The American healthcare system has never lacked for challenges, but the current moment feels different in both scale and urgency. Staffing shortages have moved from chronic annoyance to structural crisis. Reimbursement models are straining under the weight of an aging population and shrinking federal support. Safety-net institutions are making cuts they once considered unthinkable.
And yet, threading through all of it is something harder to quantify but impossible to ignore: a stubborn, mission-driven optimism from the people closest to the work. We asked 96 healthcare leaders — CEOs, chief nursing officers, chief medical officers, CFOs, and operational leaders from systems large and small, urban and rural, academic and community — one question: Is the future of healthcare bright or dark?
What came back was neither a chorus of alarm nor a round of empty reassurance. It was something more useful — an honest reckoning with where the industry stands, paired with clear-eyed conviction about what it will take to move forward. Artificial intelligence surfaced in nearly every response, not as a cure-all but as a genuine accelerant for overworked clinicians and overwhelmed systems. Workforce investment, value-based care, and equity of access emerged as the non-negotiables. Again and again, leaders returned to the same source of hope: the people who show up every day to care for patients, regardless of the conditions around them.
The headwinds are real. So is the hope. Here is what the leaders had to say.
The 96 executives featured in this article are all speaking at the Becker’s Healthcare 16th Annual Meeting, from April 13 – 16, 2026 at the Hyatt Regency Chicago.
To learn more about this event, click here.
If you would like to join as a reviewer, contact Mariah Muhammad at mmuhammad@beckershealthcare.com or agendateam@beckershealthcare.com.
As part of an ongoing series, Becker’s is talking to healthcare leaders who will speak at our conference. The following are answers from our speakers at the event.
Amy Perry. President and CEO of Banner Health (Phoenix): I think the journey to the future will have both dark and bright spots. I’m concerned about the short term impact of reductions in reimbursement, subsidies, and access for many people. Health systems and health plans must invest differently and immediately to create new paths to chronic disease management and prevention education. We need to invest in schools, faith based organizations, community agencies and new systems of care to change the overall cost curve. On the bright side, we’re living through a remarkable era of medical innovation: breakthroughs in digital information, blood testing for Alzheimer’s, precision cancer therapies, and procedures that replace open-heart surgery. Lives are being saved and improved every day. The real question isn’t whether we can deliver exceptional care. It’s whether we can make these breakthroughs accessible and affordable for everyone, and whether we can shift from waiting until people get sick to keeping them healthy in the first place. That’s what excites me most: moving from a model that rewards treatment to one that rewards prevention and wellness. It takes partnership and a willingness to reimagine the healthcare business model.
Maria Ansari, MD. Co-CEO of The Permanente Federation; CEO and Executive Director of The Permanente Medical Group; President and CEO of Mid-Atlantic Permanente Medical Group; and CEO of Northwest Permanente (Oakland, Calif.): The future of healthcare can be bright, but only if we thoughtfully tackle core challenges like rising costs and workforce shortages that threaten to widen health inequities. The successful path forward will require agility as we balance the promise of innovative technologies, effective health policy, and proactive strategies. While technologies such as augmented intelligence can revolutionize diagnosis, treatment, and administrative efficiency, we can’t simply layer AI onto a broken system. Strong physician leadership is essential to guide how technology is applied and to ensure it solves real problems. By leveraging innovation and prioritizing effective health policy and equity, we can build a health care system that is more accessible, affordable, and effective.
Susan Huang, MD. Chief Physician Executive of Providence; Chief Executive of Providence Clinical Network (Renton, Wash.): The future of healthcare is both bright and dark, and which one dominates will depend on the choices we make now.
On the bright side, we have powerful tools to improve care. Advances in data, AI and precision medicine can help physicians and caregivers intervene earlier, personalize treatment and spend more time with patients instead of paperwork. We also are seeing renewed energy around team-based care, community partnerships and redesigning care around what patients need, not just what the system has historically delivered.
At the same time, healthcare is operating under very real pressures. Our workforce is stretched, financial margins are tight and the pace of change can feel relentless. Technology holds tremendous promise, but only when it is thoughtfully integrated into clinical workflows. And, while progress has been made, gaps in access and outcomes remind us that improvement requires sustained focus, not just innovation.
The future is malleable, shaped by the leadership, culture and systems we choose to build. If we invest in our people and align innovation with purpose, we have an opportunity to create a system that is both more advanced and more equitable.
John D. Couris. President and CEO of Florida Health Sciences Center, Tampa (Fla.) General Hospital: The future of healthcare remains bright, shaped not only by steady scientific progress but also by the dedication and expertise of the professionals who bring that progress to life while demonstrating an extraordinary and ongoing commitment to caring for others. In academic medicine, we continue to turn research discoveries into therapies that make a real difference for patients. Tools such as AI, predictive analytics, and advanced imaging are helping us diagnose earlier, treat with greater precision, and provide stronger, more effective care. At the same time, physicians, physician-scientists, researchers and healthcare professionals remain committed to expanding access and ensuring that new advances reach the communities that need them most. Their collaboration continues to drive meaningful improvements in outcomes across our system. Caring for people has always been our purpose, and that purpose keeps the path ahead full of possibilities.
Peter McCanna. CEO of Baylor Scott & White Health (Dallas): I am more optimistic about the future of healthcare today than at any point in my nearly 40-year career.
For decades, our healthcare system has been designed around limits. Experiencing through my dad’s eyes the limited support, clinician time, and coordination at the end of his life reinforced for me that these constraints cause suffering for patients and their families every day.
AI creates the opportunity to change that.
Three years ago, we at Baylor Scott & White made a deliberate shift from strategies designed to optimize the organization to innovating around the customer. Recognizing that people are sometimes patients but always customers expanded our role beyond episodic care to supporting well-being.
I am confident the future of healthcare, powered by AI, will not be constrained, rather abundant. It will be proactive instead of reactive and demand-driven instead of supply-driven. Our teams are creating innovative solutions and redesigning legacy access and care models to lead this shift.
Conor P. Delaney, MD, PhD. President of Cleveland Clinic Florida Market; Executive Vice President of Cleveland Clinic: The future of healthcare is bright. While the industry is never without challenges, they often push us to move forward and innovate in meaningful ways.
At Cleveland Clinic, and across health systems everywhere, we’re investing in surgical and technological advancements, including AI-enabled tools that support our caregivers and improve patient outcomes. AI listening tools help generate clinical notes during visits, reducing administrative burden, while advanced analytics support earlier detection of serious conditions, such as sepsis. We’re also expanding access to care, from primary care to emergency services, so patients can receive timely, high-quality care close to home.
With these investments and innovations underway, it truly is an extraordinary time to be in healthcare. The work has never been more meaningful, innovation is rapidly transforming how we care for patients, and caregivers have a real opportunity to shape the future of medicine while making a direct impact on people’s lives.
Joseph Cacchione, MD. President and CEO of Jefferson Health (Philadelphia): The future of healthcare is bright – it will always be integral to improving peoples’ lives – but only for organizations willing to rethink how care is delivered. At Jefferson, that transformation is already underway. I’m inspired by how our teams are embracing integration, innovation, and community partnership as daily practice that truly improves patient care. We’re proving that academic medicine can be both technologically advanced and deeply human — bringing cutting‑edge tools together with the personal touch our patients deserve. Across Jefferson, our clinicians, researchers, and administrative teams are united in expanding access and designing care around the needs of the communities who rely on us. We also recognize the significant financial pressures facing health systems today, from tightening reimbursement to increasingly complex payer dynamics that challenge financial sustainability. Yet, I remain optimistic. Jefferson has the leadership, culture, and resilience to navigate these headwinds, and we’re doing the hard work now to ensure we remain strong and mission‑driven for the long term.
Jeff Flaks. CEO of Hartford HealthCare (Conn.): This is the best moment healthcare has ever had to get better faster than at any time. I say this without minimizing the financial pressures, policy uncertainty and other strains we’re all feeling. Here’s why I genuinely believe the future of healthcare is bright:
For years, technology made care more bureaucratic and less human, but what we’re seeing now is the opposite. When technology gives clinicians their time and attention back, the human connection returns to the center of the exam room.
We’re also expanding access in ways that were simply not possible before, reaching people where they are and when they need care. That means better outcomes for patients and a better experience for the colleagues who deliver that care.
The key is to stay focused on the consumer and our caregivers as we safely and reliably integrate new tools into how we work. If we commit to being better today than we were yesterday, I’m confident healthcare will be meaningfully better next year than it is right now.
James Hereford. President and CEO of Fairview Health Services at M Health Fairview (Minneapolis): There are many reasons to be pessimistic about the challenges facing health care delivery today — rising costs, workforce challenges, and an unsustainable reimbursement system that rewards volume rather than value. But despite those pressures, I remain optimistic about the future of healthcare.
My optimism rests on several forces that are beginning to reshape the system. First, the emergence of new technologies — especially large language models and agentic AI — has the potential to fundamentally reduce administrative burden, improve clinical decision support, and allow caregivers to spend more time doing what they entered the profession to do: care for patients. Second, advances in precision medicine are rapidly transforming our ability to prevent, detect, and treat disease earlier and more effectively, shifting the focus from reactive care to proactive health.
Third, there is a growing recognition across the industry that fee-for-service reimbursement is not sustainable. The future will require delivery systems to take greater financial accountability for outcomes, and integrated systems are well positioned to align care around quality, access, and total cost. Finally, healthcare has historically shown that it is capable of its most meaningful change at moments of real pressure. When the system faces a crisis, it often responds with creativity, collaboration, and innovation.
For those reasons, while the challenges are significant, I believe the long-term trajectory of healthcare is bright.
John D’Angelo, MD. President and CEO of Northwell Health (New Hyde Park, N.Y.): When I look ahead, I don’t see “bright” or “dark”; I see opportunity.
As health leaders, providers and researchers we have the opportunity to harness technology in ways that are seamlessly integrated in our everyday lives and in ways that don’t just extend life, but transform the healthcare journey.
We have the opportunity to pioneer entirely new treatment approaches – from bioelectronic medicine to other devices – building directly on the breakthrough science happening right here at Northwell and across the globe.
And we have the opportunity to completely reimagine how and where care is delivered, moving beyond the four walls of our hospitals to change our patient experience for the better.
It will take collaboration outside of our own organizations and it will force silos to be broken. But when you consider the impact our work may have – the lives we can improve and extend – every challenge is absolutely worth tackling.
Pete November. President and CEO of Ochsner Health (New Orleans): The future of healthcare is undeniably bright, driven by the unwavering dedication of the passionate people who choose this profession. Healthcare is a field defined by purpose and commitment to helping others, and that core value empowers us to overcome even the most pressing challenges. At Ochsner Health, our 42,000 team members embody this spirit every day, delivering high-quality, human-centered care with exceptional access and experience for patients and each other.
While challenges such as workforce shortages persist, we are actively building innovative solutions through initiatives like our nurse internship program and the creation of the Xavier Ochsner College of Medicine. These programs are designed to empower and inspire the next generation of healthcare professionals, ensuring a future workforce that is deeply connected to its purpose. This year, I set four guiding intentions for myself, and optimism is at the top of that list. As leaders in healthcare, it is our responsibility to pave the way for inspired individuals to discover their purpose and join us in our mission to create healthier lives and stronger communities.
