Minnesota health care roundtable

Digital Transformation in Health Care

Passing the torch

The following report from the 57th session of the Minnesota Health Care Roundtable addresses important issues posed by digital transformation in health care. In this session we examine both general and specific elements that are creating unprecedented change in how health care is delivered. From clinics to hospitals, to health systems to public health to insurance companies, the pace of change being created by computer technology is exceeding existing capacities to adapt. Our panel addresses these issues and discusses ways to use this emerging trend to its best end. We extend our special thanks to the participants and sponsors for their commitments of time and expertise in bringing you this report. This spring we will publish the 58th session of the Minnesota Health Care Roundtable on the topic of health care services reimbursement transparency. We welcome comments and suggestions.

Please define the term “digital transformation” as it applies to health care.

Brent Nelson: Digital transformation in the context of health care signifies a comprehensive shift toward the incorporation of digital technologies to revolutionize and optimize the delivery of health care services. At its core, this evolution involves the implementation of electronic health records (EHRs), facilitating seamless information sharing among health care providers, and enhancing overall patient care. Beyond the basics, it encompasses a spectrum of innovative solutions such as telemedicine, electronic prescriptions, and health information exchange, all aimed at fostering efficiency and accessibility in health care delivery.

The landscape of digital transformation in health care is continually expanding. Emerging technologies, including digital diagnostics and AI-based diagnostic tools, are becoming integral components, offering more accurate and timely insights into patient conditions. Beyond diagnostics, there is a growing trend in leveraging AI for personalized therapies, and the establishment of digital support communities that foster patient engagement and ongoing care.

In essence, digital transformation not only reshapes the operational frameworks within health care but also fundamentally transforms the nature and scope of care provided to individuals, ushering in a new era of technologically augmented and patient-centric health care.

Zeke McKinney: Digital transformation refers to the growing integration of technology and data in various industries, whether explicit through the adoption of new hardware and software, or implicitly through the downstream consequences of such integration. In terms of health care, this manifests in innumerable ways beyond simply implementing an electronic health record (EHR), including the continuous collecting of data around clinical processes for which previously no such data existed or was tedious to collect, providing ways for clinical entities and patients to communicate and share data quickly, and leveraging information, such as through AI, to aid decision-making. Undoubtedly these are broad scopes in which to consider how health care uses technology, but there is no limit to the examples of this happening in the past and today.

David Plocher: Increased adoption of and reliance on inputs from digital sources, analysis by digital resources, and accumulation of digital information for the purposes of medical decision making, patient care, disease management, and population health management in sustainable, clinically effective, and economic ways.

Darin Willardson: There are many ways that health care is undergoing digital transformation. Just as the whole world is undergoing a continuous digital transformation, health care is transforming as well. Many years ago, electronic medical records (EMRs) initiated the ability to collect discrete data and this has continued today with data compilation and continued evaluation for predictive analysis. On-demand health care continues to evolve with electronic and virtual visits. Wearable devices continue to make headway into the mainstream of daily living in many areas of our lives. I believe artificial intelligence will be the new digital transformation in that it will continue to evolve and improve health care in many ways including connecting existing digital tools and initiatives.

One of the biggest challenges of adopting new technology is understanding why we are adopting it.

—Zeke McKinney

Please describe the elements of an effective change-management strategy to incorporate digital transformation into a health care organization.

David Plocher: Change-management strategy requires leadership alignment and commitment from both the C suite and board of directors levels. It also requires stakeholder assessment and involvement, ensuring all their voices are heard. It is important to assess the current state of an organization’s use of digital technology versus the state of future goals and create a thorough understanding of the gap, including a cultural assessment. A clear action plan must be tailored to the organization based on this understanding. This plan should prioritize quick wins and initiatives to ensure continued stakeholder support. Organizations must deploy change-management experts and champions. There must be ongoing performance monitoring and course correction. The plan must include a governance structure for continued adaptation into the future.

Darin Willardson: I think that there will be ongoing analysis by health care organizations to see what technologies will be adopted and which ones will be trends. With the limited financial resources of big organizations in today’s world, there will be a need to evaluate and incorporate only those that are known to bring value to the organization and the care it gives.

