AI offers transformative potential in healthcare, from enhancing patient care to streamlining operations. In our next instalment of our Interview with an Expert series, Rana Chreyh of Stratford Management Consulting highlights the need for focused investments, alignment with existing frameworks, and scalability to ensure effective adoption. A well-governed, ethical AI strategy is key to building trust and driving meaningful improvements in healthcare delivery and outcomes.
The rise of Artificial Intelligence (AI) has captured global attention, especially following the public debut of ChatGPT, which showcased the power of natural language processing. However, AI encompasses a much broader spectrum of technologies, many of which have been evolving for decades. This growing interest presents an unparalleled opportunity to further leverage AI for the benefit of various sectors, including healthcare.
In this edition of our "Interview with an Expert" series, I had the chance to speak with Rana Chreyh, Vice President and Practice Leader of Digital at Stratford Management Consulting, during the eHealth conference in Vancouver. Our discussion centered on AI’s transformative role in healthcare, its current impact, future potential, and the strategic considerations organizations must navigate to effectively integrate AI into their operations.
With her extensive experience in engineering, digital and strategy development, Rana provided valuable insights into the application of AI in healthcare. During our discussion she outlined essential components of a robust AI and the opportunities and challenges it presents in enhancing patient care and operational efficiency.
To start, I asked ‘Why healthcare?’ Rana emphasized that healthcare is particularly well-suited for AI applications due to its data-rich nature. Vast amounts of structured and unstructured data create an ideal environment for AI, which excels at pattern recognition and data-driven insights. Clinically, AI has made headway in diagnostics, and has further potential in treatment planning, as well as patient management, supporting clinicians and administrators in healthcare.
In Canada, challenges are pressing, with overburdened healthcare providers and overwhelmed primary care. Rana highlighted AI’s potential to be part of the solution by streamlining care delivery, improving patient outcomes, and optimizing administrative processes. For instance, AI can be leveraged to enhance patient flow, improve treatment adherence, and identify systemic inefficiencies, driving significant improvements across the healthcare system.
However, Rana cautioned that effective implementation requires a deliberate strategic approach as opposed to scattered pilots without follow-through. Healthcare organizations must also address regulatory requirements to ensure patient safety, protect data privacy, and mitigate bias in decision-making. A well-governed and ethical AI strategy is essential for building trust and enabling successful adoption.
Our conversation then moved on to how to strategic planning. When incorporating AI into their strategic planning, organizations must recognize that an AI strategy should not operate in isolation. Instead, it should align with the organization’s broader digital transformation efforts and strategic objectives. Rana outlined three considerations for successfully integrating AI into healthcare IT ecosystems.
A focused approach to AI investments is more likely to deliver value. Rather than distribute investments in AI on many small initiatives, leadership teams should define the domains where the greatest value can be derived and focus on full implementations that can yield this value. Building technology roadmaps that include those AI investments will enable alignment and clarify the path forward.
AI initiatives should integrate with the organization’s existing governance, risk management, and privacy frameworks. Rather than creating entirely new systemsfrom scratch, Rana advocates for adapting and enhancing current processes to include AI considerations.
For example, organizations can extend their existing risk management and privacy policies to encompass AI-specific concerns, such as data security and ethical use, without needing to reinvent the wheel. By embedding AI into these established structures, organizations can avoid creating isolated, siloed initiatives that lack alignment with their broader goals.
A common pitfall in technology adoption has been the pilot projects fail to scale and do not reach full-scale deployment. Rana stressed the importance of designing AI initiatives with scalability in mind from the outset.
This means evaluating whether the technology can deliver its intended outcomes across the organization and contribute to long-term value. It’s essential to avoid investing in technologies that cannot scale, as this prevents organizations from realizing the full benefits of their AI investments.
Additionally, rather than building custom solutions from scratch, organizations should first explore existing, validated AI technologies, leveraging the best of what already exists. Many tools are already emerging and integrated into systems like electronic health records (EHRs) or medical devices.
AI is emerging as a powerful tool for addressing critical challenges in healthcare, but its successful integration requires careful planning and alignment with organizational goals. The complexities of healthcare demand strategies that prioritize patient safety, ethical governance, and scalability while leveraging existing resources and systems. By adopting a balanced and pragmatic approach, organizations can explore how AI might fit within their unique contexts, contributing to meaningful improvements in care delivery, patient outcomes, and system efficiency. As healthcare continues to evolve, clear-eyed strategies for AI will be essential in navigating both the opportunities and challenges this technology presents.
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A senior executive, professional engineer, and Ivy league executive MBA business graduate with over 25 years of innovation in technology and business domains, Rana Chreyh’s experience includes strategy development and implementation and large-scale solution delivery including for not-profit, technology start-ups and global fortune 500 companies. Rana is recognized for her ability to seamlessly transverse and integrate business and IT strategy due to her broad and deep experience with industry expertise in technology, medical devices, HealthTech and healthcare. As Practice Leader of Digital for Management Consulting at Stratford, Rana will bring the team’s expertise to the table to meet your specific needs. |