HEALTHTECH: As Ardent Health’s inaugural chief digital and transformation officer, what were your top three IT-related priorities as you started this role? How have those priorities changed in your first few years?
GARDENHIRE: They haven’t really changed, and they remain aligned with the organization’s strategic plan. We still want to ensure that we are preparing our infrastructure for growth, that we're doing so efficiently, and that we can do it in a very secure fashion.
We also want to ensure an excellent digital consumer experience so that we can focus on the consumers who already work with our organization and also acquire new consumers, reaching out to the communities that we serve and beyond — for anyone who might want to take advantage of our virtual services, for example.
We want to ensure that we are preparing for scale and managing a margin. We want to think about innovation that serves the people who are taking care of others, as well as the people who take care of the people caring for others. That means thinking about the clinician experience and building an experience that attracts talent to work for us. And that also includes the back-office processes such as IT, HR, finance and other areas. We’re building digital experiences to make those teams as efficient and effective as they can be so that more of that healthcare dollar can be spent on wellness and care delivery.
As we think about an update to the role, it's really about the infusion of the consumer team inside of the areas that I'm responsible for, as well as the broader enterprise project management office, and being able to measure our efforts in terms of value creation. So, the role expansion is really about the recognition and alignment of those areas and holistically bringing that together moving forward.
EXPLORE: How can AI data governance strategies set organizations up for success?
HEALTHTECH: Where do artificial intelligence and machine learning fit into your organization's digital transformation strategy? How have you had to adapt new expectations around AI with your strategy?
GARDENHIRE: So many AI and machine learning solutions have been around for a while. As we focus on how to best take advantage of that, we think about compute, broader infrastructure and networking that will power those things differently.
When the industry enters the next phase of augmented intelligence and what it will mean to support humans in a different way, I think we have to be prepared for that, that our data has to be prepared to take advantage of these technologies. It’s important that we have governance. So, it's about building the infrastructure to ensure that we can take best advantage of it.
The other piece is ensuring that you have good business processes that help you best identify problems so that you can insert these tools in the right places for the maximum impact. It can solve many important things if we can place solutions in the right places and then give people the support they need to best use it.
I think about shifting skill sets in the same way that I thought about shifting skill sets when electronic health records were introduced to the environment. So, when EHRs were first introduced, I can remember thinking to myself, actually, that typing is now a nursing competency. Before EHRs, we all documented on these trifolds and wrote a lot of things by hand — people didn’t think about typing speed then. But when EHRs came along, the reality was, if you couldn't type, it really hampered the way you moved about your workflow.
I think about agentic AI in the same way, in that we're going to have to help people become better editors. We're going to have to give them the skills to work differently and to ensure that we're bringing people along as we drive this forward. I think that's one of the most important things, to ensure that we're supporting the people along this process as well.