《威科医疗&益普索：2025年未来医疗调查报告（英文版）（17页）.pdf》由会员分享，可在线阅读，更多相关《威科医疗&益普索：2025年未来医疗调查报告（英文版）（17页）.pdf（17页珍藏版）》请在三个皮匠报告上搜索。

1、2025 Future Ready Healthcare Survey ReportGenerative AI:Balancing todays needs and tomorrows vision 2Wolters Kluwer 2025 Future Ready Healthcare Survey ReportHealthcare,innovation and technology have gone hand-in-hand since ancient times.Each invention and discovery,from the stethoscope to antibioti

2、cs to electronic health records,has expanded our ability to deliver effective and efficient care to patients(albeit with a few challenges along the way).Now,as we enter the era of generative AI(GenAI),healthcare organizations are facing a paradigm shift of a magnitude not seen for generations.The po

3、ssibilities to rethink the healthcare delivery process are endless if leaders can successfully bring new solutions into the workflow.In the 2025 Wolters Kluwer Future Ready Healthcare Survey,conducted by the independent marketing research firm Ipsos,we take a closer look at how organizations are app

4、roaching the implementation of GenAI across the care continuum.The report identifies organizations top priorities and pressures,as well as their levels of preparedness to bring GenAI into existing workflows while leaving room for future growth.In particular,we examine how GenAI can support workforce

5、 development:a key pain point in a time of ongoing shortages of qualified nurses,physicians,pharmacists,allied health professionals,and other essential healthcare personnel.We also explore why having a“workflow mentality”is critical to bringing GenAI to the areas where it will be most effective.This

6、 report provides valuable insights and guidance for executive teams,clinical champions,policymakers,and Wolters Kluwer Health as we collaborate to bring the most effective GenAI tools and strategies to where they are needed most.We also called upon individuals from Wolters Kluwer and beyond to comme

7、nt on the topics and findings in the survey.Added throughout the report as“Expert Voices,”we believe these perspectives add tremendous value to the ongoing discussion of these findings.We hope this research offers actionable insights for the industry and organizational leaders as they build out thei

8、r GenAI strategies and get ready for this next leap forward in the healthcare industrys technological history.Table of contents3 Introduction4 Key survey findings5 Look ahead:Whats next6 GenAI and the pursuit of workforce stability8 Addressing the gaps between promises,priorities,and preparedness10

9、Creating an innovation on-ramp to prepare for GenAIs full potential12 Acknowledging risks and mitigating user concerns14 Preparing for the future state with a fully developed action plan16 In conclusion17 Endnotes and methodologyForewordBalancing todays needs and tomorrows visionGreg Samios CEO,Wolt

10、ers Kluwer Health 3Wolters Kluwer 2025 Future Ready Healthcare Survey ReportIntroduction The healthcare industry is at an inflection point.Five years after the start of the pandemic,health systems,physicians,nurses,and other clinicians are still grappling to find a new equilibrium in a world forever

11、 marked by the stress,burnout,and widespread trauma of the COVID-19 experience.Against the background of these fundamental pressures,organizations are also facing rising concerns around financial sustainability due to economic and regulatory uncertainty,exacerbated by ongoing workforce shortages tha

12、t threaten to impact patient safety and the consumer experience.Its no wonder,then,that the advent of GenAI has been welcomed with such enthusiasm.With the promise of more intuitive,efficient,and cost-effective solutions for some of healthcares greatest challenges,GenAI is poised to become a critica

13、l tool for helping organizations regain their footing.Technology can certainly support organizations in the search for more effective ways to deliver high-quality services.But optimizing the flawed systems of today isnt the same thing as innovating to develop the ideal healthcare ecosystem of tomorr

14、ow.If deployed effectively,GenAI can be more than just a bandage to stop the bleeding.It can support a truly visionary,holistic reinvention of the way that organizations interact with their data,with their patients,and with the community at large.The question then becomes:do healthcare organizations