Judy Peek-Lee. CFO of The University of Vermont Medical Center (Burlington): The future of healthcare is very bright — so bright that it can feel almost blinding at times. We are in a period of rapid innovation, automation, and intelligence‑driven care models that offer opportunities to improve outcomes and access to care while potentially reducing burden on providers. Yet these opportunities also create challenges. There are so many tools, vendors, and technologies emerging that the challenge is no longer finding possibilities — it’s choosing the right ones. Here at The University of Vermont Medical Center, we must determine which solutions create true value for providers and patients and bring in those solutions in a way that supports — not strains — our teams. Despite the complexity, the future is not only bright but is full of potential for improving how we deliver care in Vermont.
Dana Beckton. Chief Inclusion and Belonging Officer of Sutter Health (Sacramento, Calif.): I immediately thought of the poet Amanda Gorman and her message of possibility and responsibility reflected in The Hill We Climb. It captures a central truth for healthcare today: the future is light, if we choose to see it—and to lead toward it. We have a unique opportunity to reimagine how patients and consumers engage with their health in ways that are more personal, equitable, and relevant. While we are navigating real complexity and ambiguity — advancing new models of care while ensuring our workforce is supported and sustained — this work is a calling, not for the faint of heart. That sense of purpose is precisely what guides healthcare forward and ultimately draws us toward the light.
Jeff Gautney. Senior Vice President and CIO of Rush University System for Health (Chicago): While I can hardly remember a time where we faced more headwinds as an industry, I can also hardly remember a time when the role of healthcare was more important and vital. I believe that AI will power innovations in medicine, medtech and information systems, which will provide broader access to life saving and health extending services. I think that these innovations will also provide more equitable access to personalized and specialized therapies that drive better outcomes. I think we will finally realize the benefits of the investments we’ve made in cleaning up processes and data over the past 20 years, and leverage those to power new ways of working. That all of us will be able to do the work that we want to do and that only a human can do, leading to better job satisfaction and a better patient experience.
Sudipto Srivastava. Chief Data and Analytics Officer of Montefiore Health System (New York City): The future of healthcare is undoubtedly bright. From a technology perspective, we are already seeing the potential of artificial intelligence in the fields of therapeutics, pharmaceutical advances and in finding cures for diseases. As a large academic medical center, we are observing a confluence of several factors that give us confidence in what the future holds. The first is an engaged and forward-looking clinical and operational stakeholder group that is reimagining workflows with emerging technologies. Leveraging, for instance, conversational AI as a key enabler in diverse areas such as peri-op planning for patients and post-discharge check ins. Another factor is that our patients are increasingly comfortable with the reliability and conveniences offered by digital health tools that can enhance the care we provide. For example, now when a doctor asks them if an ambient voice AI tool can help transcribe the conversation so that the doctor can focus on patient needs, most patients say yes. We also believe that in the near future, they will be comfortable speaking with an AI agent for routine and low acuity issues that offers them the control over their own time. Having this type of information readily available extends the reach of our clinicians and is positively impacting patient outcomes. When it comes to healthcare technology, we are just starting to scratch the surface. With the appropriate funding, right partners and by keeping patients front and center, the possibilities are endless.
Amanda Mikhail. Vice Chair of Mayo Clinic Beyond Walls at Mayo Clinic (Rochester, Minn.): Healthcare is entering an exciting period of transformation. Advances in technology, data, and connected care are making it possible to deliver world-class medicine beyond traditional settings in ways that were unimaginable even a decade ago. Increasingly, patients will not need to organize their lives around healthcare. Healthcare will organize itself around patients.
Through digital platforms, remote monitoring, and coordinated care networks, clinicians can extend expertise beyond traditional facilities and deliver care where and when patients need it most. For many patients, that means receiving complex, high-quality care in the comfort of their homes or closer to the communities where they live.
At Mayo Clinic, initiatives like Mayo Clinic Beyond Walls are helping make this vision a reality. Advanced Care at Home is demonstrating that hospital-level care can be delivered safely in patients’ homes, while Cancer Care Beyond Walls is extending oncology treatments and monitoring beyond traditional infusion centers. Together, these models combine clinical excellence with technology to create a more connected, responsive system of care. The opportunity to improve both outcomes and the human experience of care has never been greater.
Christopher Douglas, EdD. Houston Market CEO of River Oaks Hospital & Clinics: Healthcare’s future will continue to be both bright and challenging.
Demand for care is rising with an aging population, and within our system we’re expanding mobile diagnostics into homes and long-term care communities, along with bedside Interventional Radiology and vascular services for early assessment. Combined with telehealth, remote patient monitoring, and value-based care collaborations, these innovations allow us to bring care closer to the patient.
At the same time, healthcare systems face growing financial pressures from rising labor costs, increasing supply expenses, and continued challenges with payer reimbursement.
For us, continued growth and progress will require diversification of payer sources, expansion into underserved populations, and the agility to move quickly into untapped markets.
Sandra Scott, MD. CEO of One Brooklyn Health (N.Y.): The future of healthcare has a lot of bright prospects; however, it may feel dark for those faced with the required transformation to take advantage of these opportunities. The healthcare industry is being transformed by technology, evolving care models, and rising expectations from patients and the workforce. Within that disruption lie extraordinary opportunities. Organizations and leaders who are willing to innovate, rethink how care is delivered, and invest in their people will help create a system that is more connected, more accessible, and more focused on outcomes than ever before. The real divide ahead will be between organizations that adapt and lead the transformation and those that continue relying on models that no longer meet modern expectations.
Joanne M. Conroy, MD. CEO and President of Dartmouth Health (Lebanon, N.H.): I can understand both sides of the vision. In other words, many people may see a bleak future for healthcare because of affordability, navigating insurance, waiting long stretches for appointments, local providers and facilities shutting down, healthcare worker burnout, and many more issues which are understandably discouraging to patients, communities and healthcare systems. I would be dishonest to say I never feel frustrated by the state of healthcare in our country and worried about its future; we have amazing therapies and interventions but our systems are far from perfect. But when I look at Dartmouth Health, the system I lead, I am filled with optimism, for one reason: our people. I am honored and humbled every day by the doctors, nurses, technicians, researchers, administrative staff, volunteers, everyone who plays a part in keeping our system running. They are united by a common commitment to compassionate, outstanding care for every person who enters our doors, regardless of who they are, where they live, or how much money they make. Our people give me hope for a bright future in healthcare. If our legislators, healthcare leaders, and everyday people can commit to supporting healthcare workers in return, we can have better healthcare in America than ever before.
Nkem Chukwumerije, MD. President and Executive Medical Director of The Southeast Permanente Medical Group (Oakland, Calif.): Beacons of hope guiding the future of healthcare are patient-centered, value-based care models that reward physicians for improving patient outcomes and quality of life rather than service volume. These models focus on the whole person — physical, mental, and social well-being — by addressing social drivers like housing, food, and income support. The aim is to maximize each individual’s health potential, regardless of their circumstances.
Thomas W. Scott. President and CEO of CentraState Healthcare System (Freehold, N.J.): The future of healthcare is poised for continuous advancement and evolution through technology, enhanced care delivery, disease prevention and more, so we have to believe the future is bright. Despite challenges, the healthcare field always rises to the occasion during challenging times that often yield innovation and improvements. With focus, discipline, clarity and collaboration, we can overcome existing challenges and ensure a bright outlook in healthcare.
Michael Cureton. CEO of Sutter Amador (Jackson, Calif.) and Sutter Davis Hospitals (Davis, Calif.): There are many unknowns in healthcare right now, and it is easy to feel uneasy about what the next decade, or even the next year, may bring. Between policy shifts, rapid advances in AI, and ongoing financial pressure, leadership will increasingly require courage and a willingness to chart new paths. Still, where there are people who choose to work in healthcare, there is reason for optimism. This industry attracts individuals who are deeply caring, resilient, and committed to finding solutions regardless of the challenges in front of them. While how we deliver care will inevitably change, the purpose behind why we do this work has not. As long as we stay grounded in that purpose, the future of healthcare remains bright.
Jill Wiedemann-West. CEO of People Incorporated Mental Health Services (Eagan, Minn.): The future of healthcare holds both promise and challenge. Change is essential but difficult, especially given the size and complexity of current healthcare systems. Overcoming these obstacles will require bold leadership and a willingness to take risks.
There is cause for optimism. Healthcare is on the verge of remarkable transformation through advancements in medicine, technology, and artificial intelligence, as well as new care models. If we approach this transformation proactively, we can achieve more effective cost management, fairer access to care, and significantly improved outcomes for patients. Embracing these changes calls for coordinated efforts across the sector, building on the knowledge and capabilities we already possess.
Michael Dolan, MD. Chief Clinical Officer of Gundersen Region at Emplify Health (Green Bay & La Crosse, Wis.): I feel that healthcare’s future is bright with some storm clouds on the horizon. As a leader that still practices medicine in both the acute care and ambulatory settings, taking care of those in our communities is still one of the great privileges of my life. Students and residents are as excited to take care of patients as they were 30 years ago. We have an ever-widening array of new therapies at our disposal as well. GLP-1 agonists are likely responsible for the decline in obesity of 2.9% over the last 3 years, which will hopefully result in fewer diabetics, myocardial infarctions and strokes over the next decade. Genetic testing and targeted therapies for cancer are now standard of care, with significant improvement in outcomes. However, the storm clouds include a physician staffing shortage, particularly in certain specialties, as well as a shaky reimbursement model. And many of these cutting edge therapies above come with a significant price tag, putting them out of reach for all.
Shawn Vincent. President and CEO of Illinois/Indiana Region of Trinity Health; CEO of Loyola Medicine (Maywood, Ill.): The healthcare industry will continue to be challenged with a steady decline in government reimbursement. Increased expenses for supplies, pharmaceuticals, purchased services, labor and non-labor will continue in the near-term. We will experience ongoing workforce shortages, including physicians, while addressing increased patient demand for services. Despite these challenges, I would affirm that the future of healthcare is bright. There has never been a better time in our history from a patient’s perspective. The advancements in AI, predictive analytics, genomics, and wearables are just a few of the technologies that will alter the healthcare ecosystem in the coming years. These advancements will drive the development of more effective personalized pharmaceutical regimens, earlier detection and diagnosis of disease, improved management and monitoring of patients with chronic conditions, resulting in improved outcomes for our patients.
Dora Anne Mills, MD. Chief Health Improvement Officer of MaineHealth (Portland): Despite the strong headwinds facing healthcare and public health today, e.g., workforce shortages, funding uncertainties, and growing chronic disease burdens, I remain genuinely hopeful about the future. That hope is rooted in what I see happening on the ground in rural Maine and communities like it across the country. We are witnessing a quiet but powerful shift: health systems are increasingly recognizing that their mission cannot stop at the hospital door. When nonprofit hospitals partner authentically with public health professionals and community-based organizations, something remarkable happens: you get upstream interventions that actually move the needle on health outcomes, not just healthcare utilization.