Brent Nelson: Having a robust change-management strategy is crucial when integrating digital transformation into a health care organization and should encompass key elements such as clear communication, stakeholder engagement, and comprehensive training initiatives. Clear communication is fundamental in ensuring that all parties involved understand the nature and objectives of the impending digital changes. Stakeholder engagement, which includes staff members at various levels, is also important for garnering diverse perspectives and addressing potential resistance.

Beyond internal considerations, the strategy must extend to the patient population. Understanding their readiness for the proposed digital transformation is key. Various factors including, but not limited to, patient age and education level may influence readiness and should guide the customization of change-management approaches to meet needs and expectations.

The advent of AI-based tools introduces a new dimension of considerations. Issues like data leaks, automated decision-making, and the possibility of data errors must be closely managed. A balanced understanding of both the advantages and the risks associated with these tools is imperative to ensure the safety and reliability of outcomes. Maintaining trust within the health system, particularly among patients, is essential. In essence, a comprehensive change-management strategy not only addresses internal dynamics but also extends to the evolving landscape of patient expectations and the responsible integration of advanced technologies.

Zeke McKinney: Sometimes one of the biggest challenges of adopting new technology is understanding why we are adopting it. Sometimes technology seems worth using because it’s new and shiny, so we think “of course we should have this.” But change management must start with asking, “what problem are we trying to solve,” and not proceeding if we don’t know. The next most important element is engaging stakeholders on the how of implementation, especially the users of such technology, because we have not always considered the impacts on clinicians and patients, with sometimes significant negative effects. So we need clinician and patient champions, since often these changes are coming from executives rather than on-the-ground “users” or “consumers.” Lastly, we need to think about how we are measuring success; what were the data around the problem before our implementation, and how does it look afterwards? If we didn’t have data before, then how do we ensure our new process is starting to measure these elements? And we need to be prepared to iterate following classical continuous quality improvement. We can likely never achieve perfection, but repeated iterations asymptotically approach a best-case state with the benefit of catching unintended consequences along the way.

What are some of the ways this digital transformation is improving patient health care?

Zeke McKinney: One of the most remarkable ways in which we observed digital transformation in patient care was during the COVID-19 pandemic, when most or all health care organizations were able to pivot quickly to providing telemedicine to patients, which historically was only done uncommonly at best. Another pivotal piece was integrating decision-support tools to help clinicians in near-real time, which became almost a necessity as the amount of medical knowledge not only expanded exponentially, with updates occurring constantly; so a physician now relying on “what I learned in medical school” will become obsolete pretty fast. Right now, we are only starting to scratch the surface of using the massive amount of data we started collecting over the past couple of decades with the introduction of the EHR, whether through recognizing where we are over- and underutilizing resources, or how clinicians may be providing care variably, but we can imagine a future state where these data are monitored continuously and automatically such as to be able to identify new infectious disease outbreaks in real-time and showing ways to intervene in them quickly.

Brent Nelson: Digital transformation is playing a pivotal role in revolutionizing patient health care, offering a multifaceted approach to improving overall well-being. By providing enhanced access to medical information, individuals can take more proactive roles in managing their health. Remote monitoring and telemedicine further extend the reach of health care services, overcoming geographical barriers and ensuring continuous care. The utilization of data analytics in crafting personalized treatment plans marks a significant stride toward precision medicine, tailoring interventions to individual needs. Moreover, the integration of health apps and portals fosters patient engagement, empowering individuals to actively participate in their health care journey.

Emerging studies on digital diagnostics and therapeutics indicate promising outcomes, showcasing the potential to reshape health and wellness paradigms. These options were not possible prior to the advent of big data diagnostics and AI-based therapeutics.

As the health care landscape grapples with historic staffing shortages, these digital transformations become even more critical, serving as a central element for facilitating patient access to essential services. In essence, the ongoing digital evolution in health care not only addresses current challenges but lays the foundation for a more patient-centric, accessible, and efficient health care ecosystem.

Darin Willardson: I have direct experience as a recent medical director of a clinically integrated network with data-predictive analyses directing patient care. Most recently we have developed a company that is supplying hospitalist care to rural areas that otherwise would not have access to this type of physician care. The patients in these rural settings are now seeing great impact in access to health care specialists who were previously inaccessible locally now available via telehealth.