15、 understand and acknowledge this difference?Are they intentionally choosing to focus on the immediate needs of today versus the potential for tomorrow?How are they leveraging their limited resources to achieve their top priority goals right now,and how do they plan to do so in the future?4Wolters Kl

16、uwer 2025 Future Ready Healthcare Survey ReportKey survey findingsTo gain real-world insight into how organizations are viewing the GenAI revolution,Wolters Kluwer surveyed a panel of health professionals,including physicians,nurses,pharmacists,allied health professionals,administrators,and medical

17、librarians.We found these five major themes:In early 2025,healthcare organizations are primarily focused on using GenAI to achieve administrative efficiencies to tackle immediate pressures on their financial and clinical sustainability,particularly around recruiting and retaining a qualified and sat

18、isfied workforce.However,organizations might not be as ready as they need to be.Theres a notable disconnect between stated priorities(reducing administrative burdens,addressing staff shortages,and managing burnout)and reported readiness to use GenAI to solve these problems.Internal stakeholders are

19、aligned on whats important now(addressing staff shortages and optimizing workflows)but are also eager to get to the next level of innovation by using GenAI to improve patient experiences,enhance clinical decision support,and support the implementation of newer care models and strategies.Despite enth

20、usiasm,concerns and perceived risks remain,especially around privacy/security,overreliance on GenAI models before theyre ready for prime time,and limited transparency into GenAIs reasoning capabilities.As a result,organizations may not have fully developed roadmaps for GenAI adoption,as evidenced by

21、 scattered knowledge and implementation of organizational policies at this stage of the adoption curve.This could actually stifle innovation and make it more challenging for organizations to build evidence and momentum for broader investments.In this report,we will take a deep dive into how healthca

22、re organizations are approaching GenAI implementation and how well their initial efforts are aligned with their current and future goals.Number of respondents citing“optimizing workflows within departments and across practices”as a top organizational priorityNumber of respondents saying their organi

23、zations are prepared to use GenAI to optimize workflows within departmentsNumber of respondents citing“recruiting/retaining nursing staff”as a top priorityNumber of respondents citing“reducing clinician burnout”as a top priorityNumber of respondents who believe an overreliance on GenAI may erode cli

24、nical decision-making skillsNumber of respondents who report being aware of published policies for GenAI use within their organizationsNumber of respondents who believe GenAI onboarding and training allow staff to contribute more quickly80%63%85%76%57%18%24%5Wolters Kluwer 2025 Future Ready Healthca

25、re Survey ReportLook ahead:Whats nextFive trends expected to have an impact on healthcare over the next three years:Adapting to regulatory changes around healthcare policies and practices More than three-quarters(76%)of respondents are concerned that swiftly changing regulations,including anticipate

26、d changes to Medicare and Medicaid at both the state and federal level,may have a broader impact on how they design and execute effective models of care.Training and retaining clinical professionals to maintain adequate staffing levels74%of organizations recognize the potential to use technology in

27、professional development and clinical training over the next three years,which could help mitigate the impact of ongoing shortfalls in nurses,physicians,and other care professionals.A similar number will use digital strategies to enhance efficiency,while 70%will focus more specifically on retention,

28、not just recruitment,to solidify institutional knowledge and culture over time.Reducing administrative burdens that take time away from patient careAs organizations engage in strategies to shore up their staffing,GenAI-driven technologies are likely to be part of the solution for longstanding workfl

29、ow barriers,such as the burdens of prior authorizations(67%)and electronic health record(EHR)management(62%).Leveraging technology to strengthen critical organizational competenciesOrganizations are seeking easier and more effective ways to manage non-negotiable tasks,such as maintaining cybersecuri

30、ty preparedness(68%)and supporting telehealth/virtual care programs(65%).Finding ways to integrate GenAI into these areas will be a primary focus over the next three years.Meeting changing expectations,both internally and from the community Consumerism is expected to become an even stronger driving

