s genuine concern for women’s well-being resonated with countless individuals facing breast cancer, offering them hope, comfort, and a sense of empowerment.

Legacy of Collaboration and Inspiration

Dr. Susan Love’s legacy extends far beyond her research and advocacy. She was a bridge-builder, fostering collaboration among researchers, clinicians, patients, and advocates worldwide.

Her belief in the power of collective effort and knowledge-sharing revolutionized the approach to breast cancer research. Dr. Love’s infectious enthusiasm, empathy, and ability to inspire others led to a new generation of researchers and advocates who continue to carry her torch.

Her unwavering dedication to making a difference in the lives of women affected by breast cancer inspired countless individuals to join the fight against this devastating disease.

Through her compassion, determination, and unwavering belief in collaboration, she reshaped the landscape of breast cancer treatment and prevention.

Dr. Love will continue to inspire me, reminding me of the importance of empathy, empowerment, and the relentless pursuit of progress.

The post Dr. Susan Love: A Legacy of Empathy and Empowerment in Medicine appeared first on Medika Life.

In her first book, Fragmented: A Doctor’s Quest to Piece Together American Health Care, published by W. W. Norton, Dr. Yurkiewicz explores one of medicine’s daunting challenges – how patients, payers, policymakers, and providers must navigate the sea of medical record information that can be used to accelerate or become an obstacle in medicine’s primary mission – to heal.

Suppose we continue to avoid addressing the pitfalls of health-sector fragmentation. In that case, it will continue to increase costs, result in unnecessary hospital visits, negatively impact patient adherence and care disparities, and, even worse, lead to death.

Other bestselling books champion the concept of patient centricity – with information used to address medical needs swiftly.  But what information is available and how it is accessed remains a human function – a system-wide hurdle.  The desire to be healed and the readiness of healers to answer that call still faces a significant challenge – fragmentation.

“There’s an unspoken assumption when we go to see a doctor: the doctor knows our medical story and is making decisions based on that story. But reality frequently falls short. Medical records vanish when we switch doctors. Critical details of life-saving treatment plans get lost in muddled electronic charts. The doctors we see change according to specialty, hospital shifts, or an insurer’s whims. Physician Ilana Yurkiewicz calls this phenomenon fragmentation, and, she argues, it’s the central failure of health care today.” [W. W. Norton]

Medika Life offers readers this exclusive interview with Dr. Ilana Yurkiewicz, an award-winning author and dedicated physician with expertise in internal medicine, oncology and hematology, who unites the story of patients and physicians working to overcome one of the more significant challenges modern medicine faces. In her book, which outlines how information goes unshared, she highlights how “Critical details of life-saving treatment plans get lost in muddled electronic charts. The doctors we see change according to specialty, hospital shifts, or an insurer’s whims,” providing a much-needed perspective.

The Journey of a Physician-Author – To Illuminate and Heal

Gil Bashe: Congratulations on your work. Fragmented is a word I’ve used to describe the health ecosystem. You eloquently bring it all together in your book. You have been a journalist since your undergraduate years and now combine your love of medicine with writing. Could you give me some insight as a clinician, as a physician why you also wanted to be an author?

Ilana Yurkiewicz: I’ve always had those two careers going on in parallel. I knew from an early phase when I was in college that I wanted to become a doctor. I was always interested in both the sciences and the humanities. My interests were in combining them to make science and medicine accessible to everyday people.

I was a writer and an editor for the Yale Scientific Magazine, and since then, I’ve written in long and short form. I see the skill set I use in medicine and journalism as overlapping. When I counsel patients, I try to take complex ideas and break them down into information nuggets that people can understand. I do that when I’m in the exam room and when I write.

Bashe: In your book, you demonstrate a unique superpower to hone in on the patient you’re with. Is the real challenge about lack of access to information uniformly, not giving the clinical staff sufficient time to absorb patient information or a combination?