David Plocher: Improvements involve the following: increased access to and ability to share actionable health care information; improved analysis of large datasets to yield clinical insights and identify clinically significant data-points and trends or deviations from trends; improved allocation of scarce clinical resources, such as providers and equipment, to the most needed and appropriate use cases; improved top-of-license capacity of providers due to reduced administrative burden.

The landscape of digital transformation in health care is continually expanding.

—Brent Nelson

What are some of the ways digital transformation is improving health care administration?

David Plocher: There a number of ways. One is data security – blockchain is protecting ever-increasing amounts of sensitive health information and patient financial information. Another is EMR/EHR & Interoperability – electronic medical record technology streamlines and automates collection, evaluation, and routing of critical clinical information, while interoperability standards facilitate efficient and effective sharing of information between patients and providers across care settings. Patient engagement is also improved. Patients have immediate access to their own health information through online and app-based portals, which serve as both inbound and outbound communication channels for scheduling, alerts, test results, medication management, and other functions previously requiring in-person or less convenient modes of interaction. Virtual care offers convenient access to providers for patients who prefer or require remote connections, and it improves clinical workflow and capacity while preventing related barriers to care. Supply chain optimization also benefits with digital inventory tracking through technology like RF tags and weight-sensing supply trays. This, along with resupply automation, reduces the administrative burden of supply chain management while predicting future supply constraints and improving availability of key supplies when they’re needed. Staffing and workforce optimization benefit from the digitization of employee schedules and integration with expected and actual patient census. The scheduling data help optimize staffing ratios and alert managers to shortages and prevent over staffing. On a broader scale, population health analytics, such as membership segmentation and predictive modeling, benefit from comprehensive stratification of patient populations and performance analysis of initiatives across key metrics. Administrators can leverage this data for critical decision making and informing investments in future initiatives, such as determining where resources can best be used. This may be prioritized in outreach to patients most in need. Revenue cycle automation improves accuracy and reduces administrative burden. Finally, clinical-decision support leverages AI to consume and interpret clinical information. This can prioritize inpatient cases for physician review, select appropriate E&M and other billing codes for coder review, review 100% of inpatient records for clinical information that supports inpatient status and patient complexity indicators.

Darin Willardson: I believe that with the new and improving data collection and analytics, we will be better able to provide more individualized care. This individualized approach along with the on-demand telehealth visits will able us to better provide the patient with more effective, efficient and convenient care than we previously were able to deliver.

Zeke McKinney: We have observed some improvements in the onerous nature of billing and coding in health care, which have and are continuing to allow institutions to diminish the amount of resources put into this area while also maximizing reimbursement, in theory all in context of providing better patient outcomes. To some degree we have been able to share data between institutions, though this is still limited in many ways, but this has decreased overutilization of diagnostic testing, such as repeating an imaging study because it wasn’t available to another institution. And as we start to really dig into the data, we can start to look at variations in practice patterns that may suggest more or less success, with an optimal future state where we can appropriately triage patients for the right clinicians, schedule the right amount of time for their appointments, and have all the necessary information prepared for them in advance.

Brent Nelson: Digital transformation is playing a central role in enhancing health care administration, ushering in a new era of efficiency and streamlined operations. Through the automation of various processes and the implementation of advanced technologies, health care organizations can better navigate complex administrative tasks. The integration of digital solutions not only facilitates seamless data management but also fosters improved communication and collaboration among different departments within the health care ecosystem.

This shift toward a digital administrative landscape translates into tangible benefits, including heightened efficiency, a reduction in administrative burdens and more effective resource allocation. By automating routine tasks and optimizing workflows, health care professionals can redirect their focus and expertise towards providing enhanced patient care. Scarce resources are better deployed, ensuring that the allocation is aligned with patient needs, contributing to a more patient-centric health care environment.

In essence, the ongoing digital transformation in health care administration not only optimizes operational processes but also serves as a catalyst for elevating the overall quality and accessibility of patient care services. This paradigm shift positions health care organizations to navigate the complexities of modern health care with agility and responsiveness.

Within change management, the greatest challenge is culture change.

—David Plocher

What are some examples of digital transformation occurring in your organization?