31、force for change over the next few years,with 70%of organizations recognizing the need to respond to the changing needs of patients.A similar number(64%)are also anticipating heightened expectations from organizational leadership to produce measurable results.76%75%74%70%68%67%65%64%62%Regulatory ch

32、anges to healthcarepolicies and practicesImplementation of technology toenhance efciencyUse of technology in professionaldevelopment and clinical trainingMeeting changingpatient expectationsCybersecurity preparednessTime spent on priorauthorization processesManaging telemedicine/telehealth servicesM

33、eeting changing organizationalleadership expectationsTime spent on electronichealth record managementWhats impacting your healthcare organization over the next three years?6Wolters Kluwer 2025 Future Ready Healthcare Survey Report“The Future Ready Healthcare Survey report suggests that organizations

34、 are focused on using AI to enhance operational efficiency and support a strained professional workforce.Yet it also reveals headwinds for AI adoption including governance,workflow integration,and concerns about the use of GenAI for high-stakes domains like clinical reasoning.”Peter Bonis,MD Chief M

35、edical Officer Wolters Kluwer HealthGenAI and the pursuit of workforce stabilityAbove all,the survey revealed that healthcare organizations are focused on using GenAI tools to cope with the immediate pressures on their financial and clinical sustainability,including deepening workforce shortages.Wit

36、h the latest data predicting the departure of 1.6 million nurses by 2029,1 organizations have a strong incentive to execute initiatives that can help them maintain appropriate staffing levels in a rapidly evolving marketplace.Not surprisingly,rising staffing costs are top of mind for survey responde

37、nts,as organizations will be competing more heavily for fewer available workers.According to the American Hospital Association,hospital labor costs increased by more than$42.5 billion between 2021 and 2023 to total$839 billion,which accounts for nearly 60%of the average hospitals expenses.2Currently

38、,68%of respondents believe that staffing costs will remain their top financial pressure for the foreseeable future.Nurses and pharmacists expressed the most trepidation,with 74%of both groups worried about their talent budgets.Physicians and administrators were somewhat more confident,with only 59%o

39、f administrative respondents and 66%of physicians tapping staffing costs as a major concern,despite similarly dire forecasts for shortages of up to 86,000 physicians by 2036.368%74%74%59%66%65%65%Total respondentsNursingPharmacyAdministrationPhysicianAllied HealthMedical LibrarianStaffing costs top

40、financial pressures identified by health professionalsExpert Voices 7Wolters Kluwer 2025 Future Ready Healthcare Survey ReportSurvey respondents are expecting to use GenAI to address concerns across the spectrum of workforce development activities.Half of respondents(50%)believe GenAI will enhance t

41、heir overall capacity for innovation.Nurses(54%),pharmacists(67%),and allied health professionals(68%)are particularly interested in leveraging technology to creatively address existing pain points for staff members,such as slashing the hours required to answer emails,organize data,and make decision

42、s.GenAI might also help ease pressure on staffing budgets by removing unnecessary roles from the org chart entirely.One pharmacist suggested that GenAI could reduce need for“middle management,”while an allied health respondent said that GenAI might help trim costs on medical assistants and dedicated

43、 scheduling staff by automating some of their tasks.Unsurprisingly,these groups are the most likely to see opportunities for GenAI to simplify workflow,with 41%of pharmacists and 47%of allied health professionals stating that new technologies will bring a reduction in administrative staffing needs.O

44、n the other hand,none of the categories of health professionals believed that GenAI will measurably reduce the need for physician or nursing staff,which provides a weighty counterpoint to lingering fears that artificial intelligence is designed to or capable of replacing their human counterparts and

45、 their clinical judgment.Nurses,pharmacists,and allied health professionals recognize the need for a steady pipeline of health professionals,and they are also among the most enthusiastic about using GenAI to grow the workforce.More than half of allied health professionals(56%),as well as similar num

46、bers of nurses(49%)and pharmacists(48%),said GenAI can and should be used to expand collaboration with universities and showcase opportunities for professional development to combat limited capacity in nursing schools4 and insufficient enrollment in pharmacy programs5 which are threatening the suppl