EMRs are Not a Book – They Remain a Puzzle

Yurkiewicz: It’s a very insightful question with a very long answer, but the short answer is that it is a combination. The electronic medical record (EMR) is not currently written in a format that is readable and meaningful to most providers. We first have the issue of interoperability, which addresses sharing records between different facilities. Sometimes I work in my clinic or the hospital, and I don’t have access to records from a doctor’s office down the street. So one issue is that records go unshared.

The second issue, though, is that even when all of the data is technically there – even if it’s all in the EMR – the EMR, as it stands, could be more organized. It’s little bits of discrete data put in different tabs that providers have to click, click, click, click through, trying to find a meaningful narrative themselves. I often tell my patients that the EMR is not written like a book. There’s no beginning, middle, and end. There are a ton of redundancies. A recent study showed that about 60% of doctors’ notes are identical to their previous notes.

To understand a patient’s full story, you are doing a lot of digging and clicking. You are trying to put pieces together manually to create a useful narrative about a patient that can help you make decisions. That process is labor-intensive and error prone.

Thirty percent of primary care doctors report missing findings even if all the information is in the EMR, because they’re clicking through so many tabs and need to know where something will be stored. So that’s problems one and two: how the EMRs are shared and organized. Issue number three, then, is time. You can imagine clicking through, say, 30 tabs to find one piece of data you’re looking for and then clicking into outside records and trying to collate them takes time.

When I meet a new patient in the clinic, if I’m doing it right, it takes about 30 minutes to do the preparation part of collating all the data into a narrative where I can think about next steps. And I’m only given 30 minutes per appointment.

So all this work starts accumulating for doctors, and we’ve gotten to a place where it’s unsustainable. We don’t have the time even if all the data is in one place. We need more time to sort through it in a meaningful way. I’ll add that one more study recently said that if primary care doctors did everything they’re supposed to do in a day, they would be working 26 to 27-hour days.

The Challenge of Navigating the Fragmented Health Ecosystem

Bashe: In the book, you discuss your interactions with patients across institutions like Cleveland. I wanted to get your read on the bigger fragmentation of the health system. When you think of information fragmentation, you say, ‘How does a patient navigate all this?’ How do you navigate the fragmentation as a clinician? You’re an expert in knowing the system and a visitor to the system. What do you think about that? I’m not asking you for the prescription to resolve fragmentation, but I think the readers would value your perspective on how patients must navigate the system.

Yurkiewicz: How do people do it? With incredible difficulty. Doctors do it with great difficulty, and patients do it with even more difficulty.

All sides need to communicate in a way that can help patients make the best decisions for themselves. At the same time, the cruel twist of irony is that patients are the ones who are currently expected to do all of the work of navigating the healthcare system, and inequalities fester. Some patients have become experts at navigating insurance and their different clinics and teams of doctors. They have learned to advocate for themselves by sending just the right message with phrasing that will push their doctors to communicate well. But not everybody can do that. And nor should they have to.

Recently one of my patients in her late 60s was diagnosed with mild cognitive impairment, which is a precursor to dementia. She lives by herself. She has no family to help her with day-to-day tasks, including navigating the medical system. She came to see me for a first appointment. I started running through a list of medical issues we had to address, and by the end, I gave her a to-do list. I wrote instructions down and said, ‘You call this number; you go to the lab in this location. Then you have to print out this data and bring it to the next place.’

I went through all these steps, and then she asked me them again. By the third ask, my heart was breaking as I knew she could not follow these steps; I could see the gulf of fragmentation enveloping her. I knew she would fall through the cracks if we didn’t change the approach. I simplified the list and put the highest-priority items on it. I said, ‘This time, do one and two, then come back to see me in a month, and we can try to address three and four.’

Tragically, our system is set up to let people like her fall through the cracks. The people who don’t have family members – patient advocates – are often unable to navigate this complicated system.

The Vulnerable Patient – Struggling to Understand and Be Understood

Bashe: Perhaps the most vulnerable and costly patients suffer because of the fragmentation. Now we have systems being created on systems that are being created on systems. What are your thoughts on how that addresses the spiraling fragmentation? Or are we just really adding to or splintering the fractured system? Is it getting further and further away from being pieced together, and are we seeing the rise of information anxiety or any hope of a cure for this fragmentation?