Brent Nelson: The focus of digital transformation within PrairieCare revolves around the remarkable integration of telehealth services. A staggering 60% of our outpatient clinic encounters are now conducted through telehealth platforms, underscoring the obvious appreciation and acceptance from our patient community for the enhanced accessibility provided. This shift not only represents a significant leap in convenience but also aligns with our commitment to meeting evolving patient expectations.

Additionally, PrairieCare is advancing its commitment to data-driven health care by transitioning from mere measurement-based outcome assessment to a more comprehensive measurement-based care approach. This involves leveraging sophisticated data analytics to gain deeper insights into patient needs, facilitating a more personalized and patient-centric care model. Furthermore, the incorporation of artificial intelligence (AI) methodologies allows us to delve into the underlying causes of patient presentations and outcomes, ensuring that our health care delivery is not only personalized but also rooted in the highest standards of care. This multifaceted approach positions our organization at the forefront of health care innovation, prioritizing both accessibility and quality in providing patient-oriented care.

Zeke McKinney: A couple of good examples for HealthPartners are the All of Us, a national research study, and the myGenetics initiatives, both of which are research studies designed to improve our understanding of basic science down to the level of genetics and biomarkers, with the intent to be able to deliver more personalized treatment strategies in the context of larger population patterns. These are true research-to-practice examples of the emerging field of “personalized medicine.” But another good example was the Minnesota EHR Consortium, which was a collaboration of health systems and public health entities to share organized data for real-time evaluation of issues facing public health and clinical medicine, and was quite effective during COVID-19.

David Plocher: Here is an example. A large health system troubled by excess pediatric ER visits and hospitalizations for asthma asked the state’s major payer to identify all its asthmatics who fulfilled the definition of persistent asthma who are not on an inhaled steroid. The payer’s medical informatics department quickly delivered the report to the health system, showing a practical list of patients that was used for directing outreach.

Darin Willardson: We are continuing to expand access to specialized hospitalist physicians into areas that were previously not able to have or sustain access at the level that is currently available with telehealth digital transformation. Many rural hospitals would not be able to support a dedicated specialized hospitalist physician at their smaller facilities. Our service allows the sharing of hospitalist physicians among multiple hospitals and this digital transformation of telehealth delivery allows a relatively scarce and previously unobtainable resource to be shared and obtained by these multiple organizations.

What are the biggest challenges your organization faces in adopting the benefits of digital transformation?

Darin Willardson: Acceptance has been somewhat of a slow progress prior to COVID, but this challenge has rapidly decreased as the proof of concept has been so very successful with telehealth visits. There was initial hesitation of buy-in by providers who questioned the ability to evaluate and treat patients without physically touching the patients. Now, with our telehospitalist service just recently admitting our 7,000th patient without issue, this hesitation has seemingly been quelled.



Financial restraints of the health care systems today have really challenged them to be able to spend resources needed for adoption of the various technology services. This is why it has become so important to analyze new technologies and make sure that there is true value gained from their adoption. This is the necessity that we try to ensure with every new partnership we form.

David Plocher: Typically, the resistance could originate with the payer or provider who ask, “What’s in it for me?” and “How will this new technology fit into my daily workflow?”, as many are aware of EHR implementations that reduced productivity. So, while the CFO will always demand proof of ROI before investing in new technology, the single largest challenge remains in change management. All the parties around the table will want to see improvement, but they are uncomfortable with change. Within change management, the greatest challenge is culture change. Hence the old saying, “Culture eats strategy for breakfast”..

Brent Nelson: The adoption of digital transformation in our field in general – and at PrairieCare specifically – encounters significant hurdles, stemming from both health care operations and clinical patient domains. Operationally, some of the challenge lies in recruiting sufficient numbers of staff, particularly those well-versed in digital technologies. Concurrently, navigating the intricate landscape of data security and privacy – especially concerning Big Data and AI tools – becomes increasingly challenging as the complexity of technological implementations rises. Balancing the imperative of safeguarding sensitive information with the associated costs compounds the operational challenges.

