Healthcare misconceptions from 98 health system execs

Becker's asked C-suite executives from hospitals and health systems across the U.S. to share the biggest misconception about healthcare this year.

The 98 executives featured in this article are all speaking at the Becker's Healthcare 15th Annual Meeting on April 28 - May 1, 2025, at the Hyatt Regency in Chicago.

To learn more about this event, click here.

If you would like to join as a speaker or a reviewer, contact Mariah Muhammad at mmuhammad@beckershealthcare.com or agendateam@beckershealthcare.com. 

For more information on sponsorship opportunities or vendor access-only badges, contact Jessica Cole at jcole@beckershealthcare.com.

As part of an ongoing series, Becker's is talking to healthcare leaders who will speak at our conference. The following are answers from our speakers at the event.

Question: What's the biggest misconception about healthcare in 2024?

Shelly Schorer. CFO of California Division at CommonSpirit Health (Chicago): The biggest misconception about healthcare is the belief that challenges will eventually stabilize and a clear path forward will emerge. However, it is important to recognize that solving issues such as inflation-related discrepancies in reimbursement cannot be achieved within a short timeframe. The ongoing inflation rates affecting wages, medical contract fees, pharmacy costs, and supplies are likely to surpass the increases in payer contracts. While there may be potential relief from dropping interest rates in terms of overall inflation, any significant impact is expected to be gradual rather than immediate.

Roxanna Gapstur, PhD, RN. President and CEO of WellSpan Health (York, Pa.): One of the biggest misconceptions about healthcare in 2024 is that artificial intelligence will be a panacea for the issues we face around workforce shortages. Generative AI and other applications have been a wonderful adjunct at this point for improving efficiency, quality and safety in particular areas.  However, believing the applications will wholly replace certain roles is likely not in the near future unless it is a purely administrative task not impacting safety of care. What will happen in the long-term is less certain — and it’s entirely possible the eventual use of more sophisticated AI may allow for a redesign of roles and applications which could be transformational.

Cliff A. Megerian, MD, FACS. CEO of University Hospitals (Cleveland): There seems to be a widely-held belief that healthcare providers respond the same as all other businesses that face rising costs. That is absolutely not true. Unlike other businesses, hospitals and health systems cannot simply adjust prices in response to inflation due to pre-negotiated rates and government-mandated pay structures. This financial rigidity makes us particularly vulnerable to economic fluctuations. Instead, we are continually innovating approaches to population health, efficiency and cost management, ensuring that we maintain delivery of high-quality care to our patients.

Additionally, a key part of our ethos is to help people in vulnerable populations, and we do that to a higher degree than many. That’s why UH Cleveland Medical Center – our academic medical center – was the only Ohio-based hospital named by U.S. News & World Report as one of the “Best Regional Hospitals for Equitable Access.” This commitment necessitates additional efforts to ensure equitable access to healthcare services, which inherently also changes our payer mix by design. Serving an under-resourced patient base, including a significant number of Medicaid, underinsured and uninsured individuals, requires us to balance financial constraints with our ethical obligations to provide the highest quality care to everyone.

Adequate reimbursement rates are essential to cover the increasing costs required to meet patient needs. Without appropriate adjustments, nonprofit healthcare providers may struggle to maintain the high standards of care that patients deserve, especially when serving vulnerable populations. Ensuring fair reimbursement rates supports our nonprofit industry’s aim to deliver equitable, high-quality healthcare to all while preserving the integrity of our healthcare system.

Wendy Horton, PharmD. CEO of UVA Health University Medical Center (Charlottesville, Va.): New entrants and disruptors often underestimate how complex it is to deliver healthcare in today’s environment, and some who thought it would be easier to succeed are now exiting the market. Advanced technology like AI and telemedicine are absolutely transformative, but those and other solutions have to be pursued in combination with the quintessential efforts of care redesign, building a positive culture, and fostering community trust — as an integrated approach and not siloed efforts.

Craig Kent, MD. CEO of UVA Health; Executive Vice President of Health Affairs at University of Virginia (Charlottesville): One of the most pervasive myths I encounter is about healthcare margins. It seems people outside the healthcare industry and even our own team members believe healthcare systems are making significant margins and have plenty of cash. In reality, our health system margins are thin, if they exist at all. People hear that healthcare is a $4 trillion business in the United States and accounts for 18% of gross domestic product and they assume healthcare systems are the beneficiaries of that wealth. In truth, the top three pharmaceutical companies in 2023 recorded record revenue of $63 billion combined, and the largest insurers in the U.S. made more than $40 billion. There is definitely money in healthcare; but it is a misconception that it is flowing into the coffers of hospitals, clinics or medical schools.

Ronald Place, MD. President and CEO of Avera McKennan Hospital & University Health Center (Sioux Falls, S.D.): Healthcare delivery is often oversimplified — the truth is that it is an incredibly complicated system, which seems to compound daily, with nearly infinite variables. From payer strategy, to local, state and federal guidelines and law, to quite complex diagnoses and comorbidities, there’s a lot for both healthcare providers and patients alike to navigate. An organization has to sort through the aforementioned items and more for each individual patient and their unique and specific needs. Being able to care for those who need us is a true privilege, but not at all straightforward. 

Peter Banko. President and CEO of Baystate Health (Springfield, Mass.): Healthcare delivery today is still viewed and delivered as a commodity. That has stripped us of the power of relationship and human connection as well as starved us of resources. So, it is no surprise that our economics, consumer experience, access, efficiency, health equity, and outcomes are all challenged and highly variable. Healthcare is an inalienable right not a commodity. Norman Rockwell’s (who made a home right here in Western Massachusetts) 1939 painting “When the Doctor Treats Your Child” evokes that right and our healthcare covenant — we are responsible for and accountable to each patient, their family, our neighbors, and our communities.

JP Valin, MD. Chief Clinical Officer of Intermountain Health (Salt Lake City): One of the biggest misconceptions about healthcare in 2024 is the belief that artificial intelligence will replace human clinicians in determining patient treatment plans. Healthcare AI is designed to augment clinician care, not replace it with a machine. AI can assist in making more accurate diagnoses, predicting patient outcomes, and personalizing treatment plans, but the final decisions and care are still in the hands of human healthcare professionals. With the looming national shortage of physicians, nurses, and healthcare professionals, it is crucial that we leverage technology and AI to free up time so our clinicians can focus more on building human-to-human healing connections. At Intermountain Health, we are thoughtfully and strategically implementing AI solutions proven to enhance the clinician and patient experience, improve the quality of care, and in many cases, help lower the cost of healthcare delivery.

Jeff Gautney. CIO of Rush University System for Health (Chicago): The biggest misconception is that we are all over COVID.  That will forever be a mark in the history of every organization — like before 9/11 and after 9/11. Our workforce, how we see our patients, how our industry is perceived and trusted, and how sustainable our mission is will never be the same. We are sliding down a path towards the majority of us unable to fund necessary capital from operations, without clear answers on how to turn that around.

Susan Turney. CEO of Marshfield (Wis.) Clinic Health System: There may be a sense that, post-pandemic, financial pressures are easing up, but that really is not the case. This is particularly true for rural-based providers who are still dealing with the same structural and systemic impediments that have thrown rural healthcare into crisis for nearly the past 20 years. Similarly, I think there may be the impression that the pace of change has slowed or evened out post-pandemic, but that is not what we are seeing. If anything, the pandemic accelerated the pace and the opportunities for disruption.

Lynne Lee, Esq, RN. Vice President of Risk Management at Encompass Health (Birmingham, Ala.): To me the greatest misconception about healthcare in 2024 is that there is an unlimited “stock” of resources to meet the needs of all who need care.

Alex Gloudemans, PharmD. Director of Operations at ThedaCare at Work (Neenah, Wis.): The biggest misconception is that it has to be complicated for the patient to navigate. At ThedaCare for example, we have expanded the roles of our pharmacy and care teams beyond the typical “guard rails” the profession puts on them to allow them to assist patients in navigating their healthcare journey.