Yurkiewicz: We are seeing an explosion of fragmentation. We now have diagnoses and treatments for things that, 50 years ago, we never thought we could diagnose and treat. But the devil is in the details, and a patient’s ability to do well through a disease depends so much on what is often ignored – logistical hurdles.

The focus in the mainstream is often on treatment innovation rather than the details of whether the medication regimen is appropriately transferred from one doctor to another. Suppose the details of that life-saving treatment plan are written in a way in the EMR that everybody can see and access. Of course, it’s wonderful that we can treat illness better. But without an equal investment in connecting these logistical pieces, we are getting an explosion of information fragmentation, and patients can’t get the most out of these treatments.

I think in our public and political discourse, we need to emphasize equal investment in making sense of the information we already have and connecting it between doctors’ offices, between hospitals, and between one doctor to another within the same hospital.

The Power of Generalists and Specialists in Collaboration

Bashe: You’re focused on the human experience in medicine and oncology. You see medicine as the journey of a person – a patient – from their diagnosis, treatment, and then ideally post-treatment and dealing with the survivor experience. You’re also seeing your clinical journey through the eyes of the patient experience. How does that help you pinpoint fragmentation and help patients?

Yurkiewicz: Internal medicine is designed to look at the big picture.  I trained first in internal medicine and afterward in oncology and hematology. When I was done with all that training, which was 14 years, including undergrad, med school, residency, and fellowship, I decided to open a primary care practice focusing on cancer patients and survivors.

My job is to take care of the whole patient. I’m privileged to take care of their cancer and everything resulting from their illness and treatment even years later.

In my training, I learned to look at a fragment of a patient’s narrative from the specialist lens. So when I was in internal medicine, my vantage point was very different from when I was in oncology. When I became an oncology fellow, I felt like I had crossed this invisible line where my training told me to look for clues suggesting cancer or a blood problem.

And so I learned how to look for those clues and hone in on a patient’s needs using my specialist lens. I’ve had to retrain myself to take a step back and look at the big picture. I try to see the whole patient and embrace how their concerns fit together.

Neither Hope nor Hype – Cautious Optimism

Bashe: You were already a great writer of magazine articles and op-eds. You were published in Scientific American a few times. The book is coming out, and certainly, people in the health system will read the book very carefully realizing how significantly fragmentation impacts care and cost. Try to project that people will read your book a year from now.  What do you hope will be achieved through their experience of reading your words?

Yurkiewicz: There is a one-year goal and a longer-term goal. In one year, I want the book to help empower patients and family members to navigate the system better. I am an optimist, but unfortunately, I don’t think fragmentation in health care will be solved in one year. There are many factors and many incentives that make it very complex.

I’m hoping that in 20 years, my book will be closer to obsolete. Over the years, we can start to tackle each one of the factors of fragmentation toward a more sustainable healthcare system.

Bashe: Medicine is becoming increasingly specialized. Once upon a time, of course, gastroenterologists were gastroenterologists. Now you have clinicians at Stanford who only deal with the upper GI; others deal with the lower GI. You have cardiologists who are interventionalists. Others deal with lipids and so forth. Specialties pushed them to be experts. Are we getting to that level in medicine where doctors are becoming skilled in a tiny piece of the human body and patient experience?

Yurkiewicz: I once heard from a colleague in the sciences that we’re learning more and more about less and less until we know everything about nothing. And I wish that did not apply to medicine, but we’re heading in that direction because we promote specialization and sub-specialization.

For many reasons, it often leads to greater financial reward and respect within the medical hierarchy to become an expert in something narrow. And while specialization itself is not necessarily a problem, problems can arise when we have to reconcile different narratives that doctors tell themselves about a body part or an organ system.

Sometimes, no one person is looking at the whole patient, seeing if we can put the different narratives together into a unifying diagnosis or a unifying treatment plan.

