Becker's Hospital Review

21 CIO / HEALTH IT Healthcare's tech-empowered workforce is here By Laura Dyrda A rtificial intelligence is transforming all aspects of healthcare, including the workforce. But that doesn't mean AI is replacing jobs; instead, health system leaders are leveraging the technology to empower teams and elevate leaders. e cultural transformation takes time and additional education investments, but can drive meaningful results. "Our workforce is evolving to embrace intelligent automation and AI as essential tools for enabling more personalized, efficient and transformative care," said Biju Samkutty, COO of international and enterprise automation at Mayo Clinic in Rochester, Minn. "We are prioritizing the development of skills in data literacy, digital collaboration and AI-driven decision support across clinical and operational roles." Team members who traditionally spent a lot of time with manual or routine work are elevating now to more strategic, analytical and tech- enabled responsibilities. "e shi is creating a more agile, empowered workforce ready to lead in the future of healthcare," said Mr. Samkutty. Most health systems have started shiing administrative work to AI apps and platforms, creating back office efficiencies in revenue cycle and supply chain. e most advanced are now applying the same principles to care delivery with clinical decision support and predictive analytics. Mayo Clinic is adding data scientists, AI specialists, and technologies to work with clinicians on developing new capabilities. "By bridging the gap between clinical expertise and technological proficiency and ensuring continuous upskilling, we're augmenting support for our staff and the care we deliver to our patients," said Maneesh Goyal, COO of Mayo Clinic Platform, the health system's technology and data platform. e big promise of an AI-empowered workforce driving more efficient care with better outcomes hinges on collaboration. Teams can't work in fragmented departments and siloes; it can't take several steps to access data or receive communication. Care teams need real-time information and constant interaction to take better care of patients. at's what Westchester Medical Center Health Network in Valhalla, N.Y., is trying to do. "We are dismantling silos, redesigning leadership pipelines and nurturing a culture where bold thinking is not just welcomed, it's becoming the norm," said CEO David Lubarsky, MD. "Our people are more than employees. ey are mission-driven architects of community health, empowered by data, driven by compassion and united by a shared commitment to the next era of care. By leveraging technology to reduce low-value tasks and enhance clinical workflows, we're making space for what matters most: meaningful, judgement- driven and compassionate care." Ethan Chernin, president of health services of Nashville, Tenn.-based Ardent Health, also sees its workforce evolving as a result of care model changes and technology-driven solutions. "Weve implemented virtual nursing to enhance care delivery and reduce burdens on clinicians," said Mr. Chernin. "We're also piloting ambient listening tools to streamline documentation, improve provider-patient interactions and reduce cognitive burden on providers. New care team models and digital tools are helping expand our talent reach, enabling clinicians to practice at the top of their license and improving workplace satisfaction." Ardent Health developed digital fluency and care coordination upskilling programs to support their initiatives for a more engaged workforce with technology and AI. Peoria, Ill.-based OSF HealthCare is also transforming its workforce for more agile and future-ready teams. CEO Bob Sehring is encouraging talent mobility, creating workplace flexibility and advancing skillsets in AI, automation in telehealth. He is also focused on the employee experience. "OSF leverages data and digital tools to enhance employee experience while also fostering a culture that embraces continuous learning and innovation," said Mr. Sehring. n The shaky CIO pipeline in healthcare By Naomi Diaz A s hospitals and health systems accelerate their digital transformation efforts, many are confronting a silent but growing leadership gap: the absence of succession planning for CIOs. CIOs have become vital to the success of health systems, overseeing AI adoption, cybersecurity defense and IT transformation initiatives. But while the role has expanded significantly, the path to leadership in healthcare IT remains unclear for many rising executives. A 2024 survey from healthcare executive search firm WittKieffer found that 53% of current healthcare CIOs have assumed their roles within the past three years — signaling a high turnover rate among tech leaders in the sector. Despite this volatility, only 39% of organizations reported having a CIO succession plan, while 25% had no plan at all and another 36% were still developing one. That turnover is evident in the leadership makeup of some of the nation's largest health systems. A Becker's analysis of 10 major U.S. systems — including Nashville, Tenn.-based HCA Healthcare, Chicago-based CommonSpirit Health and St. Louis-based Ascension — shows that while some CIOs have held their roles for more than seven years, the average tenure among these leaders is just under three and a half years, with most appointments occurring since 2022. The problem isn't always a lack of talent — it's often a lack of intentional development. WittKieffer's survey also found that 53% of CIOs cite talent development as one of their greatest challenges. Although 87% of organizations outsource fewer than 25% of IT functions, few have structured internal pipelines to cultivate digital leadership. n

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