At MaineHealth, we’ve seen that a hub-and-spokes model can bring the analytical firepower and grant infrastructure of a hospital-based health system to bear on the very local, very human challenges facing rural communities. The results, e.g., a 90% reduction in 60-day readmissions among patients connected to community health workers, a 44% reduction in low birth weight among women with opioid use disorder, COVID-19 vaccination rates that led the nation, tell me that integration works. To me, integration of healthcare and public health is the next natural step in value-based care. What gives me the most hope is that this isn’t magic; it’s a replicable model that other systems can adapt. The future of healthcare is bright precisely because we are finally learning to ask not just “how do we treat illness” but “how do we build healthier communities,” and we’re developing the infrastructure to actually do it.
Brad L. Meyer. CEO of Bluestem Health (Lincoln, Neb.): The outlook for healthcare is uncertain, but right now, things look especially tough for federally qualified health centers. Centers, like ours, serve the most vulnerable people and rely on Medicaid, Medicare, and the 340B Drug Pricing Program to help cover the costs of caring for patients who are at or below 200% of the federal poverty level. Unfortunately, these funding sources are no longer enough.
The 340B program has helped support safety-net services, but it is now facing new problems. Pharmaceutical manufacturers have raised prices by at least 100% on many medications over the past few years, increasing pharmacy costs for FQHCs. At the same time, payments and revenue from many medications have remained the same or even decreased by 10%-20%. As a result, the profit margin used to help pay for care has shrunk significantly, to about 70%-75% of 2020 numbers.
At the same time, new Medicaid work requirements are likely to reduce enrollment. This means FQHCs will have fewer Medicaid patients, reducing revenue and increasing the number of uninsured patients who need care. That leads to even more uncompensated care. On top of that, Medicare and privately insured patients are visiting their providers less, further exacerbating revenue problems. Many people with private insurance are also picking high-deductible plans, which has led to higher patient balances and made it harder for health centers to collect payments.
Financial pressures are worsening because federal support has not kept pace. The main 330b grant for FQHCs has barely increased over the past 15+ years, even though patient numbers at our health center have increased by 130% since 2014 and labor costs by 200%. Expectations for care have also increased. Health centers are now expected to serve more patients and provide more services, but with less money, so they must make tough choices about what to prioritize.
Because of these pressures, FQHCs have had to make tough decisions that were rare in the past. Services that do not pay for themselves are being cut back or reorganized. We used to be able to use the operating margins for medical pay for dental and behavioral health services. But we are unable to do that anymore. For example, staff changes have included reducing 1.6 full-time dentists and 1 full-time dental hygienist, and about 14 jobs in departments that do not generate enough revenue and cannot sustain themselves. These changes could make it harder for uninsured, Medicaid, and Medicare patients to get dental and support services.
Even with these changes, the financial situation is still difficult. The organization expects to have a $1 million-plus deficit in 2026. Medicaid work requirements are set to start in Nebraska in the summer of 2026. As a result, Medicaid revenue is expected to drop by another $200,000 to $400,000 in 2027, further widening the deficit. Leadership and staff are working hard to find solutions and remain very committed to their mission, but there is growing recognition that we may not be able to serve everyone at the same level as before.
In summary, even as some parts of healthcare move forward, FQHCs are under significant pressure due to higher costs, declining and unpredictable revenue, and policy changes that hit their patients the hardest. Still, we will continue to look for ways to keep care accessible and high-quality, even with these challenges.
Kurt Koczent, RN. Executive Vice President and COO of University of Rochester (N.Y.) – Thompson Health: The future of healthcare is remarkably bright. Throughout history, we’ve continually faced the challenges of improving quality, access, and affordability, but there has never been a more promising era to make a meaningful impact on these fronts. The rapid advancement and deployment of AI across the healthcare landscape offer incredible opportunities to address these challenges. Embracing these innovations with a sharp focus on enhancing patient outcomes, supporting providers’ well-being, and eliminating redundant care — will be crucial. With what seems as unlimited AI solutions now available, leaders are called to thoughtfully validate and deploy those that best serve their organizations’ needs, always keeping our fundamental challenges in mind. Success will come to those organizations that prioritize effectively and move swiftly to address their needs, ultimately benefiting every individual they care for. The potential is immense, and I’m optimistic about our ability to shape a future where healthcare is more accessible, efficient, and compassionate.
Joe Caristi. CFO of Speare Memorial Hospital (Plymouth, N.H.): The next 5-10 years in healthcare may well be the most challenging period in modern history, but I wouldn’t call it dark.
Healthcare has a remarkable capacity for innovation, and history shows that the greater the pressure, the more explosive the response. We’re seeing that now with rapid AI adoption, emerging technologies, preventative care models, and new payment structures. There is meaningful transformation happening across every dimension of the industry, and nearly all of it is being driven by the very forces that make this moment so hard: workforce strain, financial pressure, and the growing needs of the communities we serve.
The pace of change to meet the moment is exhausting, but the resulting innovation has been nothing short of remarkable.
Gian Varbaro, MD. Chief Medical Officer and Vice President of Ambulatory Services at Bergen New Bridge Medical Center (Paramus, N.J.): I believe the future of healthcare is bright, but it might require going through a dark period in order to get to that bright future. Healthcare currently faces some pretty significant headwinds: staffing shortages, payer challenges including cuts in government payers and general issues with getting paid for services rendered, a public mistrust of healthcare institutions, and a general intransigence inside of healthcare systems to institute true change and improvement are just a few of the challenges. That being said, I do think all of these challenges have potential solutions. We may just have to go through a period where things go down in order to get to that bright period. Technology, including, but not limited to AI. could provide some of the help with staffing shortages. A reconfiguration of the healthcare system to a more patient centric model could improve quality of care while regaining public trust. The regaining of that trust could force political change and reform that could help solve and reconfigure payment changes and that patient centric model could create new revenue streams if done correctly. But we may have to go through a down period in order to force that actual change. Leadership in healthcare has always been resistant to change and it’s going to be incumbent upon us to be open to different ideas that don’t simply check boxes and say we are doing things but are actually improving our systems. It’s going to require everybody truly moving forward and putting ego aside in order to accomplish this.
Sham Firdausi. Deputy CFO of County of Santa Clara Health System (San Jose, Calif.): The future of healthcare is both. Pretending otherwise is how we end up with bad strategy. The pressure is real and it is not evenly distributed. Funding cuts, denial rates, federal policy swings, those things land differently on a public health system than they do on a health system with a choice about who walks through the door. We do not have that choice and we do not want it. We serve everyone.
What makes me genuinely optimistic is not technology or policy. Neither one is what actually moves things forward. It is when financial leadership stops acting like a back-office function and starts showing up as a real partner to care delivery. When the people managing the money actually understand what is at stake for the people receiving the care. I have seen what happens when that gap closes. Decisions get better. Teams get better. The mission stops being a poster on the wall and starts being the actual operating model.
The dark part of the future belongs to systems that keep those two worlds separate. The bright part belongs to the ones that do not.
Tiffany Murdock, BSN, MSN, DNP. Chief Nursing and Clinical Excellence Officer of Ochsner Health (New Orleans): Bright! Beautifully bright! The future of healthcare is exceptionally promising, especially from a nursing standpoint. At Ochsner Health, we are proud to be at the forefront of driving positive change in the nursing profession with the highest standards of patient care. We’re not just saying that – we’re doing it. How? By investing in our nurse intern program, providing mentorship, defining job architecture with clarity, and offering clear pathways for career development, we create an environment where compassionate nurses thrive. Recruiting and retaining these dedicated professionals is our recipe for success.
The bright future of healthcare shines beyond nursing as well. Remaining patient-centered, we are embracing rapid advances in technology and fostering strong interprofessional collaboration. At the same time, the purpose and innovation shown by our healthcare teams continue to transform challenges into opportunities.
We are also increasingly focused on treating the whole patient — addressing not only medical needs but also emotional, social, and preventive aspects of health to ensure both high quality outcomes and a meaningful patient experience. By investing in our workforce, embracing new tools, keeping compassion at the center of care, and adequately serving our patients and communities.
Theresa McDonnell, DNP, RN. Senior Vice President and Chief Nursing Executive of Duke University Health System (Durham, N.C.): In my opinion, the future of healthcare is neither bright nor dark. For those seeking to clutch to outdated models of care that don’t meet the expectations of the consumer, the future is likely dark. For those seeking to take advantage of the changing expectations of patients and the market to transform care, then the future is much brighter. Times of challenge bring opportunities for change. Patients are demanding a different relationship with providers than they have before and we need to take this opportunity to leverage technology to enable transition to future models of care and meet their needs.
Karin Hotchkiss, MD. Chief Medical Officer of St Joseph’s Children’s Hospital (Paterson, N.J.), BayCare Health System: The future is bright for our evolving pediatric provider community. Medical innovation is reshaping pediatric care delivery across health systems, with new technologies and treatments emerging. Pediatric teams are increasingly equipped to provide more effective, efficient care. Telemedicine is one example; this platform has become a vital tool and a game changer for our niche subspecialists, including pediatric neurologists, who help provide coverage to our NICU expansion programs in real time. This helps expand care by meeting patients and families where they are, instead of requiring travel, as we cover seven counties.
As the chief medical officer of St. Joseph’s Children’s Hospital in Tampa, Florida, I believe the role of pediatric subspecialists is vital to the future of health care. At BayCare Health System, we are building a new freestanding children’s hospital. The most inspiring part is the groundswell of community support for this project, marking a transition from a community program to state-of-the-art healthcare.
Our physicians and providers continue to elevate quality and care initiatives as we work to become an American College of Surgeons Level I Pediatric Trauma Center and continue our recognition as a Level I Children’s Surgical Center of Excellence. Our pediatric day hospital also recently achieved designation as a Pediatric Sedation Center of Excellence, which showcases the incredible collaboration achieved through the support of our teams. Several key trends will continue, including the integration of technology, customized medicine approaches and an emphasis on mental health and wellness in pediatric patients.
Tomi Kolade, MD. Assistant Chief Medical Information Officer of UTHealth Houston: I believe the future of healthcare is bright, but only if we remain deliberate about how we design it. We are now in an era where data, artificial intelligence, and digital platforms can significantly extend the reach and effectiveness of clinicians. The opportunity is not simply to digitize healthcare, but to redesign systems so they better support clinical judgment, reduce friction, and allow clinicians to focus on patient care.
The risk is not technology itself but implementing it without thoughtful governance and clinical partnership. When innovation is guided by stewardship, healthcare becomes more proactive, more precise, and ultimately more humane. I am optimistic because the tools we now have give us the chance to build systems that truly work for both patients and the people who care for them.
Harpreet Pall, MD. Chief Medical Officer of Hackensack Meridian Jersey Shore University Medical Center (Neptune City) and K. Hovnanian Children’s Hospital; Professor of Pediatrics at Hackensack Meridian School of Medicine: I remain optimistic about the future of healthcare. While we face significant challenges including workforce pressure, rising costs, and regulatory complexity, I continue to see incredible passion and innovation from our clinical teams.
I believe our path forward lies in redesigning care models while keeping patients and families at the center of everything we do. Investing in our teams and being willing to challenge the status quo will be essential. If we stay focused on that, the future of healthcare remains bright.