I share in my book one story about a woman that I took care of in the hospital. She had leukemia and was very immunosuppressed due to chemotherapy, and she had an issue brewing in her lungs. She was gasping for air while I had to increase her oxygen support every day to the point that I had a frank conversation with her about whether she would want to go on a ventilator if her oxygen levels continued to worsen.

We had three teams of doctors on the case. There were infectious disease doctors, pulmonary (lung) doctors, and hematologists who specialized in her cancer. Each team came up with a perfectly reasonable assessment from their vantage point.

The infectious diseases team said, ’We’ve already treated her for most infections, so just throwing on an additional treatment is not going to help her. We’ve treated her with antibiotics and antifungals for a long time. We’ve treated the most highly likely things.’ And then the pulmonary doctors said, ‘Well, she already went to bronchoscopy. That didn’t reveal the diagnosis, so we shouldn’t do another one that’s going to be low yield, and it’s going to be risky because her platelets are low, and taking a biopsy could cause her to bleed.’

Meanwhile, the hematology team said, ‘She’s immunocompromised from chemotherapy. There’s no way to speed that up.’ Every single one of those analyses was perfectly sound. However, you put them all together, and we had a patient deteriorating before our eyes. Three narratives added up to say we should stay the course, which didn’t feel like a narrative that was the right one yet.

I share in the book what ended up happening to this patient, where I decided to treat empirically for the unlikely possibilities after each team ruled out the likeliest ones.

I don’t share this story to toot my own horn. But sometimes it takes somebody to take that step and say these reasonable assessments from each specialist’s point of view do not add up to a reasonable conclusion when taken together. An internist is trained to look for that big picture, but the empowering fact is that it can be a specialist who takes those proactive steps to look at what other specialists say about their patients and consider whether it adds up to a reasonable conclusion. It can even be patients and their family members at the bedside who advocate for their teams to come together and reconcile their assessments.

Again, it was not specialization itself that caused this problem. But we have to take that extra step to ensure that specialists reconcile their clinical narratives in a way that makes sense for the patient.

How to Obtain Fragmented

The public health urgency in the shadow of the pandemic continues to reveal serious vulnerabilities. We see inequitable access to care and lopsided disease and mortality burden among diverse communities as another tragic manifestation of racial injustice. We read about an increasingly fragmented care-delivery system splintering even further as new technologies such as AI and ChatGPT create expectations that physicians should see more patients daily – not dedicate more time to each patient.

Dr. Yurkiewicz’s book is a welcome, first-hand objective look at this struggling health system dedicated to helping patients while awash in information.  Her candid expression of the patient and provider journey is vital in helping unite the disparate pieces.

Dr. Ilana Yurkiewicz’s book Fragmented: A Doctor’s Quest to Piece Together American Health Care, published by W. W. Norton, is available via the publisher, Amazon, and where all major books are sold.  Follow Dr. Yurkiewicz on Twitter and LinkedIn.

[Special thanks to Carolyn Neugarten, editorial assistant, Medika Life, for her keen eyes and comments. Coming from a healthcare household, her interest in journalism and social action accelerated the publication of this interview.]

The post The Book Fragmented is a Key Step Toward Navigating America’s Ailing Health System appeared first on Medika Life.

The McCormick Conference Center has enthusiastic attendees, filling session rooms and the exhibit hall.  But the meeting’s focus and content – along with the recognition that the pandemic and economy require new thinking and approaches to health information and health-tech innovation.  What HIMSS lacks in meeting SWAG, it more than makes up for in nuts-and-bolts content on integrating bold ideas and new inventions into the healthcare system.  That’s its differentiator in a sector that seems to be adding more and more gatherings.

SESSION ROOMS ARE FILLED – WHY? ATTENDEES SEEK TO LEARN AND APPLY!