Steve Schofner. Executive Director of Cybersecurity and Chief Information Security Officer at Rogers Behavioral Healthcare (Oconomowoc, Wis.): A common misconception is that healthcare cybersecurity only focuses on EHRs. In 2024, medical devices, wearables, and interconnected systems are all expanding attack surfaces for cybercriminals. These devices can be used to steal patient data, disrupt critical care, or even launch attacks on other parts of the healthcare system.

Kurt Koczent, RN, FACHE. Executive Vice President and COO of UR Thompson Health (Canandaigua, N.Y.): One of the biggest misconceptions about healthcare in 2024 is the overemphasis on the potential benefits of AI, often overlooking the uncertainties and potential risks. While there’s undeniable momentum and high expectations surrounding the integration of AI in healthcare, the ultimate outcome remains unclear. It’s crucial to understand that substantial efforts are required in the governance and management of AI within healthcare systems. This is necessary to safeguard our patients, healthcare professionals, and the institutions themselves. Many are quick to recognize the potential advantages of AI, yet fail to consider the possible threats it might pose. Although we acknowledge that AI has the potential to significantly enhance various aspects of healthcare, it’s our responsibility to ensure the safety and privacy of our patients, and above all, their overall well-being.

Zafar Chaudry, MD. Senior Vice President, Chief Digital Officer and Chief Information Officer of Seattle Childrens: In 2024, several misconceptions linger around healthcare. One is that it's purely reactive, focusing solely on treatment. In reality, preventative care and wellness initiatives are gaining ground, aiming to keep people healthy upfront. Another misconception is a one-size-fits-all approach. Personalized medicine is on the rise, with treatments designed for individual needs and genetics. Finally, some fear new technologies like telehealth and AI will replace doctors entirely. While these advancements supplement healthcare, the irreplaceable human touch of a doctor remains crucial.

Nike Onifade. Division Vice President of the Oncology Service Line - Texas Division at CommonSpirit Health (Chicago): One of the biggest misconceptions about healthcare in 2024 is that technology alone will solve all our challenges. While advancements like AI and telemedicine are revolutionizing care delivery, they cannot replace the critical human elements of empathy, judgment, and the nuanced understanding of our patients’ needs. Effective healthcare requires a balanced integration of cutting-edge technology and compassionate, patient-centered care. Additionally, the belief that technology will drastically reduce costs overlooks the significant investments needed in equipment, infrastructure, training, and ongoing maintenance. It is important to recognize that technology can be a powerful tool, but its true potential is unlocked when paired with skilled and empathetic healthcare professionals.

Michael Weiner, DO. Chief Medical Officer of MSU Health Care at Michigan State University (East Lansing,): “Telemedicine is a Temporary Solution.”

Many believe that telemedicine was a stopgap measure necessitated by the COVID-19 pandemic and that in-person visits will completely replace it. 

However, telemedicine has proven to be an effective, convenient, and often preferred method of delivering care for many patients and conditions.  

Not only mental and behavioral support but many initial and routine follow up appointments. 

Telehealth is likely to remain a significant component of healthcare delivery, as long as CMS continues to support payment for these visits. 

Cindy Bo. Senior Vice President and Chief Strategy Officer of Boston Medical Center Health System: One of the biggest misconceptions about healthcare is that health systems provide only traditional healthcare delivery services. Over the years, health systems have become and are payers, specialty pharmacies, housing providers, food banks, policy writers and makers, community developers, workforce trainers, educators, advocates, transportation providers and so much more. 

Healthcare systems have taken the approach of treating the whole person’s health. That requires health systems to consider providing the wraparound services in addition to the healthcare delivery services. Health systems may develop these wraparound services on their own and / or in conjunction with partners. It is truly a 360 degree care plan to ensure we are driving the best outcomes for patients, their loved ones and our communities.

Andrew Buffenbarger, EdD. Chief Compliance Officer of Kirby Medical Center (Piatt County, Ill.): The biggest misconception about healthcare is that it is too unique an industry to borrow operational tactics from other industries, like manufacturing, logistics, technology, finance, and others. There are fundamental business principles and customer engagement techniques that are universally applicable, regardless of the industry. We can and should learn from leaders across various industries.

Monica Cfarku. Assistant Vice President and Chief Oncology Nurse of Duke University Health System (Durham, N.C.): One of the biggest misconceptions about healthcare in 2024 is the belief that technology alone can solve all the challenges facing the healthcare system. While advancements in technology, such as telemedicine, AI, and EHR's, have significantly improved patient care and operational efficiency, they are not the only solution. Effective healthcare still fundamentally relies on human elements, such as compassionate patient care, skilled healthcare professionals, and robust communication and teamwork. Technology serves as a powerful tool to augment these human factors but cannot replace the critical role that healthcare workers play in delivering quality care.

J.R. Greene. Founder and Vice Chair of PMC Board of Directors at Psychiatric Medical Care (Brentwood, Tenn.): That mental health is less important than physical health. The truth is that mental health is just as crucial as physical health. Mental health significantly impacts overall well-being, influencing everything from physical health outcomes to quality of life. For older adults, untreated mental health issues can exacerbate physical health conditions, reduce the effectiveness of medical treatments, and diminish their ability to enjoy daily activities and social interactions. Recognizing the equal importance of mental and physical health is essential for providing holistic care that truly meets the needs of older adults, helping them live healthier, more fulfilling lives.

Mayank Shah, MD. Vice President and Chief Medical Officer of Advocate Condell Medical Center (Libertyville, Ill.), Advocate Health: The biggest misconception in healthcare is that technology will be the answer to a lot of our complex healthcare dilemmas. Although technology will be greatly helpful, it will not be able to solve the complexities of the healthcare system. Technology, just as any other treatment, tool or resource, brings its own set of challenges from privacy to biases. Core of healthcare outcomes is built on a trusting relationship. Technology must not disrupt this trust otherwise it may lead to adverse outcomes and consequences.

Alex Barkan, MD. Vice Chair and Surgery Director of Bariatrics at Richmond University Hospital (Staten Island, N.Y.): The biggest misconception in medicine is that patients are not treated equally in their medical care. I have been in practice almost 20 years and have always taken care of "patients." I never looked at their race, ethnicity, or financial status. To this day I treat all people who come to me for medical care. I will always practice medicine in this manner till the day I retire. 

Mike Koroscik. System Vice President of Cancer Care at Main Line Health (Radnor, Pa.): One of the biggest misconceptions about healthcare in 2024 is related to AI. According to a Pew Research Center survey, 60% of Americans are concerned that algorithms might determine patient treatment plans, leading to the misconception that healthcare AI will replace human clinicians. However, the reality is that AI is greatly improving our insights and diagnostics, and enhancing patient outcomes for many years now. Specifically, in cancer care it is helping us improve the mining of patients charts to significantly improve lung cancer screening to improve our efficiency and patient engagement in infusion scheduling. 

Andrea S. Fernandez, MD. Chief Medical Officer of Wake Forest Baptist Market, Atrium Health (Charlotte, N.C.): The biggest misconception in healthcare is that hospitals are the safest place to be when you are sick. While hospitals can be the safest place to receive care in certain circumstances, hospital at home models of care are proving that a large number of patients are better served healing in their homes with in-home medical support. As we work to decrease healthcare disparities and ensure we offer the best care possible for our patients living in rural communities, home care that incorporates telehealth and remote patient monitoring will become increasingly critical to keeping our patients well.

Mark D. Townsend, MD. Chief Clinical Innovation Officer of Bon Secours Mercy Health (Cincinnati): The biggest misconception about healthcare in 2024 is that the populations we serve understand how to access healthcare. Our patients face a bewildering array of direct-to-consumer marketing of anything from pharmaceuticals to Medicare Advantage plans. Populations like Gen Z seek medical advice on Tik Tok, in stark contrast to the CMS-sponsored Care Compare initiative. Our patients are served by “providers," a confusing term that does not differentiate between physicians, or a growing number of advanced-practice clinicians that are seeking autonomous practice. The behavioral economics of fee for service reimbursement are very different from fee for value incentivization. Add to that the behavioral economics of private-equity backed practices, and no wonder we are seeing movements like direct primary care which is returning to cash-pay service-delivery.