Moiz Master, MD. Chief Medical Officer of Piedmont Healthcare (Atlanta): The future of healthcare is bright!
Innovation in healthcare – whether it’s the use of AI tools that enhance our ability to diagnose, or developments in oncology care and heart care, just to name two areas – is going to improve patient care and lead to better outcomes.
Unlike other sectors of the economy, healthcare continues to grow, which means that young people still find it meaningful to take care of other people as a career.
Does that mean that all of the trends in the industry are rosy? Of course not.
We have issues to address, projected physician shortages, to name one, but I have confidence in my colleagues – executives, physicians, thought leaders – that in the long run we will find the solutions.
Monica N. Wharton. Executive Vice President and COO of Methodist Le Bonheur Healthcare (Memphis, Tenn.): I believe the future of healthcare is bright, even as we face very real challenges ahead. Rising costs, workforce shortages, and access gaps are not setbacks; they are opportunities to rethink how we care for people. Advances in technology, from virtual care to data-driven insights, allow us to meet patients where they are and tailor care to their individual needs. When used thoughtfully, these tools can reduce barriers, improve outcomes, and create more human-centered experiences. The challenge is not adopting technology for its own sake, but using it to strengthen trust, connection, and equity in care. If we stay focused on the patient experience, the future of healthcare can be more accessible and responsive than ever before.
Deborah Visconi. President and CEO of Bergen New Bridge Medical Center (Paramus, N.J.): I believe the future of healthcare is bright, but it will require real change to get there. Health systems are facing unprecedented pressure such as financial constraints, workforce shortages, and rising patient expectations, and the old ways of operating simply aren’t sustainable. The encouraging news is that we now have better tools than ever before, from AI to advanced analytics, to help clinicians and health systems work smarter and deliver more personalized care.
The organizations that succeed will be the ones willing to rethink how care is delivered, reduce administrative complexity, and invest in technologies that support both patients and clinicians. Healthcare has always been resilient, and this moment is pushing the industry to innovate faster than we’ve seen in decades. If leaders embrace that opportunity, the future of healthcare will be far brighter than its past.
Marie Langley. CEO of Desert Valley Medical Group (Victorville, Calif.): In my opinion, the future of healthcare is bright. While the industry faces challenges, just as every sector does, I believe patient care will never be fully replaced by robots.
However, there is a significant opportunity to automate many of our workflows.
In fact, it would likely surprise professionals in other industries that healthcare still relies heavily on fax machines, largely due to the belief that they are more secure than email.
Additionally, in many health systems, patient portals remain underdeveloped or not fully functional.
Protecting patient information remains one of the greatest challenges in healthcare. That said, I am confident that with continued advances in AI and technology, we will ultimately achieve the best of both worlds: stronger security alongside greater efficiency and innovation.
Michele Szkolnicki, BSN, RN. Senior Vice President and Chief Nursing Officer of Penn State Health Milton S. Hershey (Pa.) Medical Center: I think it’s twilight. Visibility is tricky, but the path is there if we change our instruments. If we keep today’s defaults: rising acuity, workforce strain, and administrative burden, the system dims. But if we flip a few non‑negotiables, the future brightens quickly.
First, we must kill low‑value work with the same discipline we apply to clinical harm.
Every hour of unnecessary documentation, redundant approval, or manual workaround steals time from patients and accelerates burnout. Waste is not neutral; it is corrosive.
Second, our workforce is not a cost center; it is the capacity center.
Designing for the nurse’s day means moving beyond nostalgia‑based ‘team nursing’ and towards modern interdisciplinary care models anchored by nursing and supported by the specialists patients actually need. On a surgical floor, embedded physical therapy accelerates mobility and recovery. In the NICU, on‑unit psychology or social work supports families under extraordinary emotional strain. When nurses are no longer compensating for missing disciplines, and when workflows are redesigned to reduce handoffs, quality, safety, experience, and cost improve together.
Third, we need to be thoughtful about standardization without commoditization.
Consistency in policies and expectations creates safer, more predictable care environments. But standardization should never become an excuse to ‘shunt’ nurses anywhere simply because the process allows it. True mobility is clinical, not convenient. It requires cross‑training that is supported, not assumed; competencies that are validated, not presumed; and workflows designed so that when nurses move between units, the care model feels familiar and safe. The goal is a workforce that is aligned and supported. When mobility is intentional and competency‑based, the result is safer care, stronger retention, and far less operational chaos.
Finally, AI must be treated as a teammate, not a gadget or an add‑on.
AI could absorb the 30% of work patients never see: drafting notes, retrieving information, reconciling data, tracking orders, identifying variances, and predicting needs before they become crises. Beyond task reduction, the opportunity we need is improved situational awareness: early acuity warnings, capacity signals, staffing forecasts, and workflow insights that help clinicians stay ahead rather than in constant recovery mode. With clinical governance and thoughtful integration, AI becomes another member of the care team that gives time back to the bedside.
We don’t need more heroics. We need fewer handoffs and smarter systems. Twilight can turn to daylight but only if we choose differently now.
Rina Bansal, MD. President of Inova Alexandria Hospital; Senior Vice President at Inova Health System (Fairfax, Va.): The future of healthcare is bright, particularly if we remain continuously inquisitive, adaptive, agile, and proactive. Leading and working in healthcare means functioning in a VUCA environment, where thriving requires replacing volatility with vision, uncertainty with understanding, complexity with clarity, and ambiguity with agility.
Over the past 100 years, healthcare has evolved from basic, localized care to a high-tech, specialized, and data-driven system. With this change, we have seen a shift from the art of medicine — human-centric, compassionate care — to the science of medicine, with a greater focus on technology, cost, and logistics of care. While technology has brought remarkable progress, it has also introduced challenges such as depersonalization and increased administrative burden. With the advent of artificial intelligence, however, we have the opportunity to enhance the personalization and precision of medicine while improving efficiency and unburdening clinicians. For example, AI-powered diagnostic tools can reduce administrative workload, allowing clinicians to dedicate more time to direct patient interaction, thus bringing compassion back to the forefront of patient care while leveraging technological advancements.
Tommy Ibrahim, MD. Executive Vice President and Chief Transformation Officer of Sanford Health (Sioux Falls, S.D.): We are optimistic about the future of health care — but it will be defined by the actions we take now.
Health care is at a pivotal inflection point, and several forces are converging to drive meaningful transformation. Evolving policy and reimbursement models are creating stronger incentives for health system leaders to redesign care delivery and accelerate the shift to value-based care. At the same time, adoption of artificial intelligence in healthcare is rapidly advancing, now ranking among the top priorities for leaders across the sector. Rural health systems are uniquely positioned to lead innovation by advancing more coordinated and patient-centered care as investment in rural healthcare grows.
At Sanford Health, we are deploying AI in ways that expand access, strengthen workforce sustainability, improve affordability and drive better outcomes — particularly in rural America. We are taking a thoughtful and deliberate approach, focusing on tools that address the operational and clinical challenges inherent in rural care delivery, including workforce efficiency, care coordination and timely clinical decision support. We have made significant investments in advanced analytics and internally developed AI tools embedded within our electronic medical record and care management workflows. These capabilities allow us to identify at-risk patients earlier, prioritize outreach and support timely intervention — ultimately improving outcomes while reducing costs.
More broadly, we are redesigning care delivery and coverage models to accelerate innovation, improve outcomes and advance affordability. With continued momentum in value-based care, strong provider-payer collaboration and rapid advances in AI and digital capabilities, we see a clear path toward more connected, data-driven care — and an opportunity to fundamentally reshape health care for the better.
Joy Oh. Chief Information and Digital Transformation Officer of Christ Hospital Health Network (Cincinnati): The future of healthcare is promising. Advances in technology, artificial intelligence, and medicine are accelerating, and adopting these innovations can deliver meaningful, multi-faceted benefits. For example, our organization learned that digital scribe and ambient listening solutions not only reduce clinicians’ administrative burden, but also enhance the patient experience, improve documentation quality, and strengthen downstream coding accuracy. To realize these gains, organizations should remain both curious and appropriately skeptical — willing to pilot new approaches while using measurable outcomes to determine whether a solution should be scaled, refined, or discontinued. With a disciplined, evidence-based mindset, I strongly believe the outlook for healthcare remains strong.
Robert Corona, DO. John B. Henry Professor of Pathology, SUNY Upstate Medical University; CEO of SUNY Upstate Medical University Hospital (Syracuse, N.Y.): I tend to take a glass-half-full perspective. I see a very bright future for healthcare in our region as our hospital and health system continue to grow and perform well. We are currently amid several exciting construction projects that will expand our capacity and allow us to introduce new services. In addition, we have recruited several outstanding physicians who are performing cutting-edge procedures, contributing to the growth of multiple service lines.
Our region is also experiencing significant economic development, with major industries moving into the area that will substantially increase the local population. Most notably, Micron is investing approximately $100 billion over the next decade to build a series of semiconductor manufacturing plants in the region. This growth will bring many new residents, and our organization will serve as the tertiary care referral center for many of them.
Our Level I Trauma Center, Burn Unit, and Children’s Hospital already provide highly specialized care to patients from across a large portion of New York State, positioning us well to meet the needs of a growing and evolving community.
Paula Ferrada, MD. Chair Department of Surgery Inova Fairfax Medical Campus; Division and System Chief of Trauma and Acute Care Surgery at Inova Healthcare System (Fairfax, Va.): From where I sit, the future of healthcare is bright. Not because the challenges are small, but because the people stepping forward to solve them are extraordinary.
In my role as chair of surgery at Inova Fairfax Medical Campus, I see every day what happens when talented, mission-driven people come together around a shared purpose. Surgeons, nurses, APPs, residents, researchers, administrators, EMS partners, and technologists are all pushing the boundaries of what is possible. The pace of innovation in medicine right now is remarkable. Advances in technology, data science, artificial intelligence, precision medicine, and minimally invasive techniques are transforming how we diagnose, treat, and even prevent disease. What once took decades to change is now evolving in just a few years.
But the real reason I remain optimistic has less to do with technology and more to do with people. I see a new generation of healthcare professionals who are not only clinically brilliant but deeply committed to compassion, teamwork, and systems improvement. They are asking better questions about equity, safety, efficiency, and the human experience of care. They want healthcare systems that work better for patients and for the teams who care for them.
Healthcare is undeniably complex, and we face real pressures from workforce shortages, rising costs, and increasing patient needs. Yet every day in our operating rooms, ICUs, and clinics, I see teams solving problems together, adapting, and finding new ways forward.
So when I look ahead, I don’t see a dark future. I see a field in the middle of transformation. And transformation is rarely comfortable, but it is often where the most meaningful progress happens.
If we continue investing in people, leadership, collaboration, and innovation, the future of healthcare will not just be bright. It will be better than anything we have seen before.
Peter D. Banko. President and CEO of Baystate Health (Springfield, Mass.): The future of healthcare is always bright. When Springfield Hospital (now our flagship academic medical center) was founded in 1870, post-Civil War reconstruction was unfolding. Racial tensions were high. It was a time of surging immigration. And extreme wealth disparity with harsh conditions for the working class. Sound familiar? Our founders and foundresses stepped up to the challenges of the day. This is our time. We got this!