How does HIMSS plan its content sessions – which are peer-review selected – through the tireless work of its staff and volunteers who pour over countless (and largely excellent) submissions to drill down to the hundreds that reach the program.  Despite the number of concurrent sessions, the rooms are packed, reinforcing why people come to HIMSS23 – to listen and learn!

PROBLEMS AND SOLUTIONS!

For years, people in the health sector have talked about its growing fragmentation.  As fast as companies invent new information systems and technologies, new problems arise with integration and security.  The puzzle pieces are proliferating but have yet to bring the ecosystem closer. Health professional burnout has been the constant refrain from physicians and the COVID staff drop-out rate has been as alarming as the alert bells pinging at nursing stations.

The tone and content at HIMSS23 reflected the need to stop concentrating on the problems and new ideas and center around solutions.  Keynotes such as Tom Lawry, a long-time Microsoft AI leader and now a “recovering alum,” and John Whyte, MD, chief medical officer of WebMD, led and moderated sessions that shifted to the practical use of information in the care setting. Not new ideas but how to better leverage and apply tools to improve workflow and patient care.

The meeting was also more global in perspective.  For example, Whyte’s session on the Quest for the Perfect Healthcare System – How Do We Get There? Wisely compared the UK’s favored National Health System to the “highly remunerated USA system and everything in between.” There is a hunger to use HIMSS as a pathway to better (best is far off) practices. At the same time, Lawry brought leading minds in AI together from health systems that employ the tool to reach patients most at risk and shift their attention from sick care to deploying preventive health care.

THE HIMSS EXHIBIT FLOOR FOCUSES ON PRACTICAL SOLUTIONS

The exhibit floor has been packed wall-to-wall with booths that are as educational as the sessions themselves.  Many of the breaking ideas in the news – some that justifiably frighten society, such as AI and ChatGPT – showed their more practical, life-saving side.  While health and home and wearables that collect and transmit personal information become the new doctor’s black bag, some companies exhibiting are seeking to resolve problems that should keep us up at night, such as cybersecurity and data protection.

Here are some of the hundreds of companies exhibiting that caught my eye. Others should explore what others in the sectors are doing to make new ideas and inventions into practical (and necessary) tools to leverage current systems.

FORGET THE AI AND CHATGPT BUZZ – COMPANIES ARE DELIVERING SOLUTIONS NOW

Health at home is less expensive and preferred.  But can it work with people with more serious medical needs?  ATLASense provides ICU-level monitoring in the home; it is wireless and simulates the predictive capabilities of an attentive onsite nurse. Using 15 sensors and measuring 50 biomarkers, it’s a small, wearable medical device that is reusable. The data flow to health professionals overseeing care offers a pathway to send people from acute care to a place that supports healing.  

Patients must be part of the care conversation.  That has long been the mantra of the patent community and has recently been acknowledged by drug development and payer systems.  Belong Life is among the world’s more extensive patient navigation and social networks for cancer and multiple sclerosis (MS) patients. The platform is used by nearly 1 in 10 cancer patients and 1 in 5 MS patients.

What’s new is its AI Mentor and ChatGPT patient system. The company – driven by compassion and confidentiality – has a model that makes a virtual community practical for people with these serious health concerns. With this new AI effort, Contract Research Organizations and their pharma sponsors should take note of a pathway to better understand what people need and want.

The Internet of Medical Things (IoMT) describes the network of physical objects — “medical things”— embedded with sensors, software and other technologies.  Today, devices are found within 75% of connected assets in hospital systems.  These technologies are a boost to patient convenience and provider care.  And they pose a great cybersecurity danger – a real medical risk to patients.  Hospitals are notoriously vulnerable to hacking. 

IoMT is an easy target for cyber attackers and is among the more worrisome unaddressed cybersecurity risks to medical networks.  Cylera is becoming a global go-to partner to guard against these clear and present dangers using forms of AI and to create a digital twin that assesses IoMT devices to remediate discovered risks.

Health systems are experiencing a challenging financial year – even shuttering doors in remote areas where care is desperately needed. Predictions are that only “must-have” technologies will be considered going forward. Given this backdrop, HIMSS23 conversations focused on technologies that automate existing manual processes to reduce costs.  