There is light at the end of the tunnel through using both 1. clinical and 2. claims data to compare individual physicians and APCs. Drilldown comparisons in the domains of cost, quality, and experience of care is indeed possible. Extrapolating data-based comparisons to health-systems could absolutely be accomplished, and could empower our patients as they seek to access care.  The giant-leap for healthcare will be to create a standard for comparing services that a 5th grade student can understand and use to guide their access to healthcare. 

Luis Taveras, PhD. Senior Vice President and Chief Information Officer of Lehigh Valley Health Network (Allentown, Pa.): The biggest misconception is that we provide care to members of our society. No, we do the best we can to provide care to THOSE WHO COME TO US seeking care. We need to be much better at reaching out to all citizens of our communities and get them the best care possible in whatever way is best for them…in-person in our facility or at home, virtual, mobile units, etc…

The second one is the threat that venture capitalists represent to the provision of the best care at the most affordable rate. They are out to make as much money as quickly as possible and that’s the antithesis of healthcare.

Monique Diaz, MD. Chief Medical Information Officer of Physician Enterprise West at CommonSpirit (Chicago): One of the biggest misconceptions about healthcare today is that the gathering of social drivers of health data will lead to improved patient outcomes in and of itself. The reality is, there needs to be an action plan in place for SDoH with sufficient resources dedicated to this endeavor. Furthermore, special care and consideration needs to go into the process of obtaining these details so that patients feel safe, secure, and seen. These pieces need to be put into place alongside the technical setup for SDoH integration in the EHR. 

Jeffrey Sattler, PharmD, DO. System Medical Informatics Physician of Saint Luke’s Health System (Kansas City, Miss.), BJC Health System West Division: One of the more misunderstood aspects of healthcare in 2024 includes the notion that by default health systems focus on quality as the top priority. Unfortunately, due to financial headwinds, typically financial performance drives too many decisions. A long time ago, a hospital CEO shared with me that he thinks of quality as the best business model for healthcare. I concur, and if hospitals and health systems and others who provide care to patients in the US, took more of a quality first approach, the financial performance will follow. Patients, employees, and others know when quality isn't job one.  

Zeshan Anwar. System Chief Hospital Medicine of The Guthrie Clinic (Sayre, Pa.): "Healthcare is Affordable."

Robert Ghafar, Vice President of Procedures and Therapeutic Operations at MD Anderson Cancer Center (Houston): In 2024, one of the most prevalent misconceptions about healthcare is that access to care and the quality of care received are uniform for all individuals. In reality, disparities based on socioeconomic status, geographic location, and cultural factors significantly impact who can access healthcare services and the standard of care they receive. Addressing these disparities is crucial for achieving equitable healthcare outcomes globally, requiring systemic efforts in policy, infrastructure development, and healthcare delivery to ensure that all individuals receive timely, effective, and equitable care regardless of their circumstances.

Pam Teufel. Senior Vice President and Chief Human Resources Officer of Main Line Health (Radnor, Pa.): The biggest misconception about healthcare in 2024 is that just because Covid cases have decreased that things are back to normal. Things will never go back to pre-2020 normal.  Specifically around the people side of the business — talent is still scarce, expensive and doesn’t stay as long as they used to. New employees have high expectations for processes to be smooth, IT systems to be as easy to navigate as Amazon, and for their manager to care about them as an individual and tailor the work to their strengths.  Oh, and they demand flexibility in their schedule.  The health systems that learn to navigate that first will win in the engagement war and hit their objectives.

Karen Miller, RN. Chief Quality Officer of BayCare Health Systems (Green Bay, Wis.): The biggest misconception is that the people providing your care are just in it for the money, or are basing your care on your ability to pay. In reality, few actual caregivers are aware of insurance status or payer when meeting with the patient and discussing treatment options. Although many in the healthcare field are paid well, others in the United States have seen their income go up in the last few years as a result of inflation and supply/demand changes, many physicians continue to see their income go down with insurers paying less while the cost of keeping a practice open goes up. 

William Davis. President of Illinois Region at Deaconess Illinois (Evansville): I think one of the biggest misconceptions in healthcare continues to be this ideology that the hospitals are obtaining record profits. The facts, however, paint a completely different picture. In a recent press release (May 2, 2024) by AHA depicts a more realistic climate in which healthcare systems continue to experience significant financial pressures. Healthcare systems are not immune to the increasing labor costs, drug costs, and supplies costs compounded with stagnant reimbursement rates. One of the article's key findings indicates that economy-wide inflation grew by 12.4% between 2021 to 2023, which was more than double the 5.2% growth in Medicare inpatient reimbursement over the same period. Many healthcare systems have had to find ways to maneuver with tight bottom lines causing difficult decisions on which service lines to maintain. These types of strategic decisions are what keep many healthcare administrators like myself up at night as we all look to better service our communities with ever increasing financial pressures.

Thomas Maddox, MD. Vice President of Digital Products and Innovation at BJC HealthCare (St. Louis)/Washington University School of Medicine: A big misconception in healthcare currently is that traditional healthcare delivery is fading relative to the new “upstarts” from digital health and Big Tech.

Rather, we are learning that healthcare delivery benefits from integrated and comprehensive systems that can support a patient throughout his or her health journey. That said, it’s essential that these systems learn and incorporate important lessons from the disruptors, including user-centered design, nimble execution, excellent customer service, digitally-enabled services, and a relentless focus on value (which in healthcare is patient health!)

Andreia de Lima, MD. Chief Medical Officer of Cayuga Health System (Ithaca, N.Y.): The biggest misconception is that healthcare is just another industry, comparable to retail or technology. The recent exits of major corporations like Amazon and Walmart from the healthcare sector underscore the industry's unique complexities. Unlike retail, healthcare involves navigating intricate regulations, providing deeply personal patient interactions, and building sustained trust. Even giants like Walmart found it challenging to make primary care profitable due to high operating costs and complex reimbursement systems. Success in healthcare requires more than efficiency; it demands a deep understanding of patient care, ethical standards, and the unpredictable nature of human health.

Nicholas Nussbaum, MD. Director of Medical Affairs and Community Services, Adams Medical Group at Adams Health Network (Decatur, Ind.): That "providers'' are interchangeable parts — it might be apparent (to some) that physicians and APPs are not interchangeable, but the fact that physicians with the same specialty but from different generations are not truly interchangeable either is probably much less apparent to most. Too many organizations look at who is retiring, relocating, etc., and start immediately recruiting for the like/same in a replacement (at least in regard to credentials), instead of looking at the work that provider was doing and assessing who, and with what credentials, would be best suited to do that same work going forward. 

And as part of that "Who" question, the question of "How Many" is almost universally overlooked — ye​t in many cases the right number is not 1-for-1. The changes in training content, scope, structure, etc., across different generations-- even for physicians with the same specialty—drive very large differences in expectations for shift and/or call structure, call duration, clinic arrangements, scope of care, etc. Accounting for these differences (or failing to do so) has been a significant challenge at the organizational level for everyone across the country, regardless of size or geography. Add in the ongoing battles/fluctuations in scope and licensure for APPs, and it becomes clear that assessing what work needs done is probably less than half the battle when deciding who/how many providers to hire.

Frank Anthony Maffei, MD. Chair of Pediatrics at Geisinger Women and Children's Institute (Danville, Pa.): I believe one of the greatest misconceptions is that health care will return to “normal” — a state that will be familiar to most healthcare providers.

We've viewed the pandemic as a crisis that rocked healthcare and something to recover from.

That’s the misconception — unlike recovering from an illness that allows a patient to return to previous function, healthcare in 2024 cannot and should not return to business as usual.

Instead, innovation is mission critical across all realms of healthcare delivery.

This includes the way we personally connect with families, provide preventative services and health insurance, and utilize artificial intelligence technologies — all to improve patient outcomes, and healthcare overall efficiency .

Any change/innovation must be viewed through the optics of the families we serve and not solely providers and insurers.