David Rahija. President of Northwest Community Hospital (Arlington Heights, Ill.) at Endeavor Health: We are going to go through a particularly difficult period in US Healthcare over the next several years. However, the future is bright if we use the opportunity to innovate new care paradigms and healthcare financing mechanisms. This will be a new ‘COVID moment’ for our industry that will require healthcare leaders, care providers, government, and payers to come together to find novel solutions to complex issues. Someone has to take care of Americans, so we can’t all be out of business. Those that can innovate will thrive.
Deepti Pandita, MD. Vice President of Clinical Informatics and Chief Medical Information Officer at UCI Health (Orange, Calif.): I think the future of healthcare is both bright and challenging — and which direction it goes depends on the choices we make today.
On the bright side, we are entering an era where AI, real-world data, and precision medicine can dramatically improve how we diagnose disease, personalize treatment, and deliver care closer to patients through digital and remote models.
But there are also real risks. Healthcare is facing workforce burnout, rising costs, and increasing complexity, and if technology is implemented poorly, it can add burden rather than relieve it. There are also important concerns around AI governance, bias, privacy, and equity.
Holly McCormack, DNP. CEO of Cottage Hospital (Woodsville, N.H.): At the risk of sounding Pollyanna, I will say bright. In healthcare, we are up against many challenges in terms of regulatory burden, changes in reimbursement and lingering workforce challenges; however, it is essential that we seek opportunities to improve healthcare and innovate to ensure a “bright” future for our patients. Here at Cottage, we will be creating a roadmap for the future that will focus on opportunities that align with the Rural Health Transformation Program. While the RHTP will not offset the impending losses from cuts to Medicaid, it is an opportunity to make meaningful progress in areas such as recruitment, retention, technology and cybersecurity.
Aaron Kinney. COO of Children’s Specialty Group at Children’s Wisconsin (Milwaukee): The future of healthcare is bright! While there are significant headwinds, challenges, and an ever changing political landscape, I’m inspired by the interactions I’ve had with physicians, staff, and senior leaders from all over the country. All are committed to high quality patient care, innovation, and establishing or fortifying sustainable models that not only withstand such headwinds, but adapt with them.
Darrell Bodnar. CIO of North Country Healthcare (Lancaster, N.H.): The future of healthcare has to be bright, there really isn’t another acceptable option. Healthcare organizations exist to care for people and communities, and that mission compels us to keep moving forward regardless of the challenges in front of us. I’m optimistic that advances in technology, particularly artificial intelligence and data-driven tools, will significantly accelerate improvements in care delivery, clinical decision support, and operational efficiency. At the same time, there are real headwinds that can’t be ignored. Reimbursement pressures, escalating costs, and the growing share of resources flowing to payers and pharmaceutical companies continue to strain the system. Legislative and regulatory uncertainty also creates significant challenges for long-term planning and investment in care delivery. Workforce shortages remain another concern as healthcare continues to recover from the pandemic and fewer people are entering clinical professions. Even so, I believe innovation, technology, and a renewed focus on mission will ultimately keep the future of healthcare moving in the right direction.
Daniel McCormick, MD. Chief Clinical Officer of Cook County Health (Chicago): This depends on your perspective in life. Half empty or half full? Does change bring consternation or opportunity? My perspective is the outlook on healthcare will always be bright. The ability to enter people’s lives at their most vulnerable and be entrusted with their care is an honor unique to us and the reason we are here. Often, we forget our “why” when we are faced with the uncertainty caused by changes in the industry.
There has been a tsunami of change in healthcare much of which has reduced our ability to interact with each other and patients. We have made it a challenge to humanize healthcare in the setting of technology. Just consider, since my graduation from medical school in 1991, we have seen the nature of physician employment change, state and federal regulations become more onerous, technology changes that have resulted in the moving away from pagers, paper, landlines, faxes, immediate communication expectations from patients and providers, patient experience grades, health insurance restrictions in care, online access to physician reviews. The changes are just continuing with the onslaught of new applications of artificial intelligence which will change this industry in ways that none of us can even imagine.
My advice is to return to the ‘why’ and keep humanity in the changes we encounter, and the future will always be bright.
Robert D. Winfield, MD. Professor of Surgery, Vice Chair, Academic Affairs and Chief, Acute Care Surgery at University of Kansas Medical Center (Kansas City): The future of healthcare is bright! While I understand why there might be some pessimism, in my opinion challenges in the current environment are creating a heightened emphasis on value enhancement. This is providing opportunities for creative thinkers to innovate to improve quality. Great leaders in healthcare will avoid the trap of succumbing to the gloom and encourage their people to think outside the box and forge new paths forward together.
Elizabeth Saylor. CEO of Phoenix Heart Vein Vascular (Glendale, Ariz.): Healthcare can have a bright future — if we’re willing to rethink how we work.
Healthcare is under pressure from every direction: rising costs, workforce burnout, complex regulations, and increasing expectations from patients. Yet despite these challenges, I believe healthcare can have a very bright future.
Getting there will require a shift in mindset.
For decades, many processes in healthcare have been built around the idea that ‘this is how we’ve always done it.’ That thinking may have worked in a slower-moving world, but it limits progress today. Improvement starts when organizations are willing to step back, examine their processes honestly, and ask whether they still make sense.
Part of that progress will come from partnerships outside the traditional healthcare system. Collaboration with technology companies, community organizations, innovators, and even other industries can bring fresh perspectives to long-standing problems. Sometimes the best ideas come from people who aren’t tied to the way things have always been done.
Technology will also play an important role. But technology should be treated as a tool, not the strategy itself. The goal is not to adopt technology for its own sake, but to use it to make care more efficient, more coordinated, and ultimately more human.
We should also be careful not to discard the lessons of the past. Many practices in healthcare exist for good reasons. The key is learning from what has worked while having the courage to improve what hasn’t.
The future of healthcare will belong to organizations that are willing to rethink processes, build meaningful partnerships, and use technology wisely. If we approach change with that mindset, the path forward becomes much clearer — and much more promising.
Juan Guzman. Vice President and COO of Wellstar MCG Health (Augusta, Ga.): The future of healthcare is overall cautiously bright. Whether it becomes brighter will largely depend on how technology and workforce challenges are handled to respond to the many headwinds facing the industry.
At Wellstar Health System one of our goals is to become the leading connected-care network in Georgia and beyond. By leveraging emerging technology such as AI, ambient listening, hospital at home, wearables, etc., we can change how we deliver care, improve access and health equity, optimize our current structural assets, and reduce the administrative burden placed on our workforce. Additionally, at Wellstar MCG Health we continue to leverage our partnership with the Medical College of Georgia and look to continue to expand our delivery of world-class therapies, our clinical trials and research and our provider workforce that is so greatly needed in our communities. All of these items working in sync are moving us towards no longer serving as an episodic place of care, but rather a care orchestration platform for patients across the continuum and ultimately, a brighter future.
Christopher Hall, MD. Chief Clinical Officer of Saint Alphonsus Health System (Boise, Idaho): The healthcare future is bright for two reasons: a surge of those who need our care and the many brilliant early-in-career persons who are joining our profession as nurses, physicians, therapists, leaders, and many other roles. There will be a massive requirement for care but also creative solutions, technological advancements, imaginative and irrepressible leadership, and inspired innovation. The changes in government support will stress the system to the breaking point but most systems will persist, though the care model will be drastically altered with challenges to rural facilities, further consolidation, and additional reliance on non-physician practitioners. In time, technologically such as AI, benefitting patients and giving time back to caregivers. Healthcare is in for a rough journey but with a never-ending infusion of compassionate and gifted talent, it will rise to meet the needs of all.
Sriram Vissa, MD. Chief Medical Officer and Vice President, Medical Affairs of SSM Health DePaul Hospital (St. Louis): Bright — and I’d argue brighter than most people in the industry are willing to admit. We’re at an inflection point where AI, predictive analytics, and real-time surveillance are giving frontline teams the kind of decision support that was unimaginable even five years ago. But the real unlock isn’t technology — it’s the cultural shift happening inside hospitals where quality and safety are no longer afterthoughts bolted onto operations but the operating system itself. At SSM Health, our mission calls us to provide exceptional care through the healing presence of God — and I see that mission showing up in how we approach harm prevention today: not as a compliance exercise, but as a design challenge where every process is fair game for reinvention. Yes, the headwinds are real — staffing shortages, margin compression, regulatory complexity — but these pressures are actually forcing us to innovate in ways that a comfortable status quo never would. The organizations that will thrive are those that treat constraints as creative fuel rather than excuses. I believe we’re entering a decade in which healthcare will change rapidly and positively.
Judd Hollander, MD. Senior Vice President and Chief Virtual Care Officer of Thomas Jefferson University (Philadelphia): I think we all want to be optimists, and we all believe we can find great ways to deliver outstanding patient care, but the headwinds are really becoming significant. I like to think that this is our time to stop re-imagining and begin re-creating healthcare. We have a chance to more than tweak the current system. Let’s put our heads together and think about how we can totally re-design how we improve health. We are going to have to do this sooner or later, so why wait? Let’s go!
William Kumprey, MD. Associate Chief Medical Officer of Emergency Medicine and Emergency Physician at ThedaCare (Neenah, Wis.): The future of healthcare is bright. Here’s why: physician and non-physician leaders nationwide are being empowered to address increasingly complex challenges as they simultaneously embrace transformative technologies such as AI to help better improve efficiency, quality and patient safety. Innovative tools such as AI scribes, rapid imaging interpretation, sepsis detection, chart summarization and improved scheduling are already helping clinicians manage increasing volumes and acuity amid tightening reimbursement.
At the same time, healthcare is shifting upstream, focusing more on population health, prevention and wellness – a welcome shift from simply reacting to chronic disease. By empowering strong leaders, leveraging technology and emphasizing the importance of human connection in medicine, we can help expand access and improve care in meaningful ways. This is an exciting time to be in medicine, where challenges are creating opportunities to innovate, grow and help people live their unique, best lives. By creating value and working to help transform health care, we are serving as the light that shines through the darkness.
Jeremy Stephens. Chief Human Resources Officer and Executive Vice President of Tidelands Health (Georgetown, S.C.): I think the future of healthcare is bright. It will always be bright. The opportunity to serve people and our communities is the most meaningful mission any of us can have. I do think that the industry will continue to evolve, and the way care is provided today will be incredibly different in the future. As baby boomers retire and new generations of workers join the workforce, new ideas will come with them. Ways to provide care faster, cheaper and with a higher-quality delivery model will continue to be developed. The use of AI and other emerging technologies will allow us to be better. New pipelines of employees will be created — student pipelines, retirees coming back to the workforce etc. The opportunities are endless. To me, it is one of the brightest and most exciting times in the history of healthcare!
JohnRich R. Levine, DNP, MSN. Chief Nursing Officer of Reeves Regional Health (Pecos, Texas): I see the future of healthcare as bright, largely because of the people who continue to show up every day to care for their communities. Leading a rural hospital in Pecos, Texas, has given me a front row seat to the resilience and creativity of clinicians who solve complex problems with limited resources and a deep commitment to the patients they serve.