This is especially important in revenue cycle management, where providers experience staff shortages and shrinking margins. FinThrive shows health system CIOs the pathways to invest in intelligent, integrated technologies that automate revenue cycle operations. The company connects the revenue cycle teams through a SaaS platform to make collaborative decisions.

Hospital at home is the fastest-growing US care pathway. Keeping people at home after discharge is the desired outcome.  Putting that into practice is the challenge.  Honeywell is taking a practical approach to how AI can move health systems from patient vitals data collection to smarter, faster clinical decision-making. Here is a real-time monitoring system that captures patients’ vital signs within a hospital and remotely. The “Real-Time Health System” (RTHS) uses a wireless QR code skin patch for real-time monitoring. The patch connects to an intelligent app and caregivers receive real-time alerts of significant patient status changes.  Along with propping up pillows and tracking med times, home caregivers become partners in care delivery and people can heal at home safely.

Among the more challenging health intersections is between providers and payers. The tussle for reimbursement requests is friction, repetitive work and outdated workflow. MRO is improving the complex relationship between providers and payers through more thoughtful patient information and clinical data exchange.  Streamlining back-end workflows between providers and payers is a data handshake between financial decision-makers to improve interoperability and intelligent solutions to reduce provider-payer friction.

The real-time sharing of patient insights is a constant HIMSS23 call to action.  The system collects volumes of information.  But “after the fact” analysis means the barn gate on a patient’s care closes by the time the data are assessed.  Effective data-driven care coordination is mission-critical for providers and health plans as they shift to value-based programs. PointClickCare seeks to facilitate better care by tapping one of the most underutilized and required assets – collaboration. 

In connecting data from more than 27,000 long-term and post-acute care providers, more than 2,800 hospitals and 2,000 ambulatory clinics, every major health plan across the US, and some 75 state and government agencies, this is an example of how information can piece together the fragmented health ecosystem.

Interoperability remains a distant desire. SEQSTER, a pioneer in patient-centric healthcare data technology and patient management, announced its partnership with CLEAR, the secure identity platform to provide patients with Individual Access Services.  Announced during HIMSS23, the platform enables consumers to confirm their identities, access medical records and safely share them with various clinical trial research organizations within the SEQSTER Operating System for healthcare.

Health information for consumers and providers remains key to people’s health and wellbeing. Front and center on the exhibit floor is WebMD. The company used HIMSS23 to launch WebMD Ignite offering a comprehensive suite of healthcare solutions to kickstart healthcare organizations’ efforts to improve engagement and fuel growth through every stage of the healthcare journey, from discovery to recovery.  The solutions are the culmination of curated acquisitions from leading healthcare companies within the WebMD Health Network – including WebMD Provider Services, Krames, Mercury Healthcare, and The Wellness Network. 

THE POWER OF NOW

The combination of COVID, recognizing that the system is awash in data and spiraling health costs, and looming cyber risks that make health data vulnerable, is shifting business and medical leaders to advocate for immediate solutions.

HIMSS23 continues to be the meeting ground for government officials, mega-companies, and start-ups to see each other more as collaborative partners than competitors in the system’s improvement.  What was historically the playground of ideas and inventions has transformed into the roll-up-the-sleeves community. The conversations have been less about the system’s shortfalls and more about fixes that improve access, reimbursement and keeping people out of the hospital or getting them home faster. 

One thing that hasn’t changed is the refrain that the consumer is the customer.  That’s not the case.  The system itself remains the primary focus of the industry.  The outcome of a viable, more accessible health system that uses the information to perform cost-effectively will benefit the ecosystem – including the people that seek healing.

The post #HIMSS23 Brings Renewed Energy to the Global Health Information Table appeared first on Medika Life.

Surprised? You’re not alone! But the numbers are a tune you won’t forget.  The music industry is a significant contributor to the Nashville economy.  The Country Music Association reports that the music industry generates $10 billion in economic impact annually for the city.  That includes revenue from live music events, music tourism and recording studios.