Ebrahim Barkoudah, MD. System Chief and Regional Chief Medical Officer of Baystate Health (Springfield, Mass.): Here are my four biggest misconceptions about healthcare in 2024:

1. Patient-centric high-quality care models and financial instability: The first significant misconception about healthcare in 2024 is the belief that patient-centric, high-quality care models lead to financial instability. Many assume that focusing on patients' individual needs and providing high-caliber care naturally results in skyrocketing costs. However, this is an outdated perspective. Modern healthcare systems have shown that patient-centric models can actually reduce expenses through preventive care and early intervention. For example, advancements in telemedicine and remote monitoring allow for continuous patient engagement without the need for costly hospital visits. These technologies help identify potential health issues before they escalate into serious conditions requiring expensive treatments. Moreover, value-based care approaches incentivize healthcare providers to prioritize outcomes rather than the volume of services rendered.

2. Financial stability requires compromising quality care The second misconception is that achieving financial stability in healthcare necessarily involves compromising the quality of patient care. Many believe that cost-cutting measures mean fewer resources for patients, reduced staffing, and overall lower standards of care. However, financial stability and high-quality care are not inherently at odds. Efficient resource allocation and the reduction of wasteful practices can significantly cut costs without affecting patient care. For instance, the implementation of blockchain technology in healthcare has the potential to streamline administrative processes, secure patient data, and reduce redundancies, leading to substantial savings. Furthermore, sophisticated financial management tools such as predictive analytics enable healthcare organizations to forecast expenses and optimize budgeting. This allows for the judicious use of financial resources, ensuring that patient care remains uncompromised while maintaining financial health.

3. Threats to workforce stabilization from technological advancements: The third misconception is the fear that technological advancements, particularly AI/ML, will lead to job losses within the healthcare sector. While it is true that AI and ML are transforming healthcare by automating routine tasks and improving diagnostic accuracy, they are not replacing human jobs; instead, they are changing the nature of work in the industry. These technologies free up healthcare professionals from mundane tasks, allowing them to focus on more complex, patient-centric activities that require human empathy and critical thinking. Additionally, new roles are emerging within the healthcare sector as a result of these technological advancements, including positions for AI specialists, data analysts, and cybersecurity experts. Thus, rather than diminishing the workforce, AI and ML are reshaping it, creating opportunities for a more skilled and diverse labor force capable of delivering superior patient care in an increasingly digital world.

4) Blockchain poses major risks to healthcare delivery: The fourth misconception is that blockchain technology presents major risks to healthcare delivery. Critics argue that the adoption of blockchain could expose patient data to new vulnerabilities and complicate existing systems. However, these concerns often overlook the robust security features inherent in blockchain technology. Blockchain’s decentralized and immutable ledger system enhances data integrity and security, making it difficult for unauthorized parties to alter or access sensitive information. This technology can also improve the efficiency of healthcare delivery by facilitating seamless data sharing across different systems and stakeholders, reducing administrative burdens and enhancing patient outcomes. When properly implemented, blockchain has the potential to transform healthcare by safeguarding patient data and streamlining operations rather than posing risks.

Darian Eletto. Chief Clinical Officer of Bergen New Bridge Medical Center (Paramus, N.J.): The biggest misconception about healthcare in 2024 is the idea that being a patient today in any healthcare system means you’re simply a number. This couldn’t be farther from the truth. When someone chooses a system to care for them, it is an honor for those providers and support staff in that organization. We know consumers have many choices when seeking care so when they walk through our doors, we don't take it for granted. Patients want to feel appreciated and cared for and we know it is critically important to develop an individualized treatment plan to address all their needs, not just the initially identified problem. So, when we have a person come to us for care, we want them to know that they are more than a number, and that it is a privilege to be able to treat and support them.

Carman Ciervo. Chief Physician Executive of Cooper Health System (Camden, N.J.): Often the answer to this question will depend on the perspective you are coming from within the healthcare system.

That said, I believe one of the biggest misconceptions is that the Healthcare System in 2024 is rapidly transforming or evolving to a value based care model.

I believe there are aspects of healthcare in 2024 that are driving that model, but for the most part our Healthcare is still very episodic based.

Time and innovation along with appropriate reward will likely lead to a value based model.

This, however, has to be what the consumer, in this case the patient, the insurer and the providers can best assemble a model that is able to serve the majority of the U.S. population.

Laura Duncan. Vice President of Ambulatory and Home Health Operations at Cincinnati Children's: The biggest misconception about healthcare today is that every entrant in the industry is in conflict with one another. There are many instances of unique partnerships, joint ventures, and collaboration across entities that could compete at first glance. For example, Cincinnati Children's growing partnership with Parkview Health is an example where organizations who strive to serve children and their families can create deeply impactful programs. We can do well by working well together!

Quanna Batiste, DNP, RN. Chief Nursing Officer of Ambulatory Care at UCLA Health (Los Angeles): One of the biggest misconceptions in healthcare is that every person receives the same type of healthcare. In reality, the quality and nature of healthcare services vary significantly based on numerous factors, including socioeconomic status, geographic location, and even implicit biases within the medical community. For instance, individuals in rural areas often face limited access to advanced medical facilities and specialists, while those in lower socioeconomic brackets may struggle with financial barriers that prevent them from seeking timely and comprehensive care. Additionally, disparities can arise from differences in cultural competence and communication between healthcare providers and patients. Addressing these inequities requires a multifaceted approach that includes policy reform, community outreachs and continuous education for healthcare professionals to ensure that all individuals receive equitable and effective medical treatment.

Peter F. Crossno, MD. Medical Director of Pulmonary and Respiratory Care, Canyons Region at Intermountain Health (Salt Lake City): The misconception is that good healthcare needs to be exorbitantly expensive and procedural. Sadly the fee-for-service culture has bred a system of capitalization on illness and fear including an over-bloated administrative expense and a maldistribution of resources directed at interventions and new technology as opposed to common sense, high value care philosophies and interventions.

Krishnaj Gourab. Chief Medical Officer and Vice President of the University of Maryland Rehabilitation and Orthopaedic Institute; System Medical Director of Post-Acute Care at the University of Maryland Medical System (Baltimore): The biggest misconception is that AI is going to change healthcare. If we are not thoughtful in implementation, we will end up with a lot of unrealized potential, unsolved problems and a large bill.

Ryan Younger. Vice President of Marketing at Virtua Health (Marlton, N.J.): There are several misconceptions surrounding the biggest buzz word of the year, AI, and how it is positioned as the new solution to all healthcare issues. Certainly, AI is a transformative tool that we need to continue to invest in, but it is now wholly new and it will not magically solve all our challenges. In 2024, we are benefitting from adoption of many clinical decision-making breakthroughs and streamlining many administrative  tasks. To realize all of the potential, we have to recognize that continued evolution will require consumers and providers to build trust (with many other audiences influencing this relationship from media to government). AI holds much promise to help us improve health. There is both an art and a science to how we develop these capabilities with human intervention.

Alexa Kimball, MD. President and CEO of Harvard Medical Faculty Physicians at Beth Israel Deaconess Medical Center (Boston): One of the biggest misconceptions about healthcare in 2024 is the belief that primary care is easy to deliver. This is evident as companies like Walgreens and CVS scale back their healthcare initiatives. Effective primary care goes beyond offering convenient access to checkups or episodic treatments. It requires continuous, long-term relationships between patients and providers, as well as coordination with specialists and support services to ensure comprehensive care. This complexity is far more demanding than many retailers may have initially assumed, underscoring why health systems are typically better suited to deliver this essential care.

Mara Nitu, MD. Chief Medical Officer of Indiana University School of Medicine and Riley Hospital for Children, IU Health (Indianapolis): One significant misconception is that good health is strictly related to the delivery of health services. In reality, good healthcare can only be fully realized if attention is given to the other factors which impact our health, such as living conditions, adequate food and nutrition, and social support. Many of the healthcare systems invest in community health programs to help health maintenance and to ultimately decrease the health care utilization.

Benjamin Layman. COO of University of Chicago Medicine | AdventHealth: That any one organization can do it alone. To truly succeed in building a sustainable system of care that advances the immeasurable potential in the American healthcare system, we must look to build deeply integrated, outcomes driven partnerships across the continuum of care that extend beyond current boundaries. The delivery of healthcare and ultimately the healing we are inspired to provide is complex. The people behind that delivery, the systems of care delivery, and the people we care for, are all infinitely complex.  The complexity and challenges of today may be interpreted as burdensome, and they just may be the spark that gives us a magnificent opportunity to redesign, partner, and evolve to show the world just how amazing the American healthcare system can be.

