Sponsors: University of California, San Francisco; Eunice Kennedy Shriver National Institute of Child Health and Human Development (NICHD); Denver Health and Hospital Authority; University of Hawaii
Not yet recruiting
Argentina taught me a lesson about hospitals this summer.
Four years ago, Argentina won the World Cup with a solid team led by Lionel Messi. Messi provided extraordinary talent, but the championship was also built on cohesion, discipline, sacrifice, and players who seemed to understand exactly what they owed to one another. It was a truly well-oiled machine with a genius brain.
Walk into almost any U.S. hospital today and you will find AI doing some of the important work of medicine: drafting clinical notes, flagging sepsis, screening imaging, conducting prior authorizations, and answering patient messages. Adoption is moving fast, and the benefits are real.
But there’s a problem. Most health systems are monitoring the safety and performance of these tools the same way they govern a new MRI scanner in 2010: a subcommittee, a checklist, a quarterly meeting, an approval or a rejection. The process could take six months or longer.
That approach was already strained for older digital tools. For AI, it is dangerously inadequate, and the responsibility for fixing it rests not with IT, but with senior leadership.