47、y of these professionals.It is essential for healthcare organizations to pursue workforce stability before the situation gets even worse,and GenAI is shaping up to be a useful mechanism for achieving results.However,a longstanding problem for healthcare organizations is that they may not have the bu

48、dget or capacity to complete a full overhaul of their digital infrastructure all at once.Leaders will have to be strategic about how,when,and where they deploy workflow-saving technologies to avoid cobbling together yet another patchwork of point-based solutions that dont work together to produce en

49、terprise-wide results.Exploring the nursing shortageExperts agree that there simply arent enough nurses to meet the nations growing demands for healthcare,6 and the implications of chronic staff shortages are being keenly felt in the clinical setting today.When asked to rate the severity of the nurs

50、ing shortage in their organizations,53%of respondents said lack of qualified nursing staff was a notable issue.Not surprisingly,that number jumped to 67%of nurses themselves and shrank to just 44%of administrators,illustrating a major disconnect between perceptions on and off the hospital floor.Exec

51、utive nursing leaders(CNOs and CNEs)highlighted a lack of qualified applicants(60%)and difficulties offering competitive compensation(63%)as their main barriers to maintaining adequate staffing levels,and nurses at the RN and LPN level tended to agree(50%and 53%respectively).Overcoming these issues

52、is complex and will require a strengthened academic-practice partnership,new solutions to quickly onboard and develop the nursing workforce,and retention strategies to encourage them to remain in the profession for the long term.Yes 29%No 34%Too soon tobe sure 37%Administrative stafMedical stafNursi

53、ng stafYes 18%No 53%Too soon tobe sure 29%Yes 15%No 59%Too soon tobe sure 26%29%18%15%Yes:Yes:Yes:Will GenAI reduce the need for“Healthcare is positioned to see an outsized benefit from GenAI.Administrative overhead and coordination tasks are readily amenable to current generation GenAI without sign

54、ificant risks to the integrity of care.”Priti Choksey Shah Chief Product&Technology Officer,Iodine SoftwareExpert Voices 8Wolters Kluwer 2025 Future Ready Healthcare Survey Report“Gen AI delivers durable value only when it is welded to a mapped workflow rather than bolted on as another point solutio

55、n.The Future Ready Healthcare Survey report shows that many organizations are still looking to build end-to-end process visibility with GenAI.So,the first job is old-fashioned problem-solving:documenting bottlenecks,clocking baseline process times,and codifying decision points.Once that plumbing is

56、clear,GenAI can be inserted where it removes a real unit of wastewhether it is automating prior authorization,easing EHR management or operationalizing administrative workflowsinstead of creating yet another dashboard no one opens.Healthcare organizations must follow the workflow or risk cosmetic wi

57、ns that evaporate at scale.”Matthew Crowson,MD Director of Digital Innovation,Health Research Wolters Kluwer Health Addressing the gaps between promises,priorities,and preparednessHealthcare organizations are already seeing a widening gap between what they hope to achieve and what theyre ready to pu

58、t into action,which may be a warning sign that they are more likely to focus on quick,immediate,small-scale wins instead of planning for a fully GenAI-enabled enterprise.For example,80%of respondents said that optimizing workflows within departments is a top priority,but just 63%said their organizat

59、ions are actually prepared to do so.And,while 85%of nurses believe its crucial to recruit and retain nursing staff,just 57%are confident that theyre ready to use GenAI to develop the right nursing talent.Respondents also expressed uncertainty around their abilities to achieve greater cost containmen

60、t(49%prepared),address the ethical concerns around GenAI utilization(45%prepared),and adapt to potential regulations around performance monitoring of GenAI(42%prepared).49%45%42%Greater cost containmentEthics of using GenAI tosupport patient careRegulations monitoringperformance of GenAI toolsReadin