Technology and new care models will continue to shape the industry, yet the real momentum will come from how well organizations invest in their workforce and develop the next generation of leaders.
At Reeves Regional Health, we focus on building our own talent pipeline through cross-training, leadership development for charge nurses, and partnerships with regional schools so local students can see a future for themselves in healthcare close to home.
When healthcare organizations cultivate purpose in the work and give frontline teams a voice in shaping operations, the system becomes stronger and more sustainable. That is what gives me confidence in the road ahead for healthcare.
Brenda McCormick. CFO and Senior Vice President of Children’s Minnesota (Minneapolis): I wouldn’t categorize the future of healthcare as either bright or dark — it’s complex, accelerating, and demanding far more intentional leadership than ever before.
At Children’s Minnesota, we are navigating real pressures — from declining birth rates and rising government payer mix to sustained margin compression that makes pediatric care uniquely vulnerable.
As a CFO, my focus is ensuring we respond with discipline by intentionally investing where we can deliver differentiated, high‑acuity pediatric care that is financially sustainable. Recent examples include our investment in advanced neuro‑interventional capabilities, including a biplane suite to support complex pediatric stroke and cerebrovascular care, and the comprehensive redesign of our Minneapolis emergency department to improve throughput, efficiency, and family experience. At the same time, we are leveraging strategic partnerships to accelerate technology adoption and strengthen core business functions.
The path forward won’t be easy, but organizations that pair clinical innovation, operational rigor, and thoughtful partnership with capital stewardship can help shape a more sustainable future for healthcare.
Kushal Patel, MD. System Chief Medical Information Officer of Mercy Health of Wisconsin and Illinois (Rockford, Ill.): Over the span of the Information Age in the late 1900s through the Generative AI Era of the 2020s, healthcare has experienced profound technological transformation — often reshaping the very fundamentals of how care is delivered. Information is available faster than ever, and with generative AI and point-of-care tools, both providers and patients in addition to the institutions are finally reaping meaningful benefits from these advancements. Collectively, this contributes to gains in efficiency, reductions in error, and improvements in the quality of care at levels previously unprecedented.
The future of healthcare is bright — but that brightness must be earned.
Like any major advancement, the AI boom in healthcare brings with it challenges that demand deliberate and thoughtful planning. If history teaches us anything, it is that expanded access to technology and information carries a real and persistent risk of misuse and adverse outcomes. As we progress further and develop increasingly sophisticated AI tools, meaningful, responsible, and ethical use of AI in healthcare must remain at the core of every conversation — to preserve quality of care, safeguard the critical thinking of healthcare workers, and protect the privacy and autonomy of patients.
The path forward is promising, but it will require intention, vigilance, and a shared commitment to putting people before technology.
William Davis. President of Illinois Region at Deaconess Illinois (Marion): I think the future of healthcare sits somewhere between significant challenges and a field of meaningful opportunities, which gives me cautious optimism that clearer skies may follow the dark clouds we currently face. The healthcare industry faces some real pressures: rising costs, workforce shortages, increasing denials, and complex reimbursement models. At the same time, there are also encouraging advances in technology, care delivery models, improvements in electronic medical records systems, and the use/availability of data to improve outcomes and expanding access to care. Innovations in artificial intelligence, precision medicine, and the broader acceptance of telehealth help create new possibilities for delivering care more efficiently closer to home, an especially important evolvement for rural communities. Realizing these more hopeful outcomes, however, will require the healthcare community to remain diligent in our advocacy efforts. We cannot allow our collective voice to diminish under external pressures; sustained collaboration and strong leadership will be essential to shaping a more sustainable and accessible future for healthcare. As Kelly Clarson eloquently sang “what doesn’t kill you, make you stronger”
Andrew Molosky. President and CEO of Chapters Health System (Temple Terrace, Fla.): When the question of healthcare’s future being bright or dim comes up I robustly say this. It has to be bright. We don’t have a choice. The needs of our aging population will continue to proliferate and the supply of caregivers will continue to diminish. AI will continue to grow and learn and the payer landscape will continue to evolve. All of these things won’t be slowing down so when asked about the relative ‘brightness’ of the future I would say this. It is as bright as your organization is willing to make it. If reinvention, innovation, and adaptability are in your organization’s DNA then you are going to be in a great place. If you are steadfast and anchored to the traditional models then I would suggest the sunset is indeed coming for you. As an organization fully committed to reinvention and advancing the mission of end-of-life and chronic illness management we see a limitless opportunity ahead albeit with challenges. But that is what defines leadership and we are ready.
Holly Lee. Vice President and Chief Audit Executive of Parkview Health (Fort Wayne, Ind.): I believe the future of healthcare is bright, but only for organizations willing to lead decisively. Progress will not be driven by optimism alone.
Healthcare has always been complex. Financial pressure, regulatory demands, workforce constraints, and evolving care models are constants, not exceptions.
The real differentiator is how leaders confront that complexity while maintaining an unwavering commitment to the mission of patient care.
From my perspective in internal audit, the strongest organizations treat risk as a strategic input, not a compliance afterthought.
When risk is surfaced early and discussed transparently, it sharpens priorities, clarifies trade‑offs, and accelerates better decisions. Ignoring risk does not create speed; integrating it creates discipline.
Accountability is equally critical, but only when it truly matters. Effective governance is not about adding layers of oversight or multiplying controls; it is about clear ownership, transparency, and accountability tied directly to outcomes.
The future of healthcare will not be defined by eliminating risk; it will be defined by leaders who anticipate change, make deliberate choices, and consistently align strategy, accountability, and resources around delivering high‑quality care to the communities they serve.
Sharda Udassi, MD. Associate Chief Quality Officer of WVU Health System (Morgantown, W.V.): From the perspective of WVU Medicine, the future of healthcare is exceptionally promising. Guided by a mission to improve the health of West Virginians and surrounding communities, the organization continues to expand access to high-quality healthcare services across the region in order to meet the growing and evolving needs of the populations it serves. Through progressive leadership and strategic investment in people, infrastructure, and innovation, WVU Medicine is strengthening its position as a leading academic health system, with ongoing efforts to achieve national and international recognition for excellence across multiple clinical specialties. Central to this vision is an unwavering commitment to advancing patient safety, quality, and patient experience, which form the foundation of clinical excellence. At the same time, WVU Medicine remains deeply committed to advancing education and workforce development, translational research, and public health initiatives, ensuring a strong pipeline of future healthcare professionals and leaders while driving innovation that will shape the next generation of healthcare delivery. (Based on WVU Medicine Mission and Vision)
In my view, based on national trends, the future of healthcare is decidedly bright, particularly when considering the current national trajectory toward safer, more reliable healthcare systems. Across the country, health systems are increasingly striving to become high-reliability organizations, emphasizing stronger integration, collaboration, and connected networks that support continuous improvement in both clinical systems and workforce performance. There is greater momentum than ever in advancing the foundational pillars of healthcare—safety, quality, and patient experience—which remain central to achieving excellence in the care delivered to the communities we serve. At the same time, rapid progress in artificial intelligence, data-driven innovation, and evidence-based clinical practice is transforming how healthcare is delivered and managed. When combined with sustained investment in workforce education, leadership development, and research, these advances position healthcare systems to continue evolving toward more effective, patient-centered, and high-performing models of care.
Key References:
- Institute of Medicine (IOM). Crossing the Quality Chasm: A New Health System for the 21st Century. National Academies Press; 2001.
- Berwick DM, Nolan TW, Whittington J. The Triple Aim: Care, health, and cost. Health Affairs. 2008;27(3):759-769.
- Chassin MR, Loeb JM. High-reliability health care: getting there from here. Milbank Quarterly. 2013;91(3):459-490.
- Topol EJ. Deep Medicine: How Artificial Intelligence Can Make Healthcare Human Again. Basic Books; 2019.
- Institute for Healthcare Improvement (IHI). Achieving High Reliability in Healthcare: Framework for Safe and Reliable Care. IHI; 2022.
C.J. Marbley, MBA, BSN, RN. Chief Nursing Officer of University Medical Center New Orleans; Chief Nursing Officer and Chief Operating Officer of New Orleans East Hospital, LCMC Health: As the CNO for the safety net hospital for the city of New Orleans and the state of Louisiana, and the only hospital designated as a Comprehensive Stroke Center, Level 1 Trauma Center, and a Verified Burn Center in the Gulf South, I see a bright future for healthcare. We truly focus on hiring to match our mission because we are providing great service for those who have the greatest need in our city and state. We also have the opportunity to invest in the future of our hospital by helping staff grow and further their education and training. With all the headwinds we face in healthcare these days, our focus on mission, community commitment, and training the next generation of doctors, nurses, techs, and therapists propels us through those challenges. I also get to serve as the CNO and COO for one of our community hospitals, which since 2020, has provided more community-based health programs and mobile health screenings than any other hospital in the region. At both institutions, we focus on giving the right care, at the right place, even if it’s in their neighborhood. New Orleans is all about community and connections, and we get to infuse both in our work every day.
Kent Riddle. CEO of Mary Free Bed Rehabilitation Hospital (Grand Rapids, Mich.): Very bright! Demand for healthcare services will continue to increase dramatically (due in part to poor lifestyle choices). While Americans must see an overall decrease in healthcare costs, our industry including payers and pharmaceutical companies have significant opportunities to reduce costs without cutting services and hospital margins.
David Marcozzi, MD. Chief Clinical Officer of University of Maryland Medical Center; Associate Dean of Clinical Affairs at University of Maryland School of Medicine (Baltimore): The future of healthcare is bright — it must be. Not because the challenges are small, but because the work is mission-critical and the need is significant. Healthcare is built on a social and moral contract: patients place their trust in clinicians and hospitals at their most vulnerable moments, and we respond by providing exceptional care. We dedicate ourselves to this responsibility, even while navigating a complex U.S. healthcare system that we must also work to improve.
My optimism is not based solely on our dedication — there are many reasons to be hopeful. For one, healthcare IT is at an inflection point. Over time, clinicians have been pulled away from patients by keyboards, cumbersome documentation, complex coding requirements, and layers of administrative work. But the emergence of artificial intelligence, automation, and smarter use of data and electronic health records has the potential to reverse that trend. These tools will not replace clinicians-they will augment them, better enabling physicians and nurses to uphold their professional covenant with patients.
Sandy Balwan, MD. Chief Medical Officer of Northwell Direct; Senior Vice President and Executive Director of Northwell Health IPA at Northwell Health (New Hyde Park, N.Y.): It is true, there is no question that healthcare is facing headwinds. Increasing cost, workforce shortages are just a few examples of the hurdles we face.
However, we are also facing amazing opportunities. There is an exciting pipeline of new therapeutic options such as a growing number of gene therapies that can cure chronic, debilitating conditions, or cell therapies that are revolutionizing the way we treat cancer. Biosimilar drugs also have a growing pipeline and drastically reduce the cost of drugs that affect millions of people, without compromising therapeutic efficacy or adherence. Many frown on AI, but AI, if used properly, can help reduce workloads and improve processes in many aspects of healthcare. It can be leveraged to help engage hospital discharged patients in their care as an example, reducing hospital or emergency room utilization. AI can also be used to do simple tasks for providers, allowing providers to spend more time with their patients by minimizing administrative tasks.