On the clinical front, delivering adequate technical support to patients proves to be a formidable task. Ensuring patients possess the requisite digital literacy to navigate novel and complex technologies is a concern. The risk of exacerbating digital divides, often rooted in social determinants of health, poses a considerable barrier. Bridging these operational and patient-centric challenges is paramount for the successful and equitable integration of digital transformation in our health care framework.

Zeke McKinney: The challenges facing large health systems like HealthPartners are in not only addressing, but also balancing all of the issues discussed in this Roundtable, whether privacy, security, interoperability, data quality, and user experience. Privacy and security have been generally put in front of most of these, so we’ll assume those are covered for now. Interoperability is a big issue, for example when introducing some new health care device in the context of actually getting that data integrated into the EHR. This plays into data quality, though that’s a distinct issue, in that how we are capturing and storing the data greatly affects our ability to use it. Blood pressure is naturally stored as a text string, like “120/80”, but to effectively use that we need to have those number discretely. That’s a simple case that’s easy to fix, but it gives an idea of how complex this can get quickly. User experience is the area where we have failed greatly, but it’s also a larger societal issue around design and accessibility that we have not tackled yet.

Telehealth will continue to expand and allow delivery of new medical information.

—Darin Willardson

What must be done as health care develops a more digital culture to ensure diversity, equity and inclusion issues are not made worse?

Brent Nelson: In the evolution toward a more digital health care culture, it is imperative to prioritize proactive measures that prevent the exacerbation of diversity, equity and inclusion issues. This necessitates a deliberate focus on making digital health solutions accessible to all segments of the population while taking into account the distinctive needs of diverse communities. PrairieCare has taken a leadership role by convening forums at the forefront of mental health discussions, addressing the digital divide comprehensively. These forums serve as platforms for advocating patient-centered approaches, particularly in the deployment of advanced digital tools like diagnostics and therapeutics. By championing inclusivity and accessibility, our organization endeavors to ensure that the benefits of digital transformation are realized equitably across diverse demographic groups, thereby fostering a health care landscape that is not only technologically advanced but also socially and culturally responsive.

Zeke McKinney: As we saw with the issue of race-based medicine, where presumptions about biology based on race led to inequities in clinical care, we have the potential for the same types of harms with integrating new technologies. Although AI is great, we have to remember that generally the generated inferences are based on probabilities and often are without sociopolitical context. So AI might identify that Black maternal mortality outcomes are worse – which is true – and suggest this is due to maternal hypertension – also partially true – so we need to treat blood pressure. But it’s lacking the context of systemic racism and social determinants of health about why hypertension is more common in Black mothers. I believe a potential solution to really move this forward is transparency. If every health system published real-time rates of various health disparities on the front page of their website, then we can at least start to envision how to bring these outcomes to parity.

Darin Willardson: I believe in many ways the development of digital culture actually increases diversity, equity and inclusion as it enables more readily available health care to those who may not have had the resources to obtain it previously. We supply all the technology needed to enable our services within the rural communities. We believe that everyone should be provided with that access to our technology so as then to allow them the access to our health care services universally.

David Plocher: The benefits of digital transformation in health care are universal assuming patients have access to and can successfully navigate digital tools associated with patient engagement and care—otherwise health disparities can be made worse for lack of the tools required for services such as mobile-app communication or virtual/telehealth. As a solutions example, some early adopter HMOs gave single-use cell phones to Medicaid subscribers to allow instant nurse line access.

One solution to this problem is to build into the health system’s infrastructure the tools necessary to extend the reach of the hospital into the community, such as telehealth vans with wifi-extension and video call technology to shrink “the last mile.” Additional resources with the purpose of helping older or less tech-savvy patients set up digital tools in the home such as wifi hotspots or connecting remote patient monitoring devices can also reduce SDoH-related health disparities during the digital health transformation.

What can be done to minimize potential liabilities that could be associated with digital transformation?

Zeke McKinney: Fortunately, this is where health care entities have generally done well to date, as most institutions are fairly risk-averse and insulated in terms of data privacy, I believe both in terms of limiting legal exposure, but also because U.S. health care is competitive and no one wants to give away their advantage. However, this approach has limited our ability to be as effective as we can be, such as not being able to e-mail clinical data which is often appropriate, or not allowing clinicians easy and direct access to the data around their practice. There are still a number of gaps that need more attention, such as with internet-enabled health care device—à la “internet of things”—lacking robust security policies leading to the potential for attacks that can compromise institutions’ day-to-day business or in the worst case can actually harm patients.