61、ess to address these upcoming trends in GenAI over the next three yearsWith such notable disconnects between wants and readiness,it will be important for leaders to find the places within the organization most likely to succeed with initial implementations that can be strategically expanded over tim

62、e.Expert Voices 9Wolters Kluwer 2025 Future Ready Healthcare Survey ReportNursing teams and pharmacies might be an effective place to start.Throughout the survey,nurses and pharmacists consistently self-identified as the most ready and willing to see how GenAI can work for them.Just over half of pha

63、rmacists(52%)and 45%of nurses agreed that GenAI will be effective for reducing burnout,likely by cutting down on repetitive non-clinical tasks,assisting with documentation,managing communication,and generally streamlining the care process.Leaders may want to look to these areas of the organization f

64、or clinical champions who can identify concrete needs suitable for GenAI solutions.To reduce risks of digital fragmentation while doing so,organizations will need to make sure they are not simply swapping out a legacy functionality for a GenAI-enabled one to save a limited amount of time or effort.T

65、hey instead must think more broadly about how GenAI can both assist with redesigning current workflows and prepare the organization for net-new capabilities that may emerge over the next several years.Yes 41%No 24%Too soon tobe sure 35%TotalNursingPharmacyYes 45%No 22%Too soon tobe sure 33%Yes 52%No

66、 11%Too soon tobe sure 37%41%Yes:45%Yes:52%Yes:Can GenAI reduce clinician burnout?10Wolters Kluwer 2025 Future Ready Healthcare Survey Report“The next disruptive challenge for healthcare is designing and funding an AI infrastructure,building AI software that is intuitive and easy-to-use,while suppor

67、ting clinical decision-making without eroding clinical judgment.At the end of the day,AI technology must show an immediate decrease in workload.Clinicians will no longer tolerate added technology if the daily burden is too great.The over-engineering of electronic medical records coupled with the man

68、y interfaces of third-party technologies has left nurses and other clinicians managing machines as a significant part of their daily work.We cant let that happen again.AI must now reverse the trend and add precious time back.”Daria Kring,PhD,RN,NE-BC Vice President of Nursing Center for Professional

69、 Practice and Development Novant HealthCreating an innovation on-ramp to prepare for GenAIs full potential The survey showed strong alignment on whats important for organizations right now:addressing staffing shortages(82%),generating administrative efficiencies(77%),and reducing burnout(76%).While

70、leadership will no doubt look toward addressing these business imperatives first,respondents also pointed out that they want GenAI to help them take their work to the next level.Clinicians and administrators alike are interested in seeing adoption of next-generation functions,which is where GenAI ma

71、y truly shine.In other words,survey respondents are committed to looking beyond what must be done toward what can be done with GenAI tools.Using GenAI to improve the patient experience and support more effective,innovative services for patientsDeploying ambient listening capabilities in the clinical

72、 setting to automate documentation and enrich the patient-provider relationshipLeveraging GenAI for clinical decision support(CDS)capabilities to prevent errors and reduce burdens related to technology use60%41%56%Participants expressed a desire to see a suite of AI-powered functionalities to elevat

73、e and expand their skills,including:Expert Voices 11Wolters Kluwer 2025 Future Ready Healthcare Survey ReportMany of these capabilities,including ambient listening tools and CDS solutions with GenAI features,are available in the market right now and are being used in the real-world environment by le

74、ading health systems.However,their place on the second-tier priority list in this survey may indicate the presence of a potential rising future divide between the GenAI“haves”and“have nots.”“Every day,we see physicians struggling with workflow and the pressure to do more with less.This can be the st

75、raw that breaks the camels back and results in exodus from the workforce.AI has been a welcome game changer for many early adopters who are seeking to grow and scale,both clinically and outside the exam room.”Nisha Mehta,MD Radiologist,Founder,Physician Side GigsExpert VoicesPreventing this will req

76、uire forward thinking on the part of those healthcare organizations without the significant internal resources to place them at the front of the pack.They will need to look outside of their traditional activities to develop an“innovation on-ramp”that builds momentum toward the future without comprom

77、ising on the needs of the present.For example,organizations may seek ready-made solutions from technology developers providing the latest innovations to offload up-front investments,such as training algorithms on high-quality data or establishing appropriate privacy and security infrastructure to sa

78、feguard information.This may help them access the same cutting-edge solutions already in use by their more progressive peers in order to demonstrate return on investment sooner.12Wolters Kluwer 2025 Future Ready Healthcare Survey Report“The real risk isnt overreliance on GenAI.Its under-imagination.