But even if you add in the sales from hotel reservations and souvenirs, health wins hands down over music when it comes to economic impact. According to the Nashville Health Care Council, the city’s health industry contributes more than $67 billion annually to the region’s economy and employs 325,000 people. This includes health providers, medical device manufacturers, pharmaceutical companies, and healthcare IT firms. The health industry is also responsible for nearly 40% of all jobs in the Nashville region.

Nashville is a Given When it Comes to Hosting ViVE

Unsurprisingly, ViVE Events chose Nashville for its second gathering – a city quietly making its mark on the nation’s health system. Nashville is the perfect place for ViVE Events. It attracts change agents and digital health innovators known for their collaborative nature and seeking a friendly setting to exchange ideas and learn from each other.

“This is only the second year for ViVE and the conference is emerging as a big draw. Last year’s event attracted 5,000 people, and this year, ViVE is expected to draw around 7,500,” says Keith Fraidenburg, CHIME executive vice president and chief operating and innovation officer. CHIME is the main driver behind the ViVE gathering, centering around digital health and health information.

“Music City” is home to some of the most prestigious healthcare organizations in the United States, including HCA Healthcare, Meharry Medical College, Vanderbilt University Medical Center, and Community Health Systems. These institutions provide world-class medical care to patients from across the country and world and, much like Cambridge, MA, with its proximity to academic medical centers, universities and service supports, serve as engines of innovation for the health innovation sector.

In addition to leading healthcare providers, Nashville is home to a vibrant ecosystem of start-ups and entrepreneurs focused on health innovation. Many companies are spin-offs of HCA Healthcare, which long encouraged staff to pursue their entrepreneurial dreams.  Now, the community is supported by local incubators and accelerators like the Nashville Health Care Council, Lifepoint Health, and Frist Cressey Ventures, which all provide resources, connections, and mentorship to help start-ups grow and thrive.

The iconic Tommy Frist Sr., who co-founded HCA Healthcare, and was a longstanding investor in entrepreneurial ventures, helped fuel Nashville’s growth as a national health hub.  “Nashville’s healthcare industry is a critical economic driver for the region, employing tens of thousands of people and generating billions of dollars in economic activity,” said Frist Sr, who died in 1998 and created the foundation for Nashville to be a national health system force: “As a lifelong Nashvillian and founder of one of the region’s leading healthcare companies, I am proud of Nashville’s role in advancing healthcare innovation and improving patient care.”

The concentration of healthcare providers and innovators in Nashville has attracted significant investment, with venture capital firms, legal powerhouse firms such as Waller and private equity groups recognizing the region’s potential for growth and innovation. This investment has super-charged the development of innovative technologies, therapies, and patient care approaches, transforming the healthcare industry.

Nashville’s position as a center for health innovation and provider services is critical to the future of healthcare in the United States. With a collaborative ecosystem of healthcare providers, academic institutions, start-ups, and investors, Nashville is well-positioned to drive new advancements in patient care and access. Its unique combination of expertise, resources, and quality of life makes it an ideal destination for healthcare professionals and entrepreneurs looking to impact the healthcare industry positively.

Start-Up Health Kicks Off at ViVE 2023

Some 100 company leaders were on-hand for the Start Up Health Transformers Unite! 2023 Health Transformer Workshop hosted by Steven Krein, co-founder and managing partner, and Jamey Edwards, chief platform officer of Start-Up Health.  Start-Up Health is a unique model for entrepreneurs seeking the support of an accelerator. 

A community with the rigor of an academy, Start Up Health offers health IT, health tech and wellness entrepreneurs a structure and curriculum to help them navigate the unique challenges – addressing everything from mindset to positioning to raising money to navigate the fragmented health ecosystem.  Now Start Up Health is working to ensure companies accepted into its supportive hive succeed in their missions to build sustainable growth businesses. 