Craig Smith, MD. Chair of Department of Surgery and Surgeon-in-Chief at NewYork-Presbyterian Hospital / Columbia University Irving Medical Center (Manhattan): Neither bright nor dark—partly cloudy. Strong chance of heavy rain and high winds for doctors who become RVU-obsessed time-clock-punchers. Hospitals will own their souls and grind them into the dust. Mostly sunny with a chance of rain for elite proceduralists; they will be like free agents in professional sports. Fog and drizzle for those who’ve drunk the Kool Aid in pursuit of perfect wellness. They’ll fret and wring their hands over every extra hour on call, every hour missed at the gym, every missed violin recital, every lost hour of perfect REM sleep, and make themselves miserable. Where I see bright sunshine is qualified by personal disclaimers: I am an incurable optimist, I loved almost every minute of my 49-year career in surgery, and I’d start over tomorrow if that were possible. If I play out that thought experiment, I would be starting over with one great advantage — the knowledge that I could subordinate my self-interest to the mission and still have a great life. And not just me, I have faith in the inextinguishable work ethic and sense of fair play in most of us. I also see fair skies in the future contributions of artificial intelligence. On balance, nice weather for this — greatest — profession.
James Fenush, RN. Vice President of Nursing Emergency Services and Clinical Support Services at Penn State Health Milton S. Hershey Medical Center: From my Nurse Executive lens, the future of healthcare in America is extraordinarily bright. We are entering a transformational era defined by rapid innovation and technology that will fundamentally reshape how patient care is delivered. As these advancements accelerate, they will empower bedside clinicians to provide safer, more efficient, and more personalized care.
Artificial intelligence will help eliminate the administrative burdens that pull caregivers away from patients, enabling deeper and more meaningful clinical engagement. These tools will strengthen clinical decision‑making, enhance safety, and support predictive models that anticipate patient needs before they arise.
At large academic quaternary centers such as the Milton S. Hershey Medical Center, this transformation is already underway. Our organization is well-positioned to help lead the nation in reimagining care delivery. By pioneering advanced care models, integrating intelligent systems, and leveraging our academic strengths, we are shaping a future in which clinicians are elevated and patients receive the highest level of care.
Leaders across our institution will play a vital role in guiding this evolution responsibly, ensuring that technology enhances rather than replaces the human side of healthcare. Together, these innovations set the stage for a new era in healthcare defined by greater capability, deeper connection, and expanded possibility for both patients and clinicians.
Dani Hackner, MD. Senior Vice President, Chief Clinical and Academic Officer at Southcoast Health System (New Bedford, Mass.): What is the future of healthcare in the United States from a clinical leader’s perspective? The ‘ever-rising’ cost curve in healthcare showed signs of bending from the trend pre-pandemic; however, according to CMS, growth in National Health Expenditure Accounts (NHEA) of 7.1% has exceeded the pace of expected economic growth of GDP of 4.6% (Health Affairs). Indeed, we saw the unfortunate consequences of delayed care and spending during the pandemic come back with a vengeance in volume and complexity. Facing immense financial pressures, independent medical groups are increasingly seeking to affiliate with larger systems who, in turn, are carrying sunk costs of indigent care, managed care planning, and capitated arrangements (Beckers Payer Issues). In the community, we worry greatly about the resurgence of vaccine-preventable diseases such as measles and polio, the growth of climate change-related tick-borne diseases, and increasing antimicrobial resistance. So, is the healthcare sun setting on a darkening landscape?
As we scan the horizon, I am quite optimistic about the future of health — from the patients to communities to the people who care. We are seeing noticeable results in human-centered care across the health continuum. Titans of compassionate care — from Hippocrates to Maimonides to Osler to Nightingale to Rogers — would be proud of the developments we are seeing in human-centered care. As intensivists, we take pride in deploying palliative care early. Our hospital-based specialists increasingly transition people home with rehabilitation and respite rather than to facilities. In the office, patients are experiencing quantifiable advances such as GLP-1 agonists that are impacting metabolic syndrome, cardiovascular health, and potentially even mental health and addiction. In the area of alcohol consumption, U.S. adults reported a 4% reduction in consumption citing health concerns. Opioid overdose deaths fell sharply from 2023-2024, though they remain above pre-pandemic levels (AMA). From practitioners, we are also seeing sustained reductions in opioid prescriptions by as much as 50% since 2012 (CDC). Life expectancy in the U.S. has shown marked improvements with expectations of over 79 years in 2025 as well as close to 20 years at age 65. Not only the decline in COVID-19 related deaths, but also improvements in lifestyle and disease management in cardiovascular care and cancer have brightened the outlook for health in the U.S.
After the long nights of the pandemic, the people who provide care are showing signs of life as well. The U.S. is experiencing marked growth in clinical education enrollment, which is now reaching new highs. Over 100,000 medical students enrolled in the 2025-26 academic year (AAMC), BSN programs reached 267,000 students (AACN, NCSBN), 42,000 doctor of nursing practice students were enrolled in 2024 and over 12,000 physician assistants matriculated in 2025 (PAEA). At Southcoast Health, an independent community-based not-for-profit, we are experiencing similar trends with double digit growth of education and training— medical, nursing, advanced practitioner, and technical staff—in our system and with partner organizations such as nationally recognized AMC’s, state colleges, and private colleges. Students are developing professionalism in community settings with high attention to sustainable care, under attendings with net promoter scores in the 90’s, in hospitals and practices with pride in teamwork, and among nurses with high retention rates. We are also delivering the benefits of the marriage of people-process-and-technology in healthcare delivery; Digital Health Most Wired (DHMW) activities such as ambient scribes in primary care, AI-facilitated radiology queue optimization, and automation of sepsis identification are making measurable differences for patients and clinicians. We are not alone in the journey; the future of healthcare is as bright as we choose to make it together with all our lights.
Bruce Brasser, RN, MSN. COO of Mary Free Bed Rehabilitation Hospital (Grand Rapids, Mich.): The future of healthcare is incredibly bright. The opportunity to align tremendous technological advances with compassionate care provides unprecedented opportunities for leaders to influence the future of our health care system. We are attracting talented clinicians and continuing to learn ways to share knowledge and best practices that directly impact the quality of care and the experience of those that receive it, and those that provide it.
Jason M. Golbin, DO. Executive Vice President and Chief Medical Officer of Catholic Health, Long Island (N.Y.): The future of healthcare looks very bright indeed! New drugs, therapies and advanced treatments are emerging every day, producing dramatic gains in survival rates and positive outcomes, even for the most serious illnesses. Also, healthcare technologies — from AI diagnostics to minimally invasive robotic surgery to telehealth solutions — are allowing us to move more services outside the hospital environment. That allows more patients to access services in more convenient outpatient locations, enabling more recoveries at home where people prefer to be. What healthcare organizations need most is government help in establishing stable, predictable funding and adequate reimbursement for our services. That will enable hospitals and providers to better plan our staffing needs. We also need clear and consistent regulations that allow us to reduce the administrative burden involved in recovering those reimbursements. But we’re optimistic that reason will prevail. All in all, I’m very optimistic about the future.
Warren E. Moore. President and COO of Inspira Health (Mullica Hill, N.J.): The future of healthcare is bright — even amid uncertainty and financial pressure. Every challenge is an invitation to question long held assumptions that no longer serve us. Data and technology now inform our work in unprecedented ways, enabling decisions grounded in billions of data points from around the world. When we choose collaboration over competition, we unlock new opportunities to expand access and strengthen our collective capabilities. I am encouraged by emerging, more streamlined C-suite models — like the one we have implemented at Inspira Health — that have the potential to finally dismantle silos that have constrained progress for decades.
To fully realize this moment, we must move beyond an “us versus them” mindset. There is only us. Progress demands a community first focus — doing what is best for the people we serve — and a steadfast commitment to our mission of fostering healthier communities.
Ngozi Ezike, MD. President and CEO of Sinai Chicago: The future of healthcare is bright — powered by rapid scientific advances and new technologies that promise longer, healthier lives. Artificial intelligence, despite the uncertainties it brings, will accelerate our ability to discover breakthroughs and deliver care with greater precision.
But progress only matters if it reaches everyone. Healthcare leaders must ensure that innovation is coupled with intentional equity — so that every community, especially those historically left behind, benefits from these advancements. When we commit to that work, the future of healthcare won’t just shine, it will illuminate a path toward healthier, more just communities for all.
Mark Behl. President and CEO of NorthBay Health (San Francisco): Healthcare is facing real pressures, but the future is also incredibly promising. We are entering one of the most innovative periods in medicine, with advances in artificial intelligence, digital health and data transforming how we diagnose and treat our patients.
At the same time, we cannot ignore the rising costs that are placing a growing strain on Californians and disproportionately affecting underserved communities, particularly Latino/x populations. Innovation alone is not enough if patients cannot access or afford the care they need.
At NorthBay Health, we believe the opportunity ahead is not only to adopt new technologies, but to rethink how care is delivered. That means designing a healthcare system that is more proactive, more accessible and more equitable for the communities we serve.
If we align innovation with affordability and access, this moment could represent one of the most meaningful transformations in healthcare in our lifetime.
Jonathan Rogg, MD. Vice President and Chief Quality Officer of Houston Methodist Hospital: The future of healthcare is full of positive signs.
First, medical science has rapidly expanded our ability to treat previously untreatable conditions, giving patients the opportunity to live longer and healthier lives. Transplants and treatments such as CAR T-cell therapy are just two areas at Houston Methodist where we have seen dramatic improvements in our patients’ health.
Second, ambient listening technology is at a point where clinicians will see improvements in quality of life, enhancing day-to-day work experiences. Personally, this has been the single biggest physician-focused improvement in my career as a practicing emergency physician, reducing administrative workload and strengthening our patient-centered focus. I expect this technology to evolve and have a larger impact on nursing by streamlining documentation and supporting care teams.
Third, AI is only scratching the surface of its potential to improve medicine. Most notably, it can efficiently summarize large quantities of data — helping clinicians quickly review patient charts to expedite care and distill extensive scientific literature to inform optimal treatment decisions.
Robert Chestnut. Senior Vice President and CFO of LMH Health (Lawrence, Ky.): The future of healthcare is bright, but it will require transformation. Healthcare will continue to shift to lower-acuity settings such as urgent care, ambulatory surgery centers and home-based services that result in better patient outcomes. It will be important for health systems to redeploy capacity to accommodate this shift.
Artificial intelligence and other technology will be crucial to improve clinical documentation, coding, scheduling and capacity management. Health systems will need to rely heavily on these tools to manage throughput and staffing. This is a time for process change that is essential to remain viable.
The payer environment will focus on value-based care, so data analytics will be crucial to manage reimbursement. I believe more health systems will look to cooperate across a specific region to provide local care while leveraging volume to gain efficiency and provider collaboration.
All of these dynamics will produce high-quality, low-cost patient care.