Micah Eimer, MD. Associate Chief Medical Officer of Cardiology Division at Northwestern Medicine (Chicago): The biggest misconception about healthcare in 2024 is that hiring more providers is the solution to the patient access crisis.

More providers will help however we also need to figure out how to put the right patient in front of the right provider. For maximum impact, the level of the provider's training should match the acuity/complexity of the patient visit which is not easy to orchestrate in the current system. Look to technology, predictive analytics and teamwork to change our approach and make a meaningful impact on access.

Motz Feinberg, MBA, BS. Vice President and Chief Supply Chain Officer of Cedars Sinai Health System (Los Angeles): One common misconception in healthcare is the sole focus on physicians and nurses; however, healthcare is a field with a variety of crucial roles. Everyone, from ultrasound technicians and dieticians to supply chain experts and environmental services is vital to our healthcare system’s success. As the saying goes, it takes a village.

Darrell Bodnar. CIO of North Country Healthcare (Whitefield, N.H.): One of the biggest misconceptions in 2024 is that advanced technology and digital tools alone guarantee better patient care and access. Access to healthcare remains a significant issue. While telehealth and digital platforms have improved care delivery, many patients in rural or underserved areas still face barriers due to limited internet access, digital literacy, and high costs.  There are also fewer providers available, and for some specialty practices, the wait times are measures in months if not years. Secondly, affordability continues to challenge patients. Advanced technologies require substantial investments, which can lead to higher healthcare costs. The belief that these technologies will automatically lower costs overlooks the complex financial dynamics in healthcare. Technology should be a conduit to improve access to care, including insurance approval and prior auth’s. Instead, we are seeing them used to create automated barriers to approval.

From my perspective, it's crucial to ensure technology investments translate into benefits for all patients. This includes advocating for policies that promote digital equity, expanding broadband access, improved approval turnaround time, and designing user-friendly systems and workflows that improve access to care. The misconception is that technology alone can solve issues of access and affordability.  Local and timely access to healthcare is not guaranteed, in fact I feel it is declining besides our best efforts to leverage technology to improve it.

Michael Dolan, MD. Chief Clinical Officer of the Gundersen Region at Bellin and Gundersen Health System (La Crosse, Wis.): The biggest misconception is that artificial intelligence and technology will replace the fundamental interaction between one patient and their clinician, and the sharing of that patient’s journey. So much of healing comes from listening to the patient’s story and figuring out what is most important to them and guiding them to their perception of their best life. One of the most frequent things I hear from my patients is how much better they feel after being listened to. No new medications or procedures, no computer in between the two of us. Just allowing a quiet space for them to talk about what is impacting them and helping them to address the barriers to feeling better.

Ceonne Houston-Raasikh. Chief Nursing Officer of Keck Medicine of USC, Keck Hospital (Los Angeles): The biggest misconception the public has is that hospitals are reimbursed for all of the care they provide. It would be extraordinary if hospitals operated similar to other industries- you provide the services, send the bill and receive payment. Unfortunately, we healthcare executives know that is not the way the U.S. healthcare system is designed.

Seanna-Kaye Denham-Wilks, PhD. Chief Experience Officer of NYC Health + Hospitals Kings County (Brooklyn, N.Y.): The biggest misconception about healthcare in 2024 is that we have outsourced patient care to technology, eliminating the human touch. Now more than ever we are prioritizing personalized care that considers the humanity of each person in the healthcare encounter. For those of us who work in anchor institutions in the public healthcare sector, we take particular pride in knowing that our efforts are removing barriers to care and improving health outcomes for our neighbors, loved ones, and community.

Ryan Nicholas, MD, FAAFP. Chief Quality Officer of Mercy Medical Group, CommonSpirit Health (Chicago): Misconception: Rising cost of care delivery is the greatest threat to healthcare systems.

Rising cost of healthcare delivery is a symptom of restricted access to necessary resources. The market will respond by producing necessary resources to respond to demand if allowed to do so. The existential threat to the system is the growing provider shortage. A growing gap in the number of available qualified providers compared to the demand for care is the rate limiting factor with the greatest risk of preventing effective care system performance. The healthcare workforce shortage is not an easily or quickly replaced resource and there is a tipping point where we will see more providers retire or seek alternative revenue streams when the burden of care exceeds their capacity. This poses greater risk for accelerating the spiral of provider burnout and shortage.

Julie King. Area Vice President and Chief Diversity Officer of Illinois Market at Advocate Health (Charlotte, N.C.): The biggest misconception about healthcare in 2024 is that we should continue to approach healthcare delivery using the same methods that were successful in previous years, and/or that all patients should receive the same care plans to assure the same successful outcomes. When we know better, we do better. And we know that patients’ demographics can still influence their outcomes, because health inequities continue to exist. This misconception has hardwired our organizational commitment to drive transformative equity in the communities we serve.

George Cybulski, MD. Chief of Neurosurgery at Humboldt Park Health (Chicago): All is not as it seems regarding the “health” of healthcare.

The biggest misconception about healthcare in 2024 is that we were able to return to business as usual following the COVID-19 Pandemic. Healthcare as an industry is facing what the late Andy Grove, founder of Intel, called an inflection point, that is, a crisis that challenges the business strategy and very survival of an industry. For Andy Grove’s Intel it was competition affecting their business of selling “chips” and for healthcare it’s developing and deploying innovation to not only recover from the effects of the pandemic burning out frontline staff, but also to improve the quality, safety, and outcomes of patient care and most significantly the accelerating cost of healthcare.

The bureaucracies of healthcare organizations are designed to manage delivery and not so much to evaluate innovation. Recognition of the inertia of the status quo of these bureaucracies is the first step to recognizing the need for change and the solution for it.

Admiral James Stockdale, the longest serving American POW during the Vietnam War survived his eight years of captivity by: (1) Confronting the reality of the situation that he faced, and (2) Not losing faith that he could overcome it.

The demand on leadership in healthcare delivery organizations has never been greater to realize the challenges and to be open to innovative solutions for meeting those challenges.

Vishal Bhalla. Senior Vice President and Chief Experience Officer of Advocate Health (Charlotte, N.C.): Each person in healthcare is driven to serve and work hard to deliver and innovate to improve patient outcomes and experiences.

Some leaders within healthcare believe they can innovate in their silo of expertise.

Sometimes we forget that while we are subject matter experts in our “verticals” and innovate within it, our patients travel “longitudinally” across our various verticals.

Each time we innovate within our space, we potentially create more hurdles for our patients and often our colleagues.

The unintended initial consequences of this include frustration, loss of perceived efficacy and burnout for our colleagues, and complexity, cost and confusion for our patients.

We must collaborate along the journey of the patient and the colleagues, where the patient is “received from” and then to whom the patient is “handed off to”.

Customer Centric Design is imperative.

Working with colleagues at the “front” of the delivery of care and those who enable it is key in success and sustainability.

James Burroughs. Senior Vice President of Government and Community Relations and Chief Equity and Inclusion Officer at Children's Minnesota (Minneapolis): The biggest misconception in healthcare in 2024 is that healthcare systems will be able to cut (reduce expense) our way to sustainability and quality healthcare services in the future. The reality is that healthcare must change the structure, service delivery model and culture of healthcare and health equity in order to provide future sustainable and affordable quality care for patients and families. Healthcare must incorporate equitable and inclusive care strategies into future care delivery for all patients and families to create long term success.

Eric D. Katz, MD, MBA. Physician Executive of Medical Specialties and Graduate Medical Education at Banner Medical Group; Professor of Emergency Medicine and Internal Medicine at University of Arizona College of Medicine (Phoenix): The biggest misconception about healthcare today is that we have returned to a steady state. Now that the pandemic has settled out, there’s an expectation that we can get back to business as usual. Yet we have had radical changes in our workforce and supply chains, the finances of healthcare have continued to morph, and we are looking at an unprecedented disruption from AI and biotechnology. Successful healthcare systems are the ones that can roll with the waves, adjust to the occasional disruption, and still find ways to be great places to work and receive care. It is quite a challenge, and it is a challenge that motivates Banner Health and its leaders to continue to think about how we can evolve to be better.