79、The Future Ready Healthcare Survey report exposes a brutal truth:too many healthcare orgs are duct-taping AI onto crumbling workflows,hoping for efficiency while ignoring reinvention.GenAI is not here to optimize the pastits here to provoke a redesign of care itself.Until leaders shift from pilot pr

80、ojects to system-level provocations,well keep solving yesterdays problems with tomorrows tools.”Tatyana Kanzaveli CEO/founder,Open Health Network Founder,WomenInGenAIAcknowledging risks and mitigating user concerns While the prevailing sentiment around GenAI seems positive,there are still concerns a

81、nd risks to address before it can become fully accepted for use,especially in the clinical sphere where patient safety is paramount.Survey participants expressed several common concerns,including issues around data privacy and security(56%)and biased results related to inadequate training of GenAI m

82、odels(55%).Surprisingly,though,the biggest risk to respondents is the“dumbing down”of the clinical decision-making process.Fifty-seven percent of professionals overall,including 74%of pharmacists and allied health professionals,believe GenAI may produce an“erosion of clinical decision-making skills

83、caused by overreliance”on automated technologies.In contrast,only 55%of physicians and 53%of nurses felt the same.57%56%55%55%55%Erosion of clinical decision-making skills caused by overreliance on GenAIData privacy and securityBias introduced through the training of GenAILack of decision-making tra

84、nsparencyregarding a diagnosisLack of regulations and standardsGenAI concerns and risksExpert Voices 13Wolters Kluwer 2025 Future Ready Healthcare Survey ReportThis could indicate a lack of trust among pharmacists and allied health providers that their clinical colleagues understand how to appropria

85、tely integrate GenAI into their decision-making processes or an abundance of confidence among doctors and nurses that they wont be at risk of relinquishing their clinical competence to an algorithms answers.Either way,avoiding overuse of GenAI in situations that require thorough clinical review of r

86、ecommendations will be crucial for preventing potential harm.Yet respondents arent entirely sure that their organizations are ready with the right guardrails in place.More than half(55%)are concerned about lack of transparency around GenAIs potential role in making diagnoses,and the same number cite

87、d a lack of regulations and standards as a likely problem for GenAI development and deployment.As organizations roll out GenAI solutions,they will need to provide clear,consistent,and frequent education around how,when,and why to use GenAI.They will also need to implement accessible mechanisms for r

88、eporting specific concerns with the functionality or real-world use of GenAI models,as well as demonstrate commitment to taking feedback seriously and quickly solving any problems that arise.This will require solid,cross-functional governance to oversee the selection,implementation,and monitoring of

89、 GenAI tools.How are healthcare professionals really using GenAI?Is GenAI more than just hype and theoretical possibilities?For many respondents,the answer is yesin some situations.More than half(51%)use GenAI at least once a week in their personal lives,with nurses(59%)and physicians(53%)among the

90、most frequent users of available capabilities.Only 29%said theyve never knowingly engaged with GenAI products in their personal lives.But when asked how often they use GenAI professionally,the numbers told a different story.Just over 4 in 10 said they use GenAI at work at least once a week.But a sim

91、ilar number(40%)said theyve never used it for their job.This includes 56%of allied health professionals and 43%of physicians.An important caveat:the survey did not ask whether respondents had the opportunity to use GenAI at work and actively chose not to engage,or whether there simply werent tools a