According to Founder Unity Stoakes, “In a world full of limited-scope, short-form, quick-hit business advice, we’re building Health Transformer University with long-term transformation in mind. That means being stage agnostic, unbound by time, and globally connected.”

The ViVE 2023 gathering conversation centered around a clear development model by translating Maslow’s hierarchy of success into four steps for “Achieving Health Moonshots.”

1. Mission & Mindset
2. Rhythm & Progress
3. Relationships & Brand
4. Capital & Impact

The portfolio companies – all impressive – are hand-picked for receiving the time and attention of a leadership team that has graduated successfully from the Start-Up Health incubator community. The approach is working well for those accepted into its program.  Valera Health, offering mental health services, has also received support from Cigna. Another, Avanlee Care, has teamed up with Walmart to apply its technology to support millions of unpaid caregivers. Athelo Health, led by Jessica Thurmond, is pioneering long needed efforts in women’s health. Taking on long-neglected conversations around diagnosis, information access, treatment approaches, the company has launched a biometric-anchored virtual coach for women with breast and gynecologic cancers.

Start Up Health catalyzes long-awaited changes in the global health system.  Here are two profiles among the scores of companies participating in their incubator/accelerator community:

Vigilant Software is working to eliminate one billion common medication errors by digitizing hospital-based drug delivery. In a system still dominated by hand-written medical orders or patient charts – where faxes are still deployed to transmit vital medical information – there are bound to be mistakes – sometimes deadly.  Caring for patients on the floors is one thing.  But, when critical care is needed, analog data shouldn’t be considered a go-to system. Health information technology can be deployed to address urgent care speed.

This Start-Up Health-supported company seeks to help critical care nurses by eliminating workflow steps that often involve translating – or misinterpreting – handwritten instructions. Its automation platform –a proprietary barcode scanner and label printer – eliminates manual calculations so that IV infusions and injections are safer and, by reducing workflow, returns time to patient care.

Vigilant demonstrated that its digital health system could save some 4,000 hours of critical care nursing time annually in a typical American hospital. As hospitals shoulder the burden of nurse staffing shortages and nurse burnout, reducing drug-interaction risks, and automating tasks, have several clear benefits – from saving lives to strengthening staff retention.

equalityMD is changing how the LGBTQ+ community perceives and receives health services. The Start Up Health-guided company has evolved through the years.  First launched in January 2015 as an LGBTQ+ multimedia and marketing company called Q Media, it shifted into an LGBTQ+ consumer behavioral data analytics company. But the pandemic – the pressing need for health services within the LGBTQ+ community – pushed it into its current form as a life-sustaining and saving medical matchmaker. Its founder and CEO, Justin Ayars, JD, a former trial lawyer, recognized a long-standing health equity need and transformed the company into the first virtual LGBTQ+ inclusive healthcare platform.

Using a proprietary machine-learning matching algorithm, equalityMD connects the LGBTQ+ community with culturally competent primary care and mental health providers nationwide. The system seeks to create a safe space on what is likely the virtual first platform where this community can be their authentic selves and receive the care required. Providers complete LGBTQ+ cultural competency training through a third-party ACCME provider and are then invited to onto platform, enabling them to be matched with people seeking care. As an added benefit, providers can receive Continuing Medical Education (CME) credits by participating in these training programs.

equalityMD is certified both as a Benefit Corporation (B-Corp) and LGBT Business Enterprise (LGBTBE) – a National LGBT Chamber of Commerce supplier diversity status, is now strengthening ties with Blue Cross Blue Shield, CVS/Aetna, and Cedars-Sinai so that its business model is enduring, scalable and demonstrates outcomes.

Model for Health Innovation Collaboration in a Welcoming City

The CHIME ViVE 2023 model draws in collaborative partners such as Start Up Health. The InteropNow! and Cybersecurity Pavilions, as well as welcoming others such as UC Davis and Galen Growth to use the gathering to share breaking insights (watch for the following ViVE 2023 report), centered around a city of hospitality, fun and health innovation is the perfect medicine for health transformers looking to learn and apply.   

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