Alon Weizer, MD, MS, CPE. Chief Medical Officer and Senior Vice President of Mount Sinai Medical Center (New York City): Artificial intelligence has dominated the conversation in many industries in 2024 and healthcare is no exception. A significant misconception amongst healthcare professionals is that AI will somehow replace them. 

In reality, healthcare professionals and systems that successfully embrace AI will be able to focus on high-value, patient-centered care, freeing clinicians from administrative tasks that occupy a significant amount of time away from patients. 

However, AI is not without risk, and it is critical that health systems create governance structures to oversee implementation of these models. This includes identifying potential biases that could exacerbate patient care disparities and continuously evaluating the risk versus benefit of these rapidly evolving tools.

Patricia McClure-Chessier. Chief of Operations, Patient Safety and Strategy at Streamwood (Ill.) Behavioral Healthcare Hospital: Easy access to mental healthcare services remains a misconception. Access to mental healthcare services has improved, but that does not mean the intricacies within the system have been resolved. For example, resources in rural areas continue to be scarce due to health insurance limitations and restrictions. Staffing and provider shortages are also barriers, which inhibits access to mental healthcare services. The demand in the mental healthcare workforce is great. However, the supply does not always match the demand. There is a huge staffing and provider shortage in healthcare across the industry. Geographic’s plays a huge role in the accessibility to mental healthcare. Access, quality, and cost are factors, in the availability to those needing mental healthcare services, particularly in rural communities.  

Lingering effects of the pandemic have also left its challenges, as we have observed an increase in individuals of all ages, experiencing anxiety, depression, insomnia, and in worst cases PTSD.  Additionally, it was reported by the World Health Organization (WHO) that social determinants have a major impact on people’s health, well-being and quality of life; which can contribute to health disparities and inequities, ultimately affecting access to care.  

The U.S. is experiencing a mental health crisis amongst the child and adolescent population.  Socioeconomic challenges, cyber-bullying, environmental challenges, social media, isolation, PTSD and negative peer pressure are contributing factors, and have increased the demand for mental health care services. Consequently, youth are reporting feelings of sadness, hopelessness, loneliness, anxiety and depression more frequently. As a society, we have raised awareness of the importance of mental health care, and highlighted the health disparities and inequities that exist.  However, we have to become more aggressive and solution-focused, in removing barriers that impede access to affordable and accessible mental healthcare.      

Kyle Asay. Director of Strategic Initiatives at Stanford Health Care (Palo Alto, Calif.): One common misunderstanding in healthcare is the belief that the decrease in startups and venture funding from 2020-2022 indicates a bleak outlook for the industry. While the pandemic did lead to a surge in healthcare startup activity, a downturn in funding does not necessarily signify a lack of opportunity for innovation. It is important to recognize that hospitals may be more cautious with their investments due to capital constraints, leading them to be more strategic in their selection process.  

Joel George, MSN, RN. Executive Director of Retail Services at AdventHealth Parks & Training Center (Altamonte Springs, Fla.): The biggest misconception about healthcare in 2024 is that it will become less accessible to the general public due to population growth. While efforts to expand coverage and reduce costs are ongoing, the industry is increasingly also witnessing a surge in high-end experiences and catering to consumer behavior in health and wellness. As an organization dedicated to health equity, we recognize the importance of bridging the gap in healthcare access. To this end, we are creating more accessible care options by focusing on facilities that merge concierge healthcare and after-hours access to the community. By extending operating hours and providing affordable, high-quality care in accessible locations, we aim to ensure that more people, regardless of their socioeconomic status, can receive the medical attention they need outside of traditional office hours. This approach not only addresses immediate health concerns but also alleviates pressure on emergency services, contributing to a more equitable healthcare system overall.

Dawn Rock-Tremble. Senior Vice President and Chief Compliance Officer of Encompass Health (Birmingham, Ala.): I believe one of the biggest misconceptions about healthcare in 2024 is that generative AI will have an immediate and transformative effect on the industry.  While segments of the industry have long used AI, and other segments will benefit greatly from its expanded use and immediate adoption, an industrywide metamorphic revolution is quite a few years away owing in part to uncertainty around the technology and lack of regulatory standards.  Its ultimate place in healthcare still remains to be seen, and is likely more than a few years away.  

Holly Lee. Vice President and Chief Audit Executive of Parkview Health (Fort Wayne, Ind.): While groundbreaking technology and data-driven approaches can indeed enhance health outcomes, it’s essential to remember that healthcare fundamentally revolves around people and relationships. The patient-provider relationship is at the core of healthcare. Trust, empathy, and effective communication between healthcare professionals and patients significantly impact outcomes. We must strike a balance between leveraging technology and maintaining compassionate, personalized care and meaningful relationships.

Tracey Spangenberg. Associate Chief Pharmacy Officer of UCSD Health (San Diego): I think the answer differs depending on the audience asked. Healthcare has many stakeholders: patients; employers; providers; health systems; payers ; manufacturers; wholesalers to name a few.  Each I think would have misconceptions based on their perspective and experience. One overarching misconception I have seen across stakeholders is the perception we have a health “care” system.  The economic engine behind all of it is an insurance industry model. This model revolves around sharing the cost burden by pooling resource dollars via premiums to mitigate individual risk and simultaneously reduce the number and value of the claims. It is less about care and more about financial risk. We have a health insurance system, understanding this and the role each stakeholder has in that economic equation is key to evolving our healthcare to one that is aligned by a common goal of keeping individuals healthy and productive. A win across the stakeholder continuum.

Naz Khan, MD. Chief Medical Officer of Catholic Health Physician Partners (Garden City, N.Y.): In 2024, one of the biggest misconceptions about healthcare is that it is more about treating illness rather than promoting wellness and prevention. Many people still view healthcare as a reactive, episodic and fragmented service rather than continuous and coordinated care with a focus on prevention and health management. This misconception overlooks the growing emphasis on preventive care, lifestyle changes, and holistic approaches that aim to improve overall health and reduce the incidence and burden of chronic diseases. Healthcare in 2024 is increasingly focused on early intervention, patient education, and personalized medicine, aiming to place the patient at the center of the care team to enhance both the quality of life and longevity of individuals and populations.

Ekta Vyas, PhD. Chief Human Resources Officer of Keck Medicine at University of Southern California (Los Angeles): We have had numerous predictions and discussions about progressive integration of AI in healthcare HR and workforce delivery models in 2024. This leads to a misconception about the readiness of the healthcare industry for AI to provide solutions to critical workforce issues, generate more efficiency and reduce cost.

Achieving success with AI requires a robust infrastructure of quality data that’s constructed with unbiased algorithms to drive non-discriminated decisions. This is a crucial factor for effective workforce management. Most healthcare organizations are not even positioned with full expertise in leveraging people analytics due to data fragmentation across different systems and lack of internal staff skill set in data science.

Making a leap from basic data analysis and people analytics to AI for HR may be a vision for the emergent future, given right investments are made to establish good data infrastructure for managing the “people” and “talent” functions. More importantly, we have not yet mastered a good basis for AI explainability, i.e., the ability to take an AI model and understand why it did what it did. Healthcare HR is more vulnerable to this issue as a heavily regulated industry around labor and workforce issues.

Kari McCord, MSN, RNC-OB, C-EFM, NE-BC. Chief Nursing Officer of Texas Health (Arlington): One of the biggest misconceptions about healthcare in 2024 is that the need for in-person medical visits have been replaced by telemedicine and/or other digital health solutions.  While telemedicine vastly expanded during the COVID-19 pandemic, it cannot entirely substitute the need for physical examinations, diagnostic testing, and a hands-on approach. In-person visits and telemedicine each have their own unique roles, but both are needed for a comprehensive healthcare model. 

Caroline Rochon, MD. Chief of Transplantation Surgery at SUNY Downstate Medical Center (Brooklyn, N.Y.): I believe the biggest misconception about healthcare today is that embracing digital technology in healthcare will facilitate access to care and that via AI healthcare organizations will deliver more equitable services. Digital health literacy is still understudied and whether broader adoption of digital technologies when facilitating and monitoring healthcare services will truly bring equity or will further the existing gaps is still uncertain. Embracing carefully and with equitable intent digital technologies is primordial. Focusing constantly on bettering access to care for all and asking who is not getting the services we offer should be our goal.