S. Kalyan Katakam, MD. Regional Vice President of St. Louis And Southern Illinois Region at SSM Health (St. Louis): The opportunities that lie ahead of us in healthcare and the tools that we now have at our disposal, are increasingly indicating a bright future where we may be able to tackle some of the most difficult problems plaguing healthcare.
For example, with the evolution of digital technology and AI, we will be able to distill data from wearables and help people lead healthier lives while managing chronic conditions better. In the value-based care world, where we have struggled with quick, actionable data to close care gaps and proactively manage patients to keep them healthy, smarter and real-time data analytics combined with AI enabled care management will help us bend the cost curve while delivering meaningful value to patients. In the world of precision medicine, we will continue our evolution in better tailoring therapeutics and disease management with genomics.
Michael Brown. Vice President of Supply Chain at Texas Children’s Hospital (Houston): The future of healthcare is foggy with a chance of sunshine. From a provider landscape perspective, the instability on the reimbursement side has made it challenging to plan for the future which every health system will figure out, like we’ve always done. On the expense side, cost of labor, tariffs and inflation have made the cost of operating the hospitals pricey. However, there are glimmers of hope and opportunity. The use of digital health and AI will continue to expand. These times have forced supply chain leaders to break the mold on finding solutions. Developing partnerships with strategic vendors, sharing of risk and resilience, and longer term commitments have created tremendous opportunities for hospitals to drive down long term operating costs and provide better service to their patients.
Tiffany Love, PhD. Associate Vice President of Nursing at Greater Lawrence Family Health Center (Mass.): When considering whether the future of healthcare is bright or dark, I find it ultimately unpredictable. On one hand, there is tremendous promise in AI technology, which has the potential to enhance our ability to predict patient health trajectories and streamline clinical documentation. On the other hand, we are facing a workforce shortage that has reached crisis levels across nearly every discipline.
At the same time, the healthcare system remains under-resourced to adequately care for an aging population. The lack of long-term care planning continues to place significant strain on hospitals, particularly in communities where long-term care services are limited or unavailable.
Jonathan Berkowitz, MD. Vice President of Transfer and Acute Coordinated Care at Northwell Health (New Hyde Park, N.Y.): The future of healthcare is dark only in the sense that the future is always unlit. It is not bleak; it is simply not yet illuminated. Until humanity finds a way to exist beyond the body, the human body remains the vessel for mind, spirit, and soul. For that reason, caring for it will always be among our most important endeavors.
And that is what makes the future of healthcare so bright. We stand on the threshold of extraordinary scientific discovery and advancement. At Northwell, we are already seeing how our investments in research, education, and human development are helping prepare the way for a new dawn in healthcare. The innovations that matter most will be those that directly improve the human condition by healing, protecting, and extending human life and health.
Still, for those of us who lead in healthcare, this moment can feel daunting. We are asked to stand between a challenging present and a rapidly arriving, uncertain future, guiding our teams through disruption and immense possibility.
That is why visionary, human-centered, ethical leadership is so essential right now. Our responsibility is not simply to preserve today’s systems, but to build the organizations, cultures, and models of care that will lead us into a better future.
Rebecca Napier. Vice President of Finance and Administration at The University of New Mexico Health Sciences Center (Albuquerque): I’m optimistic about the future of healthcare — not because the challenges are small, but because they are forcing the industry to confront structural issues that have been building for decades.
Workforce shortages, an aging population, rising costs, and the integration of technology into care delivery are creating real pressure on the system. But those same forces are also accelerating long-overdue change in how we train clinicians, organize care delivery, and deploy resources.
We’re beginning to see states and institutions respond in meaningful ways. In New Mexico, for example, the state recently committed $600 million to build a new School of Medicine education and research facility — the largest capital investment in healthcare workforce and biomedical capacity in our state’s history.
Investments like this reflect a broader recognition that strengthening healthcare will require coordinated action across academic medicine, health systems, and public policy.
Periods of structural pressure are often when industries evolve the fastest. Healthcare is entering one of those moments now.
Ericka Powell, MD. Vice President of Medical Affairs at WellSpan Ephrata (Pa.) Community Hospital: I truly believe the future of healthcare here at WellSpan Ephrata Community Hospital is bright, powered by dedicated teams who bring innovation and compassion to every patient encounter. We personalize care, one neighbor, one family, and one breakthrough at a time. Access to new technology allows us to remove barriers for our frontline team members and create wellness and possibility for our teams and our community. Even with the financial challenges healthcare faces, I’m confident in our ability to stay grounded in our mission and continue delivering exceptional care to our community.
Todd Walbridge. Assistant Vice President of Security and Transportation at Scripps Health (San Diego): The future of health care is partly cloudy, with a chance of miraculous recoveries and life-saving moments. While health care is no stranger to bad weather, today we face challenges on multiple fronts: tremendous pressure from regulation, unfunded government mandates, rising inflation, increased labor costs, and significant reductions in care reimbursement and other funding – to name a few. Yet despite these growing demands, our physicians, nurses and other healthcare professionals show up every day to deliver outstanding care to our communities. As always, we will find a way to weather the storms. And then there are the moments that remind us all of why we do this work: when a former trauma patient walks back into the hospital to thank the team members who saved their life. Those moments are the light that breaks through the clouds.
Scott W. Jarvis, MD. Associate Vice President of Clinical Affairs at OhioHealth Van Wert Hospital: From a rural medicine perspective, the future of healthcare is cautiously bright — but only if we are willing to fundamentally change how care is delivered and supported. In communities like Van Wert, we see both sides every day: an aging, sicker population and a stretched workforce on one hand, and on the other, the real promise of keeping care local through team‑based models, telehealth, and smarter use of technology. Rural hospitals are proving that high‑quality care doesn’t have to mean high volume, but financial sustainability and workforce resilience remain our greatest threats. Tools like virtual specialty support and thoughtfully implemented AI can be powerful enablers, but they must reduce burden—not add to it. If we continue to rely on volume‑driven payment and ask rural clinicians to do more with less, the future is dark; if we align payment with value, invest in people, and design systems that respect the realities of rural practice, the future is absolutely worth the fight.
Samuel I. McCrimmon. Vice President of Development at Regional One Health (Memphis, Tenn.): The future of healthcare is bright because innovation in medicine, technology and care delivery is advancing rapidly. The challenge is ensuring those advances reach communities that face the greatest health disparities. In Memphis, Regional One Health sees those realities every day, and philanthropy and community investment play a critical role in helping ensure innovation translates into access, affordability and better outcomes for the patients who rely on us most.
Steve Smith. Assistant Vice President of Enterprise Contact Center and Access at Inova Health System (Fairfax, Va.): I want to share my perspective on the bright future I see for healthcare, especially when it comes to improving access. I’m particularly passionate about access given my background in scheduling and registration. We’re really leaning into automation and AI to make our healthcare system more accessible to patients. For example, we’re enhancing our phone system by utilizing a digital AI assistant that guides patients seamlessly through the process, eliminating the need for manual call transfers and doing away with those cumbersome phone trees. This digital assistant gives patients the flexibility to self-schedule follow-up visits, confirm or reschedule appointments, and we’re currently rolling out even more self-service options, including streamlined medication refills.
I recognize that AI is a hot topic and the landscape is evolving quickly, but I truly believe these technologies will benefit both our patients and our team. By offering more intuitive ways for patients to navigate their healthcare journey, we’re not only improving their experience but also reducing the burden on our team members. Automation and AI aren’t about replacing scheduling or registration staff—instead, the goal is to make their roles more manageable and allow them to focus on higher-value tasks across our organization. The human touch will always be essential in healthcare; AI simply helps us extend our reach and deliver even greater benefits.
Of course, for all of this to succeed, it’s vital to have a strong infrastructure in place to support, govern, and sustain these integrations. Ongoing maintenance and adaptability are key to ensuring that as technology evolves, we’re able to continue offering the best possible service to both patients and our teams. I’m excited for what lies ahead!
Aditya Bhasin. Vice President of Software at Stanford Health Care and Stanford School of Medicine (Calif.): Healthcare is at a critical inflection point. One path continues the trajectory of rising costs, fragmented systems, and clinicians overwhelmed by administrative burden. The other is brighter – driven by advances in AI and precision medicine that can make care more precise, proactive, and efficient. These innovations have the potential to improve outcomes while reducing friction in care delivery, strengthening the clinician experience, and expanding access for patients.
The organizations that succeed will be those that transform clinical and digital workflows to fully leverage these technologies, rather than simply layering them onto legacy processes. For academic medical centers in particular, AI-enabled capabilities also create powerful opportunities to transform medical education, accelerate research and translate discoveries into clinical practice faster.
The future of healthcare will belong to organizations that can continuously innovate and learn with these technologies, leveraging them across research, education, and care delivery to improve outcomes for patients.
Brandi Fields, DNP, RN. Vice President of Clinical Services and Quality Improvement of UK King’s Daughters (Ashland, Ky.): I’m going to stay optimistic — I believe the future of healthcare is bright. AI-driven tools are already creating opportunities to support clinicians through better clinical decision-making and more efficient documentation, which can help reduce administrative burden and allow providers to focus more on patient care. Technology alone won’t solve our challenges, but it will be a meaningful part of improving how care is delivered.
Equally important is the future of our workforce. Healthcare must continue investing in strong pipeline programs that inspire the next generation to pursue careers in healthcare, while also strengthening connection and support for the teams serving today. When we pair innovation with intentional investment in people, healthcare organizations can continue to evolve and improve both the patient and team member experience.
John Zerwas, MD. Chancellor of The University of Texas System (Austin): As chancellor of one of the largest public university systems in the nation, I’m optimistic about the future of healthcare as we focus on providing access to high quality clinical care for a growing number of people. By 2050, the population of Texas will be over 40 million — we must align with that future and its healthcare and workforce needs. Today, UT institutions annually award more than half of the health professional degrees in Texas. We’re also building more hospitals and have created new medical schools. Today we have seven medical schools, with three that have been opened in the last decade. We’re also developing new academic programs — such as UT San Antonio’s dual M.D. and M.S. in AI — to ensure the next generation of health professionals are AI-ready. Across the UT System, we’re committed to building the capacity our state will need in the future to ensure that the future of healthcare is bright.
Devdutta Sangvai, MD. Secretary of North Carolina Department of Health and Human Services (Raleigh): The future of healthcare is bright; however, how bright will depend on our ability to address some challenging issues, especially those related to access, alignment, and affordability.
First, we need to solve for disproportionate access, particularly in primary care and behavioral health. To this goal, in North Carolina we’re focusing heavily on our rural population, investing in workforce, and ensuring that we have a robust behavioral health system that meets patients’ needs.
Second, the government sectors, which serve 140 million patients, need to align. We are seeing this playout in federal programs with changes in Medicaid and other human services. For state leaders, this means optimizing the balance between what can be provided through the federal system and complementing with what’s achievable via state resources.
Finally, affordability. Affordability is increasingly a challenge across all segments. In North Carolina, we’re focusing on transparency, value-based care, and other interventions to bring down total healthcare expenditures. Confronting our collective challenges with access, alignment, and affordability will ensure a bright and sustainable healthcare future.
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