The need for patient leadership in the future of healthcare's AI development

      TL;DR Donna R. Cryer highlights that healthcare is implementing AI without adequate patient representation in governance. She advocates for the establishment of a Chief Patient Officer role and cautions that neglecting patient-centered design could lead to a repetition of historical exclusions on a large scale.

      According to Donna R. Cryer, the rapid integration of artificial intelligence into healthcare is outpacing the necessary governance structures to manage it responsibly. She argues that hospitals, insurers, pharmaceutical companies, and digital health organizations are deploying AI systems in clinical and operational settings without sufficiently engaging the patients most affected by these decisions.

      Cryer, who is a healthcare executive, attorney, board advisor, and founder of entities like CryerHealth and the nonprofit Global Liver Institute, emphasizes that the healthcare industry stands at a critical juncture. Leaders can choose to repeat past mistakes of excluding patients from key healthcare decisions or take advantage of AI's rise to build effective governance frameworks from the start.

      Cryer states, “We have witnessed the advantages of involving patients. Having patients in leadership roles is the next step.” She cites the progression of patient engagement in clinical trials and healthcare innovations, illustrating that greater patient involvement leads to improved outcomes.

      She points out that pharmaceutical companies and healthcare systems are increasingly aware that including patients enhances recruitment efforts and the relevance of clinical studies. Furthermore, research has shown that patient-informed trial designs can streamline enrollment and result in more patient-centered objectives, aiding in the pursuit of health equity. Such initiatives also enhance enrollment efficiency and foster clinical adoption and acceptance among health assessors and payers.

      Despite these advancements, Cryer believes that patient engagement often remains an ancillary process. “There are lived experiences I would bring to the C-suite that are invaluable and unteachable,” she comments. “You need to experience it.”

      Her concerns have shifted notably towards AI implementation. Cryer observes that many healthcare entities are incorporating AI systems without standardized governance frameworks or intentional patient representation. She argues that as the industry rapidly adopts automation and predictive technologies, vital questions regarding consent, accountability, data usage, and oversight are being left unaddressed.

      Cryer suggests that these issues are already apparent in healthcare settings, where patients encounter AI systems and algorithm-driven processes without a clear understanding of how their data is handled. She also believes that patients are more technologically savvy than many healthcare leaders perceive.

      “It’s not about whether patients are using AI, but rather how they are using it and which systems are most effective,” she explains. Patients dealing with chronic and complex conditions are already incorporating AI into their daily healthcare choices, from organizing medical records to analyzing biometric data and assessing treatment options. Surveys indicate a growing trend of consumers adopting AI-supported health tools, with one in three adults already utilizing AI for health-related information.

      Cryer views this trend as an opportunity rather than a challenge for healthcare institutions. “We must apply a patient-centered approach to AI — and do it swiftly. If we don’t, we risk losing significant value in healthcare and missing opportunities to enhance care efficiently,” she asserts.

      She notes that operational demands are fueling the swift adoption of AI in healthcare. Workforce shortages, financial challenges, and hospital closures are placing considerable strain on healthcare systems across the country. Cryer recognizes that AI can facilitate care coordination, enhance administrative efficiency, and bolster operational capacity during these tough times but emphasizes the importance of thoughtful design and governance of these systems.

      “If you rush into this without including patients, you will fall short,” Cryer warns.

      A key part of her proposed solution involves formalizing patient leadership within executive roles. She has long championed the role of a Chief Patient Officer, designed to embed patient experiences directly into organizational strategy, governance, advisory, and decision-making processes. Cryer asserts that many organizations have patient insight groups and community data resources but are not fully utilizing these assets.

      She notes, “A whole ecosystem of valuable information is missing that could address challenges, whether for a pharmaceutical company, a health system, or a payer.”

      Moreover, she argues that AI implementation should be linked to tangible improvements in patient outcomes rather than just operational metrics. Cryer insists that healthcare organizations should 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 sees this moment as a chance for healthcare leaders to forge stronger collaborations among institutions, medical professionals, patients, and policymakers before AI becomes ingrained in the system.

      From her perspective, the future of AI in healthcare is a race between regulatory frameworks and technological advancements. Cryer believes that the true measure of whether AI fulfills its potential will depend on whether those most impacted by healthcare systems are given a voice at the decision-making table before the structure becomes permanent.