Tina Bishop Citro, DNP, RN. President of WellSpan Ephrata (Pa.) Community Hospital: A misconception many people have about healthcare in 2024 is that technological advancements like AI will reduce the need for medical professionals. While AI innovations have greatly improved areas such as medical documentation, clinical workflows, diagnostics, and patient experiences, it is not infallible. AI is an amazing tool that will continue to assist and support healthcare providers and cannot replace essential elements of healthcare including human expertise, empathy, and nuanced decision-making. WellSpan Health is using AI to enhance patient care and safety, and to improve team member and provider efficiency.

Stephen DelRossi. CEO and CFO of Northern Inyo Healthcare District (Bishop, Calif.): There are multiple misconceptions surrounding healthcare in 2024, many of which have persisted for decades — hospitals make exorbitant profits. For me, I am told that computers, in particular AI, will replace physicians. While I agree that A.I. may be useful at some point in the future with differential diagnosis, the technology is not mature and reliance would be malfeasance. Unfortunately, many with whom I speak are skeptical of my response — I guess their internet search is more valuable to them than a fully trained and qualified practitioner.

Stephen Rinaldi. Senior Vice President and Chief Revenue Officer of University of North Carolina Health Care System (Chapel Hill): I believe a major misconception is the idea that hospitals are resistant to price transparency efforts. In general, price transparency is a good thing. But, at the same time, efforts at transparency shine a light on how complicated the system is. We would love to provide more price transparency, but we don’t always know the full scope of care that will be needed for an individual patient. At the same time, different contracts with payors mean that the price is different for different patients. Since hospitals are only one aspect of the cost equation, transparency efforts don’t always show the full picture. The industry needs to continue to pursue ways to make it easier for patients to understand what care will cost them.

Elham Yousef, MD, MBA. Vice President and Chief Medical Officer of Bayshore Medical Center, Hackensack Meridian Health (Edison, N.J.): There are many misconceptions about healthcare in 2024. I believe the biggest ones are related to artificial intelligence and advancement in technology. There is a presumption that AI is going to replace healthcare professionals. It is undeniably AI, ML and NLP, are outstandingly enhancing healthcare professionals' diagnostic accuracy, treatment precision, and patient monitoring capabilities, but, they remain tools that enables us to transform healthcare, optimizing services, augmenting traditional structures, but can never replace human judgment, empathy, and ability to understand complex patients' histories, emotions and expectations. 

Another misconception is that technological advancements like telemedicine and digital health like mobile apps have made healthcare more accessible and equitable. Nevertheless these technologies have improved healthcare access and accelerated transformation to many, especially during the peak of COVID-19 pandemic, many underserved populations are still facing significant barriers to these technologies, which subsequently continue to add to the existing disparities.

Jim Zolnowski, MSN, RN. Vice President and Chief Nursing Officer of Glendale Memorial Hospital and Health Center, Dignity Health (San Francisco): A prevalent misconception about healthcare in 2024 is that we can continue practicing as we always have, without adapting to evolving care models. The reality is that nursing must evolve with these changes, embracing new roles and responsibilities to meet modern healthcare demands. Additionally, the outdated practice of bundling nursing care into room charges needs to change, recognizing the specialized, value-driven contributions of nurses as distinct and critical components of patient care.

Nancy Beran, MD. Vice President and Chief Quality Officer of Ambulatory at Northwell Health (New Hyde Park, N.Y.): One of the biggest misconceptions about healthcare in 2024 is that technology alone can resolve our healthcare challenges. While AI and telemedicine have improved screening and access, they cannot replace the vital human-centered approach necessary for addressing the mental health crisis impacting over 21 million adults with depression. True progress demands integrating technology with compassionate, patient-focused strategies, emphasizing empathy and holistic care. We must also prioritize collaboration among healthcare providers and invest in community-based programs. This comprehensive approach is essential to effectively tackle disparities, enhance affordability, and improve disease management.

Michael Prokopis. Vice President of Supply Chain at MD Anderson Cancer Center (Houston): I feel the biggest misconception is that healthcare is the same now as it was before the pandemic. While we do not face the same challenges as we did during the height of the pandemic, we have seen lasting impacts to supply chain practices that persist in 2024. Inflation and order backfills continue to make our work difficult, requiring our team to think carefully and strategically about how to manage inventory and seek out alternatives so that our physicians can continue to deliver high-quality care while we work to minimize excess costs.

Lewis W. Marshall Jr., MD, JD. Chief Medical Officer; Affiliate Dean; Assistant Professor, Clinical Medicine of Weill Cornell Medicine at Lincoln Hospital (Bronx, N.Y.): I think the biggest misconception in healthcare in 2024 is that AI will solve our clinical practice problems. While AI is promising, and will help improve some processes such as documentation, recommending possible diagnosis and treatment options we have a long road ahead. One significant challenge will be the ethical and equitable use of AI in populations. Understanding that the large data sets used to develop AI might have inequity built in, patient groups not included in the large data sets won’t benefit as much from the use of AI in healthcare.

Sandra Johnson. Vice President and Chief Revenue Officer of MedStar Health (Columbia, Md.): Too many of us have not accepted that the world has changed, and healthcare must change with it. Healthcare has always lagged in innovation and technology. We do wonderful things in the research arena but we are not as savvy when it comes to how healthcare should be delivered. Staff is no longer in the office. Patients no longer want to come to facilities. We must start meeting them where they are.

Lyndon Edwards. COO of Loma Linda University Medical Center (Calif.): The biggest misconception about healthcare in 2024 is that financial stability has been achieved now that we are past the pandemic. Healthcare systems continue to grapple with rising costs for supplies, pharmaceuticals, and labor, while reimbursement rates have not increased at the same trajectory. This financial squeeze hampers our ability to invest in innovative technologies and patient care initiatives. This is particularly true for safety-net health systems such as LLUH. Furthermore, the long-term impacts of the pandemic, such as higher acuity patient cases and increased mental health needs have increased strain on providers. Ongoing support and innovative financial models are essential to ensure healthcare systems can provide the vitality that our communities need.

David Verinder, MBA. President and CEO of Sarasota (Fla.) Memorial Health Care System: One of the most prevalent misconceptions about healthcare is the assumption that all hospitals offer similar scopes of services and standards of care. In reality, there are significant differences among healthcare providers, ranging from their training and experience to an organizationwide commitment to community and investment in mission services and advanced levels of care. For example, Sarasota Memorial Health Care System provides a wide variety of specialized care while also serving as the region's health care safety net, with Sarasota County's only trauma center, obstetrical services, neonatal intensive care unit, inpatient pediatrics unit and behavioral health hospital for patients of all ages.

Tyler Price, MD. Emergency Medicine Physician of Avera McKennan Hospital & University Health Center (Sioux Falls, S.D.): I often dispel the myth that telehealth professionals work alone in dark rooms at home. Modern telehealth extends beyond scheduled appointments for urgent care, specialty consults, or primary care consults. I work in a virtual emergency department (ED) with a team of physicians and nurses, offering peer-to-peer consults and emergency care. This teamwork allows bedside providers to deliver advanced care virtually in critical situations. Whether it's in an ED, an ambulance, or during a crisis call, clinicians can appear on screen instantly to support on-site teams by guiding practitioners through emergency procedures, diagnosing and arranging transfers for severe conditions, or assisting overburdened nurses with documentation and logistics. The reality is that telehealth is enhancing care across all settings, ensuring patients receive the highest quality care regardless of where they are.

Edward Kim, MD. Vice Physician-in-Chief of City of Hope (Duarte, Calif.); Physician-in-Chief of City of Hope Orange County: One of the greatest misconceptions in cancer care today is that health equity is solely about equal access to treatment. While care access disparities exist, inequities also persist in other areas such as data analysis, acceptance of evidence-based integrative oncology, and clinical trial recruitment. Data analysis can both aid and impede the elimination of health disparities. A surfeit of data absolutely improves our understanding of disease, but it is crucial to disaggregate data by race, ethnicity, gender, and other key factors. Without this detail, we fail to recognize the nuanced challenges faced by different populations, hindering health equity efforts. Furthermore, clinical trial recruitment often lacks diversity, sometimes because of antiquated restrictions. This situation can lead to treatments and therapies that inadequately represent the true cancer population. Addressing inequities in cancer clinical trials is not just a matter of access; it’s just good science.

