Health systems are spending more on technology than ever, but many digital and C-suite leaders still face tough questions about substantiating value and investment strategies.
When ROI is siloed or unclear, innovation can stall, governance can break down and technology is perceived as a cost center rather than a strategic asset. Traditional financial models often miss clinical and operational value, leaving leaders without a comprehensive, longitudinal impact perspective.
This panel brings together executives from Stanford Health Care, Mass General Brigham, and Southern Illinois Healthcare to unpack how leading systems are addressing these challenges head-on. Speakers will share how they're closing visibility gaps, centralizing decision making, and creating repeatable methods to measure value across the organization.
The discussion will explore how to transition into maximum-impact mode with coordinated technology strategies that support enterprise priorities and win executive buy-in.
Key insights include:
- Common reasons ROI remains difficult to prove in health systems
- How centralized governance supports better decision-making
- Strategies to make technology value visible and sustainable
- Lessons from systems successfully substantiating enterprise-level technology impact