Darin Willardson: Cybersecurity is a big concern for everyone who works with the technology aspect of health care. We must ensure that each system is secure and trustworthy when dealing with patient health information (PHI). We ensure that all our digital equipment is HITRUST and HIPAA certified. This means that it has the highest level of security and risk management and is maintained at the highest industry standards for protecting patient health information.

David Plocher: Here are three major areas of potential digital health transformation risk. Data security involves increased reliance on digital tools, databases, and data sharing channels, opening health systems to risk of data breach or loss. This can be mitigated by ensuring the latest in data security technologies, policies and procedures are in place and maintained above the already rigorous standards imposed on health care organizations. Another area is patient engagement and access. Tools designed to improve patients’ engagement with providers through digital means require proficiency with and access to underlying digital technologies such as wifi, Bluetooth, and video call hardware. To some extent access issues can be met through community outreach and related care extension resources; however, this assumes a willingness of patients to adopt these technologies over traditional care interfaces.

Another area involves AI output integrity and reliability. The introduction of unknown or unverified medical information in decision-making carries significant risk and can introduce ambiguity in accountability in the event of medical errors or malpractice. The current solution to this problem is to ensure there are appropriately credentialed providers who are accountable for interpreting and validating the output of AI chatbots or natural language processors prior to clinical decision-making or intervention.

Brent Nelson: Mitigating potential liabilities linked to digital transformation in health care demands a dual-pronged approach, addressing operational and clinical dimensions. Operationally, organizations must fortify their cybersecurity infrastructure, ensuring it is robust enough to withstand evolving threats. Strict adherence to privacy regulations is paramount, accompanied by continuous monitoring of digital systems to preemptively detect and counteract potential risks such as data breaches and unauthorized access.

On the clinical front, active engagement of patients and health care communities is pivotal in the deployment and oversight of new digital health tools and technologies. This collaborative approach ensures that diverse perspectives contribute to decision-making, particularly crucial in the implementation of cutting-edge digital diagnostics and therapeutics. By fostering a collective responsibility for the responsible use of digital solutions, health care entities can navigate the challenges of liability in the digital era while simultaneously maximizing the benefits of technological advancements in patient care.

What kinds of new partnerships can be facilitated by the growing digital culture in health care?

David Plocher: An important one involves responses to risks and liabilities. All risks faced by health systems undergoing digital transformation create opportunities for partnership with technology companies, consultants and subject matter experts to manage the transition. Some examples include digital infrastructure security, maintenance and management. Health systems may not have the subject matter expertise or resources to handle this burden internally and will turn to external vendors for guidance. It is ideal to conduct a detailed build vs. buy analysis.

Another area for new partnerships involves patient engagement and access improvement. Health systems may partner with third party vendors who have specialization and scale in acquiring, outfitting and operating a fleet of vehicles designed to serve as a relay point for patients who otherwise would not be able to make use of health systems’ digital care investments.

Credentialed provider clinical-decision support and validation creates new partnership opportunities. Health systems that lack excess provider resources may partner with third party groups of providers who review inpatient admissions for multiple health system clients and can deliver value at scale.

Similarly, behavioral health and provider capacity supports augmentation of behavioral health, which is uniquely optimized for virtual care due to the conversational nature of treatment; therapy, medication adjustment, some substance use disorder treatment, IP discharge consults, and so on. Many provider groups lack adequate resources to appropriately serve their patients. National pools of credentialed behavioral health providers, many with prescribing privileges, can supplement behavioral health capacity. This simultaneously alleviates the burden on primary care providers who are allocating an excessive portion of their clinical time to behavioral health that could be used to improve primary care capacity.

By outsourcing to established technology and digital asset management partners, digital transformation is only the latest market pressure driving health systems to vertically and horizontally integrate and partner with third parties for more efficient management of increasingly complex shared services, such as IT, RCM, HR and, in some cases, clinical services. These partnerships further benefit older market pressures such as growing to improve market share and growing to improve scale of value-based care populations to mitigate risk.