92、vailable to try.Nevertheless,there is a clear disparity in the trends between personal and professional adoption,showing that healthcare may once again be behind the curve with new technologies.How frequently do you use GenAI in your.TotalPersonal lifeAt workNursingPharmacyAdministrationPhysicianAll

93、ied HealthMedical Librarian10%10%29%51%11%10%30%49%7%19%21%53%4%19%26%51%18%12%18%52%12%3%41%44%9%4%28%59%Once per week or moreMultiple times per monthA few times a yearNeverTotalNursingPharmacyAdministrationPhysicianAllied HealthMedical Librarian8%10%40%42%7%9%41%43%7%12%43%38%11%11%37%41%29%12%6%5

94、3%15%3%56%26%9%11%34%46%Once per week or moreMultiple times per monthA few times a yearNever“Layering GenAI onto a system that burns people out wont fix whats brokenit just accelerates the grind.But if we start with a bold shiftputting human wellbeing at the center of healthcare designthen GenAI bec

95、omes something different:not a patch,but a pathway to healing.”Gabe Charbonneau,MD Wellbeing-First Fellow,Orchid HealthExpert Voices 14Wolters Kluwer 2025 Future Ready Healthcare Survey Report“As with any new technology being introduced in the healthcare setting,effective governance and change manag

96、ement are essential for the successful and safe adoption of Gen AI tools.Healthcare organizations must establish robust methodologies for evaluating,selecting,implementing,and monitoring these tools.Given the vast array of Gen AI tools available and their associated risks,employing well-defined eval

97、uation methodologies will ensure good organizational fit for Gen AI tools.These tools arent set-it-and-forget-it due to the risks of overfitting and model drift,so ongoing monitoring is critical.Furthermore,cross-functional governance,supported by executive leadership,can overcome change management

98、challenges and ensure that healthcare systems achieve the desired outcomes with AI tools.”Holly Urban,MD Vice President of Strategy,Clinical Effectiveness Wolters Kluwer HealthPreparing for the future state with a fully developed action planWith the financial and clinical sustainability of health sy

99、stems on the line,leaders may feel pressure to urgently bring GenAI into every corner of the organization that could likely benefit from the technology.But this can be a recipe for failure,not success,if adoption isnt rolled out in a coordinated,strategic manner.Change management is notoriously diff

100、icult in the healthcare setting,and new technologies that disrupt existing workflows,even with the best of intentions,can bring additional stress fractures into an environment already stretched to its limits.Policies,procedures,and solid roadmaps will be essential for making GenAI a force for good i

101、n the healthcare community.Despite the current rush to be first to the finish line,leaders still have the opportunity to pause and think holistically about how well they are designing and communicating their intentions before they get in too deep.Right now,they could be doing a better job with estab

102、lishing the rules of the road,the survey revealed.Only 18%of respondents said their organization has published policies for authorized use of GenAI,and a similar number(20%)said their organizations require staff to follow formal training on the technology.Published policies for authorized use of Gen

103、AI64%55%51%49%42%31%Data privacy rules such as adhering to HIPAA orguidelines on data access,storage and sharingTransparency about how the GenAI tool hasbeen trained and used along with documentationon its limitations and potential biasesRules addressing ethical implications ofGenAI usage,such as in

104、formed consentregarding the use of tools for careGuidelines for validating the accuracyand reliability of outputProcesses regarding the integration ofGenAI tools into existing workflowsDelineation between the responsibilitiesof clinicians and GenAI toolsExpert Voices 15Wolters Kluwer 2025 Future Rea

105、dy Healthcare Survey ReportOrganizations were most likely to have policies around data privacy(64%)and transparency around training and potential bias(55%).They were somewhat less likely to have guidelines around ethics,such as informed consent for using GenAI in patient care(51%),or rules around as

106、sessing the validity and reliability of output(49%).And they were least likely to have clear processes for integrating GenAI into existing workflows(42%)and delineating between the responsibilities of clinicians and GenAI tools(31%),perhaps contributing to acknowledged worries about overreliance on

