Artificial intelligence (AI) will be – it already is – the catalyst for lasting change within the healthcare industry.
Its efficacy depends, however, on the quality of the technology itself and the skills of the business advisors who apply this solution to a particular situation. Among the latter there must be a diversity of experts, from data analysts, linguists, economists, psychologists and others who have the knowledge, but do not necessarily fit the mold of conventional consultants.
According to Nick Chini, Managing Partner of Bainbridge, a global strategic consulting firm that delivers high-value data and analysis to Fortune 1000 companies:
“Not all AI technologies produce the same results because, as sophisticated as this resource is and as proprietary as our particular solution is, clients will always need an independent team to translate and interpret the information AI uncovers. That intelligence – the individual ability to make sense of abstract material – is essential to reading (and understanding) the intelligence we provide.
“AI can revolutionize the healthcare industry, influencing everything from medical research and the development of new pharmaceuticals to increased efficiency and an unprecedented level of personalized care. Similar magnitudes of change are visible in industries like hospitality and real estate, as well as corporate mergers and acquisitions.”
I second that assertion because incremental moves will not fix a flawed system, which demands an approach traditional forms of technology cannot offer; which mandates a comprehensive plan the status quo cannot provide; which involves insight most MBAs do not possess; which requires a degree of technical and economic fluency most business consultants do not provide.
Put another way, you cannot have a healthcare revolution without revolutionary tools.
You cannot exact lasting change with picks and shovels, so to speak, when you need bulldozers, forklifts, cranes, cement mixers and the scaffolding of heavy construction.
AI is that revolutionary tool, but it must yield actionable data: It must produce something that an expert, as Mr. Chini explains, can convert into a blueprint for a specific organization. What it reveals must be readable by a professional who can spot upcoming trends, so that advisor can write the strategy – and tactics – necessary for success.
“Healthcare is an obvious candidate for the reform policymakers want, physicians seek and patients deserve to receive,” says Mr. Chini. “AI is the best choice to achieve that goal – it is the only way to fulfill this mission – without compromising the quality of already successful wellness programs.”
Mr. Chini’s recommendations are sound.
AI will lead this revolution of the healthcare industry.