Scott Nygaard, MD. COO of Lee Health (Ft. Myers/Cape Coral, Fla.): A misconception is that the marketplace and utilization of a competitive business model will fix all that ails the American healthcare "system." Is healthcare really a marketplace, in which the forces of competition will solve for many of the complex problems we face, such as health care disparities, cost effective care, more uniform and predictable quality and safety outcomes, mental health access, professional caregiver workforce supply, etc? It is interesting that we continue to make small changes hoping to get significantly different results, the evidence year after year suggests that this approach is not successful and yet we fear major reform despite the outcomes.

Stephanie Everett. Administrator and CEO of Mountrail County Medical Center (Stanley, Md.): The misconception is that the hospital collects the full amount that is billed to the insurance company. So in essence, the clarity of a patient's bill. What is considered outpatient services.  What is considered In-Patient services. What goes to deductible. What is included in the copay. Commonly, patients feel that copay is all they need to pay.   

John Mallia. Interim CFO of Arnot Health (Elmira, N.Y.): 2024 Healthcare Misconception: Hospital financial performance has stabilized since the pandemic.

Reality: While the mean performance may have improved, the disparity between the Haves and Have-Nots has widened which weakens the industry as a whole.   

For hospitals that didn’t have their balance sheets devastated by the pandemic and/or the ensuing inflationary cycle, things are looking up. They were able to take the initiative with investments in growth.

Safety nets and other institutions with thin balance sheets going into the crisis were unable to make strategic investments while funding operating losses. For them deferred capital has increased, and market share is now lost to the "Haves."

Neel Butala, MD. Medical Director of Structural Heart Disease and Intervention at VA Eastern CO Healthcare System; Assistant Professor of University of Colorado School of Medicine (Aurora): I believe the biggest misconception about healthcare in 2024 is that AI will add value by replacing large portions of healthcare delivery. There is tremendous hype around AI, and there is significant potential for AI to enhance healthcare in 2024. Presently, AI is excellent at automating manual, repetitive tasks, which are omnipresent in healthcare in 2024. However, it will take time for AI to be refined and trusted enough to replace portions of healthcare delivery that are patient-facing, which currently constitute the bulk of value generation in healthcare.

Tracea R. Saraliev. Board Member of Dominican Hospital Santa Cruz (Calif.); Board Member of PIH Health: I think the biggest misconception of healthcare in 2024 is that with the advent of consumerism and increased financial transparency in healthcare, consumers think they understand the complex economics of healthcare, but in reality they still don't. As healthcare leaders we need to increase our efforts to simplify and improve healthcare economics given that healthcare accounts for almost a fifth of Gross Domestic Product ($4.5 trillion, 17.3% of GDP in 2022).

Despite increased ownership of healthcare by consumers the economics of healthcare remain largely misunderstood. For example, consumers erroneously believe that they always pay less for care with health insurance. However, a patient can pay more for healthcare with insurance than without as a result of the negotiated arrangements hospitals have with insurance companies and the deductibles of their policy.  In fact, the majority of those with medical debt have insurance rather than do not.

Additionally, consumers misunderstand that the cost of an episode of care is consistent across providers. Even with increased financial transparency the cost of care is usually unavailable prior to an encounter and variation in pricing exists across providers.  

Similarly, there is a huge misperception by consumers that healthcare profitability is evenly distributed within the ecosystem of healthcare. This distortion is even more severe among health system providers where there is a wide variation in margin based on payer mix, contracted insurance rates, geographic markets, service lines and portfolio composition within the continuum of care. Some health systems can't stay afloat and are being forced to sell while others remain highly profitable and are on a buying spree to grow and diversify.   

Healthcare economics very much remains paradoxical to even the most savvy of consumers. 

Bethany Daily. Executive Director of Perioperative Services and Healthcare Systems Engineering at Massachusetts General Hospital (Boston): Physicians are very often organized into group practices, but that does not mean that they are thinking or acting in a unified manner when it comes to their clinical care. Surgeons, especially those in an academic medical center environment, are still very much working according to their own preferences in terms of technology choices. They are often less aware than we would expect of their peers’ (meaning the people in their practice) practice styles and supply/implant decisions.

Heath M. Roberts. Chief Administrative Officer of Henry Ford Health Healthy Populations (Detroit): From my perspective, one of the biggest misconceptions about healthcare in 2024 is that hospitals own the primary opportunity for success. An important opportunity for improvement and sustainability will continue to evolve to patient/member and provider relationship and health journey.

Thomas Bates, BSN, RN. Chief Quality Officer of Keck Medicine of USC (Los Angeles): One of the biggest misconceptions is that fundamental change that leads to health system improvement cannot be accomplished without expending significant human and financial resources. At Keck Medicine of USC, we’ve challenged those assumptions by creating a Keck Academy for Continuous Improvement, an intensive program for staff and faculty that teaches them about evidence-based lean and quality improvement tools and methodologies. We have found that those who enter the healthcare workforce have an innate desire to improve and once given formal continuous improvement training, are particularly creative and effective at figuring out how to optimize quality and safety. These improvements set off chain reactions across the health system that optimize the healthcare value equation, making it very easy to justify continuous improvement as a foundational tenet of a successful healthcare business strategy.

Bob Sarkar. President and CEO of Arkansas Health Network (Little Rock): One of the biggest misconceptions about healthcare today is that making healthcare affordable is the sole responsibility of health systems. The reality is that affordable care is sustained as a result of health systems and payers working together. For the past several years, health systems across the country have answered the call to be more transparent about the cost of healthcare; yet little attention is being given to payers and the role they could play in keeping healthcare costs reasonable. Payers continue to propose nominal increases in reimbursement rates during contract negotiations which don't do anything to offset mounting inflationary pressures, leaving both health systems and patients few options. This dynamic is one of the most misunderstood drivers of cost in the American healthcare system and one that deserves significant discussion.

Ria Paul, MD. Clinical Associate Professor and Chief Medical Officer of Stanford Health Care Alliance; Executive Medical Director of the Value Based Care Program and Associate Chief Quality Officer of Population Health & Ambulatory Quality at Stanford University School of Medicine (Palo Alto, Calif.): Access is not an issue in larger healthcare systems- appointments are easily available for various specialties. This a major misconception as larger health systems have issues with specialty access particularly for specialties like gastroenterology, dermatology, cardiology amongst others. Health systems are focusing on streamlining care to increase availability for impacted specialties utilizing various modalities like virtual visits and increasing workforce resources: mid level practitioners

Annmarie Lyons. Vice President of Women's Health Service Line and Executive Administrator of the UPP Obstetrics Department, Gynecology and Women's Health at UPMC Magee-Womens Hospital (Pittsburgh): That we are "back to normal" post COVID. Our providers and staff are much more burned out, margins are tighter than pre-covid levels, and patients are more acute. We have learned from COVID to be more creative, but with increased complexity in our people, resources and patients, creativity can sometimes not make it across the finish line.

Jen Moore. Vice President of Payor Relations and Payment Innovation and Chief Operating Officer at MaineHealth (Portland): One of the greatest misconceptions in healthcare in the U.S. is that healthcare is driven solely by hospitals and providers. The healthcare delivery system in the U.S. is incredibly complex and requires a strong public health infrastructure, community providers, research institutions, and back office functions to support a patient through their healthcare journey. The current payment system doesn’t adequately address this complexity and, in fact, contributes to higher costs of healthcare by promoting transactions over outcomes and volume over value. We can do better.  

Tamara M. Campbell, MD, PsyD. Executive Director of VHA Office of Mental Health in the U.S. Department of Veterans Affairs (Washington, DC): Unfortunately, the biggest misconception/denial/stigma is that mental health is not health. Mental health is health and there isn't one medical specialty that mental health isn’t involved in some way. It is difficult if not impossible to recover when one’s mind is challenged.