Health systems have spent years investing in digital innovation. From patient engagement platforms and virtual care programs to AI-powered tools and remote monitoring solutions, the industry has no shortage of technology.
Yet many organizations still struggle to achieve consistent adoption, operational impact, and measurable outcomes.
During a recent discussion hosted by Becker’s Healthcare and Xealth (available here), leaders from organizations including Dana-Farber Cancer Institute, RWJBarnabas Health, and Jersey Shore University Medical Center, explored why digital strategies often lose momentum between executive planning and frontline execution—and what organizations can do to close that gap.
“Health systems don’t have a technology shortage. They have an alignment and orchestration challenge.”
— Naomi Lenane, CIO and SVP of Information Services, Dana-Farber Cancer Institute
Here are four key takeaways from the discussion:
1. The challenge is no longer digital strategy—it’s execution
Health systems have many challenges, but one of the primary ones is ensuring digital investments translate into meaningful change at the point of care.
Dr. Ricky Choi, Head of Digital Health at Samsung Electronics America and Strategic Medical Advisor at Xealth, referenced new research commissioned by Xealth, highlighting a common disconnect between executive priorities and frontline realities.
The data show that while executive leaders often evaluate digital initiatives through the lens of enterprise performance, operational efficiency, and transformation goals, clinicians tend to focus on workflow integration, usability, and patient outcomes. Those differing perspectives can create friction during implementation—and make it difficult to define success.
Organizations making the greatest progress are working to align those perspectives before implementation begins rather than after problems emerge.
2. Clinician engagement must happen before the roadmap is built
The panelists emphasized the importance of including clinicians in the planning and prioritization phases of digital initiatives as early as possible.
Pam Austin, former CIO and SVP at Ballad Health, noted that digital initiatives often struggle when clinicians are asked to provide feedback after a roadmap has already been established rather than during the planning process itself. Rather, healthcare organizations should view both clinicians and patients as critical stakeholders, according to Dr. Andy Anderson, Chief Medical and Quality Officer at RWJBarnabas Health.
Dr. Harpreet Pall, Chief Medical Officer at Jersey Shore University Medical Center, added that clinicians naturally focus on the patient in front of them, while executive leaders are often thinking about longer-term strategy. Bridging that gap requires brings clinical perspectives into decision-making early and often.
As multiple panelists noted, clinicians will quickly find workarounds when technology creates friction–—but successful organizations design digital experiences that fit naturally into existing workflows and support patient care rather than disrupt it.
3. Digital maturity is measured by workflow integration—not tool count
Speakers described digital maturity as the ability to integrate technology into care delivery so seamlessly that it becomes almost invisible.
Several panelists pointed to ambient AI technology as an example of digital innovation that has gained traction quickly because it fits naturally into existing clinical workflows. By reducing documentation burden and allowing clinicians to focus more fully on patient interactions, ambient AI has demonstrated the kind of tangible value that drives sustained adoption.
Naomi Lenane, CIO and SVP of Information Services, Dana-Farber Cancer Institute, said one of the biggest indicators of maturity is when clinicians begin requesting additional digital capabilities because they see tangible value in existing tools. Ambient AI, she noted, is now a solution that clinicians are actively seeking out because of its impact on both provider experience and patient interactions.
Dr. Anderson pointed to outcomes such as reduced clinician burden, improved patient access, and stronger patient engagement as more meaningful measures of progress than deployment volume alone.
The group agreed that digital maturity is ultimately about whether technology supports care delivery—not simply whether it has been implemented.
4. Governance and feedback loops determine long-term success
The discussion repeatedly returned to governance as a critical ingredient for successful digital health execution.
Lenane emphasized the importance of staying connected to frontline realities through direct engagement with clinical teams, rather than relying exclusively on surveys or support tickets.
Dr. Pall highlighted the importance of structured governance models that include clinicians alongside operational and technology leaders, helping organizations evaluate digital initiatives through both strategic and clinical lenses.
Meanwhile, Dr. Choi noted that many organizations are now shifting their attention toward rationalizing growing portfolios of digital solutions and creating the processes necessary to scale them effectively across the enterprise.
The panel agreed that feedback cannot be treated as a one-time implementation exercise. Instead, organizations need ongoing mechanisms to evaluate adoption, optimize workflows, and ensure digital investments continue delivering value long after go-live.