Brent Nelson: The expanding digital culture in health care opens avenues for diverse partnerships, including collaborations with technology companies, research institutions, fellow health care organizations and, notably, patient communities. These partnerships have the potential to yield innovative solutions, enhance patient outcomes, and drive advancements in medical research. By aligning with patient organizations, health care entities can prioritize high-impact outcomes tailored to the specific needs of diverse patient populations, ensuring that solutions are not only innovative but also inclusive.

As AI continues its evolution, the prospect of individualized precision medicine becomes increasingly feasible. New partnerships will play a pivotal role in leveraging the expertise needed to capitalize on the opportunities presented by these evolving tools. Collaborations with technology companies can provide the necessary resources for the integration of advanced AI applications, ultimately addressing more complex challenges. In essence, the growing digital culture in health care fosters a landscape where strategic partnerships are key to unlocking the full potential of digital advancements for the benefit of patient care and medical progress.

Darin Willardson: Our business of telehealth is continuously developing new partnerships across multiple health care organizations. We will, we hope, continue to grow throughout the Midwest and beyond as we continue to bring new and expanding access to physicians and rural hospitals. As we look to the future, we are planning to add multiple service lines to our offerings. We will continue to expand into the subspecialist fields and offer consultants to areas where this specialized care is currently not available. Telehealth and digital transformation will continue to break down geographic limitations to health care access. Where you live will continue to diminish as a factor in accessing outstanding health care.

Zeke McKinney: Health care has generally done well partnering with industry on technology, but not as commonly with including patients and communities. As we get better about data collection at an individual level, such as with patient-reported symptoms, social determinants and outcomes, being able to truly identify at-risk subpopulations by race, ethnicity, sex, gender, geography or occupation becomes more of a reality. So then health systems can work with community organizations and leaders to say, “We see that your community may be struggling in terms of X; in what ways can we better serve you?” And then follow those data towards successes.

Is there anything else you’d like to say about digital transformation in health care?

Darin Willardson: It is a very exciting time, and I really am excited to see what will develop with AI and augmented reality. There are incredible opportunities to use the overwhelming data that continue to be collected within the multiple EMRs and it is hoped these data can be utilized and analyzed with AI to give meaningful information that will continue to improve health care in the future. Telehealth will continue to expand and allow delivery of new medical information and expand care for people who may have previously had a more difficult time accessing it in the past. I continue to be extremely excited to be a physician in a company that is making it happen.

Brent Nelson: The ongoing process of digital transformation in health care is marked by its dynamic nature and the immense potential it holds for enhancing patient care, optimizing administrative processes, and nurturing collaborative endeavors. To harness these benefits effectively, health care organizations must adopt a strategic and forward-thinking approach. This involves not only embracing the opportunities that digital technologies present but also proactively addressing challenges and potential pitfalls that may arise during the transformation journey.

Inclusivity becomes a cornerstone in this evolution, ensuring that the benefits of digital advancements are accessible to diverse populations. Remaining adaptable in the face of evolving technologies is imperative for health care organizations to stay at the forefront of the digital era. This adaptability fosters innovation and allows health care professionals to leverage emerging technologies for continuous improvements in patient outcomes, administrative efficiency, and interdisciplinary collaboration. In essence, digital transformation in health care is an ongoing journey that demands strategic foresight, adaptability and a commitment to inclusivity to fully unlock its transformative potential.

David Plocher: Digital transformation is already well underway in health care. Providers and payers must adopt, adapt and dedicate knowledge- management efforts to its continued proliferation. Education, training and site visits with market leaders will be constant activities. 

Zeke McKinney: One of the biggest barriers to truly maximizing the use of data and technology has been poorly engaging clinicians and clinical staff in the decision-making processes. Every clinician can easily tell you 10 ways their practice could be more efficient, but usually they aren’t experts at telling you how to make it better. However, health care institutions historically have been stuck in the mindset of “clinicians make money seeing patients,” and this attitude is a big barrier to the contemporary field of clinical informatics in which clinicians become experts in improving the integration of data and technology into health care processes. Institutions need to be more willing to lean on such expertise, which actually can add demonstrable value when improvements can be made for thousands of patients rather than just one patient alone.