107、technology based on GenAI.“It is imperative organizations deploy GenAI strategically and methodically,establishing clear,understood,well-communicated guidelines and applicable training.”Denise Anderson President&CEO,Health Information Sharing and Analysis CenterExpert VoicesIts important to note tha

108、t these numbers only represent staff awareness of policies,not whether or not the policies actually exist.Nevertheless,policies cannot be followed if they are not communicated,so the low numbers indicate a very pressing opportunity for leadership to establish and share their guidelines in a more con

109、certed manner.Clarity and leadership are what staff members strongly desire,according to the data.Of the respondents who confirmed that they are actively using GenAI right now,54%believe that a structured approach to onboarding makes staff more productive and able to contribute more quickly.That num

110、ber rises to 62%among nurses,whose fast-paced workflows may require more robust training to support effective onboarding.When designing GenAI policies,leaders should actively solicit feedback from clinical users and implement processes to routinely reassess guidance as new solutions are rolled out t

111、o additional areas of the organization.As the pace of change accelerates,it will be key to demonstrate flexibility,adaptability,and responsiveness when guiding the entire enterprise in the right direction.(Health-ISAC)16Wolters Kluwer 2025 Future Ready Healthcare Survey ReportIn conclusionThe potent

112、ial for GenAI to rewrite the healthcare story is indisputable.From assisting with staff development and reducing burnout to augmenting clinical decision-making,organizations have myriad opportunities to take advantage of GenAI today while using this class of digital tools as a springboard to the ful

113、ly optimized healthcare ecosystem of tomorrow.To achieve both goals in the most efficient and least disruptive manner,organizations will need to deploy strategies that balance their immediate needs with their long-term visions.These will include:Collaborating with internal and external stakeholders

114、to gather feedback and intelligently leverage resources,Establishing and sharing coordinated policies across the enterprise,and Maintaining a flexible and adaptable approach to experimenting and iterating as new technologies become available.Establishing the right methodologies now will produce the

115、quick wins that healthcare leaders are looking for while generating the momentum needed to propel GenAI adoption to the next Endnotes:1 https:/www.ncsbn.org/news/ncsbn-research-highlights-small-steps-toward-nursing-workforce-recovery-burnout-and-staffing-challenges-persist2 https:/www.aha.org/costso

116、fcaring#:text=Hospital%20Labor%20Costs,of%20the%20average%20hospitals%20expenses3 https:/www.aamc.org/news/press-releases/new-aamc-report-shows-continuing-projected-physician-shortage4 https:/www.aacnnursing.org/news-data/fact-sheets/nursing-faculty-shortage5 https:/www.ksmu.org/news/2024-09-16/phar

117、macy-school-enrollment-in-the-u-s-is-dangerously-low-especially-in-missouri6 https:/bhw.hrsa.gov/sites/default/files/bureau-health-workforce/Nursing-Workforce-Projections-Factsheet.pdfMethodologyThe 2025 Future Ready Healthcare Survey Report is based on a nationally representative survey conducted b

118、y Ipsos(an independent marketing research firm)from February 26,2025 through March 24,2025.A total of 312 healthcare professionals throughout the US were recruited using online B2B panels.Professional roles were broken down into six segments:Nursing,Pharmacy,Administration,Physician,Allied Health,an

119、d Medical Librarian.About Wolters KluwerWolters Kluwer(EURONEXT:WKL)is a global leader in information,software solutions and services for professionals in healthcare;tax and accounting;financial and corporate compliance;legal and regulatory;corporate performance and ESG.We help our customers make cr

120、itical decisions every day by providing expert solutions that combine deep domain knowledge with technology and services.Wolters Kluwer reported 2024 annual revenues of 5.9 billion.The group serves customers in over 180 countries,maintains operations in over 40 countries,and employs approximately 21,600 people worldwide.The company is headquartered in Alphen aan den Rijn,the Netherlands.2025 Wolters Kluwer.All Rights Reserved.