AI Revolution

11/10/22 • 20 min

Meet John Glaser, Ph.D.:

John Glaser, Ph.D. is an Executive in Resident at Harvard Medical School and recently published “Advanced Introduction to Artificial Intelligence in Healthcare.” Previously, Dr. Glaser joined Cerner Corporation as an Executive Senior Advisor, due to their acquisition of Siemens Health Services, where he was CEO. Prior to that, he served as the CIO for Partners HealthCare, now known as Mass General Brigham. Dr. Glaser sits on multiple boards of directors including the Scottsdale Institute, NCQA, and Forbes Health Advisory Board.

Key Insights:

John Glaser is a thought leader in the field of healthcare IT. He explores what leaders must know as AI becomes more prevalent in the healthcare industry.

Defining AI. Dr. Glaser defines AI as a machine that perceives its environment, and based on that perception, takes steps to maximize chances of success. One type of AI is deep learning, which is when a machine is fed large amounts of data and can then output an interpretation of new data.
Data Challenges. AI rests on data. Data may need to be cleaned before use, adding extra steps. Data may be skewed or biased, potentially introducing ethical concerns. Healthcare adds an additional challenge of validation as doctors don’t always agree on diagnosis given the same data.
Implementation. Dr. Glaser recommends the CIO or CDO put together a multidisciplinary AI committee that evaluates potential AI products and selects a certain number to pilot. The committee can define who is accountable for conducting and tracking the pilot, but ultimately the entire C-suite is accountable for AI support and implementation.

Relevant Links:

Meet John Glaser, Ph.D.:

Key Insights:

John Glaser is a thought leader in the field of healthcare IT. He explores what leaders must know as AI becomes more prevalent in the healthcare industry.

Defining AI. Dr. Glaser defines AI as a machine that perceives its environment, and based on that perception, takes steps to maximize chances of success. One type of AI is deep learning, which is when a machine is fed large amounts of data and can then output an interpretation of new data.
Data Challenges. AI rests on data. Data may need to be cleaned before use, adding extra steps. Data may be skewed or biased, potentially introducing ethical concerns. Healthcare adds an additional challenge of validation as doctors don’t always agree on diagnosis given the same data.
Implementation. Dr. Glaser recommends the CIO or CDO put together a multidisciplinary AI committee that evaluates potential AI products and selects a certain number to pilot. The committee can define who is accountable for conducting and tracking the pilot, but ultimately the entire C-suite is accountable for AI support and implementation.

Relevant Links:

Previous Episode

From Pac-12 to the Big 10

Meet James Staten:

James Staten is the Senior Vice President of Finance and Chief Financial Officer for the University of Southern California (USC). In addition, he serves on the Board of Directors for the Keck Medicine of USC and USC’s three captive insurance companies. Prior to USC, James serves as Executive Vice President and Chief Financial Officer for Yale New Haven Health System. James received a bachelor’s degree in business and economics from the State University College of New York.

Key Insights:

USC will be leaving the Pac-12 conference to join the Big 10. In this focused conversation, James Staten explains the factors behind the decision.

Background Factors. Like many big college athletic programs, USC had run into deficits over the last few years, which negatively impacts facilities and recruitment. Additionally, this decision came at a time when the conference was about to soon enter media rights negotiations.
Why the Big 10? USC decided to join the Big 10 because the increased media exposure would benefit student athletes as well as the university’s national exposure and revenue. Additionally, it is a better academic conference.
Healthcare vs Higher Ed. Higher education is favoring more partnerships and affiliations, rather than the consolidations seen in the healthcare sector.

Relevant Links:

Next Episode

Fearless Healthcare Strategy

Meet Carladenise Edwards, Ph.D.:

Carladenise Edwards, Ph.D. is a Strategic Advisor. Previously, she was the EVP and Chief Strategy Officer for Henry Ford Health System and Providence St. Joseph Health, as well as Chief Strategy Officer for Alameda Health System. Dr. Edwards serves as a board member for Heluna Health, RAND Health, American Board of Internal Medicine, University of Pennsylvania School of Nursing, and Healthcare Financial Management Association. Dr. Edwards received a bachelors in Sociology and master’s in Education and Counseling Psychology from the University of Pennsylvania. She received a Ph.D. in Medical Sociology from the University of Florida.

Key Insights:

This episode is part of our Excellence in Leadership Series, presented by Citi. Carladenise Edwards, Ph.D. is a healthcare strategy expert.

Mission Creep. Health systems try to be all things to all people all the time. Health systems need to refocus on their goals in the community and do a few things exceptionally well, rather than many things inadequately.
Public Health Infrastructure. We need to invest in public health, rather than expect health systems to manage it. Public Healthinfrastructure will enable more people to get the fundamental care they need to be healthy and secure.
Hard Work. Work is not easy. It is hard and takes energy, but if you’re pushing uphill that means you are producing something of value.Nothing is insurmountable if we collectively work towards change.

This episode was made possible by our partnership with Citi.

Relevant Links: