The future of AI in healthcare necessitates leadership from patients.

      TL;DR Donna R. Cryer highlights that AI is being integrated into healthcare without adequate patient representation in governance. She supports the establishment of a Chief Patient Officer role and cautions that neglecting patient-centered design risks repeating past exclusions at scale.

      According to Donna R. Cryer, the rapid introduction of artificial intelligence in healthcare poses a risk of outstripping the necessary governance structures for responsible implementation. She observes that hospitals, payers, pharmaceutical companies, and digital health organizations are deploying AI systems in clinical and operational settings without sufficiently involving patients, the very individuals most impacted by these developments.

      Cryer, who is a healthcare executive, attorney, board advisor, and the founder of several organizations including CryerHealth and the Global Liver Institute, believes the healthcare sector is at a critical juncture. Leaders have the choice to either continue past patterns of excluding patients from significant healthcare decisions or seize the opportunity presented by AI to properly establish governance frameworks from the outset.

      “We have witnessed the advantages of including patients. However, placing patients in leadership positions is the next challenge,” she states. Cryer cites advancements in patient involvement in clinical trials and healthcare innovation, indicating that such engagement leads to better outcomes.

      She observes that pharmaceutical companies and health systems have increasingly acknowledged that patient inclusion bolsters recruitment efforts and enhances the relevance of clinical studies. Evidence shows that patient-informed trial designs can enhance enrollment effectiveness and result in more patient-centered endpoints, ultimately contributing to health equity. Additionally, these initiatives have been shown to improve both enrollment efficacy and clinical adoption while gaining acceptance from health assessors and payers.

      Despite these advancements, Cryer contends that patient engagement is often relegated to a secondary role. “There’s an invaluable lived experience I would contribute to the C-suite that can’t be purchased or taught,” Cryer says. “It has to be experienced.”

      Her attention has increasingly shifted to the implications of AI in healthcare. Cryer points out that numerous healthcare organizations are rolling out AI systems without standardized governance models or intentional patient involvement. She argues that while the industry embraces automation and predictive systems, critical issues surrounding consent, accountability, data usage, and oversight remain unaddressed.

      Cryer believes these concerns are evident in healthcare settings where patients interact with ambient AI recording systems and algorithm-driven workflows without fully comprehending how their information is managed. She also thinks patients are often more technologically savvy than healthcare leaders realize.

      “The issue is not whether patients are utilizing AI, but rather how they’re using it and which systems are most effective,” she clarifies. According to Cryer, individuals managing chronic and complex conditions have already begun to incorporate AI into their daily healthcare decisions, from organizing medical records to analyzing biometric data and assessing treatment details. Surveys indicate a rising consumer acceptance of AI-driven health tools, with one in three adults already utilizing AI for health-related information.

      Cryer argues that healthcare organizations should see this trend as an opportunity rather than a challenge. “We need to implement patient-centric design in AI promptly. Otherwise, we risk losing significant value in healthcare and missing the chance to enhance care delivery efficiently,” she explains.

      She notes that operational demands are accelerating the adoption of AI in the healthcare sector. Workforce shortages, financial difficulties, and hospital closures are intensifying pressure on healthcare systems across the country. While Cryer recognizes that AI can aid in care coordination, administrative efficiency, and operational capabilities during this challenging time, her main focus is on the design and governance of these systems.

      “If this is done haphazardly, without engaging patients, it will fall short,” Cryer warns.

      Part of her proposed solution includes formalizing patient leadership at the executive level. She has long advocated for the role of a 'Chief Patient Officer,' specifically designed to incorporate patient experiences into organizational strategies, governance, advisories, and decision-making processes. Cryer asserts that many organizations already have patient insight groups and community data resources at their disposal but do not make full use of these assets.

      She remarks, “There’s a whole additional ecosystem of information available that could address various challenges, whether for pharmaceutical companies, health systems, or payers.”

      Moreover, Cryer insists that the success of AI integration must be measured by tangible improvements in patient outcomes rather than just operational metrics. She stresses that healthcare organizations ought to assess AI systems based on their ability to enhance access to care, identify treatment gaps, support adherence, and improve long-term health outcomes.

      Cryer ultimately positions this moment as an opportunity for healthcare leaders to forge stronger collaborations among institutions, medical professionals, patients, and policymakers before AI becomes more deeply established in the system.

      From her standpoint, the future of AI in healthcare hinges on whether it will be governed by regulation or technological advancement. She also suggests that a crucial factor may determine whether the technology delivers on its potential: the inclusion of the most affected individuals in healthcare decisions before the framework becomes entrenched.