Figure 3
SOURCE : BAIN HEALTH YSTEMS SURVEY
Leading companies are forming a more pragmatic strategy that considers current capabilities , regulations , and barriers to adoption . Their CEOs and CFOs work together to enforce four guiding principles�
• Pilot lo��ris� applications �it� a narro� focus �rst� Tomorrow�s leaders are making noregret moves to deliver savings and productivity enhancements in short order�at a time when they need it most . �aining experience with currently available technology , they are testing and learning their way to minimum viable products in lowrisk , repeatable use cases . These quick wins are typically in areas where they already have the right data , can create tight guardrails , and see a strong potential return on investment . Some , like call center and chatbot support , can improve the patient experience . However , given the current challenges around regulation and compliance , the most successful early initiatives are likely to be internally focused , such as billing or scheduling . Most importantly , executives prioritize initiatives by potential savings , value , and cost .
• Decide to buy� partner� or build� CEOs will need to think about how to invest in different use cases based on availability of third-party technology and importance of the initiative .
• �unnel cost savin�s and e�perience into bi��er bets� As the technology matures and the value becomes clear , companies that generate savings , accumulate experience , and build organizational buy-in today will be best positioned for the next wave of more sophisticated , transformative use cases . These include higher-risk clinical activities
with a greater need for accuracy due to ethical and regulatory considerations , such as clinical decision support , as well as administrative activities that require third-party integration , such as prior authorization .
• Remember �enerative A� isn�t a strate�y unto itself� To build a true competitive advantage , top CEOs and CFOs are selective and discerning , ensuring that every generative AI initiative reinforces and enables their overarching goals .
Some health systems are already seeing powerful results from relatively small , more practical investments . For instance , recognizing that clinicians were spending an extra 1�0 minutes per day outside of working hours on administrative tasks , the �niversity of Kansas Health System partnered with Abridge , a generative AI platform , to reduce documentation burden . By summarizing the most important points from provider-patient conversations , Abridge is improving the quality and consistency of documentation , getting more patients in the door , and cutting down on pervasive physician burnout .
Although it will require some upfront investment , in the long run it will be more costly to underestimate the level and speed at which generative AI will transform healthcare . The next generation of leaders will start testing , learning , and saving today , putting them on a path to eventually revolutionize their businesses .
Eric Berger is a Partner , Boston , at Bain & Company . Margaret Dries is a Partner , Chicago , at Bain & Company .
Some health systems are already seeing powerful results from relatively small , more practical investments .
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