The upcoming AI Health Summit by Newsweek spotlights a significant shift from previous digital health forums. The primary focus now lies not in the capabilities of AI but in human intervention and roles within health care systems. When algorithms signal potential health risks, it is essential to determine the responsibility for acting on the information. Similarly, AI’s facilitation in managing conditions traditionally requiring specialists prompts a reconsideration of clinicians’ roles. Furthermore, AI’s capacity to swiftly draft clinical trial protocols calls for reevaluating the associated bureaucratic processes. Changes introduced by AI in health care workflows necessitate a reanalysis of the surrounding steps.
Health systems and technology developers have showcased AI’s remarkable potential. However, integrating AI into entrenched workflows and decision-making frameworks poses a distinct challenge. Currently, the pivotal questions in corporate discussions revolve around roles, sequences of actions, decision-making authority, and adaptations necessary for outdated methodologies. Although low-tech solutions may seem straightforward, they do not lack complexity.
“Low-tech does not mean less complicated.”
In recent analyses, AI performance has shown significant progress in benchmarks. The 2026 Stanford AI Index highlighted substantial improvements in AI capabilities, including advanced reasoning and problem-solving benchmarks. AI’s ability to independently tackle real-world software engineering challenges saw a sharp increase from 60% in 2024 to nearly 100% in 2025. Similar advancements were noted in computer task proficiency, with performance leaping from 6% to 75%. In the Humanity’s Last Exam, a deliberately challenging benchmark, frontier models improved by 30 percentage points within a year.
The juxtaposition between AI’s rapid evolution and human-paced progression constitutes a notable theme at the Summit. Health care, inherently anchored in human interaction, does not evolve instantaneously. Leaders need to reconcile with this discrepancy. Tech companies often advance at a pace unmatched by the health systems they serve, which requires a more prolonged realization of their offerings’ value.
Dan Shoenthal from MD Anderson Cancer Center emphasizes the importance of experimentation in adapting to AI’s capabilities. While paper plans may offer guidance, practical hands-on interaction with technology remains indispensable for understanding necessary role evolution.
“You can write it down on paper and plan all you want, but until you start to actually get your hands on the technology and experiment with it, you’re never going to know.”
Executives often express concerns about lagging behind in AI adoption. Shoenthal suggests focusing less on competitive pressure and more on sharing effective practices. This mindset encourages collaboration and a collective recognition of “good” practices.
The discourse on AI in health care continues with major developments in CMS’ WISeR model, which faces delays and technical issues. This model, using AI-assisted reviews for prior authorization in six states, has shown extended request times beyond the expected 72 hours and system outages leading to significant approval delays. Concerns arise about the extent of testing before deployment, prompting CMS to assert a human clinician’s review of denials and promise corrective measures.
Meanwhile, CMS’ ACCESS model is preparing to encompass additional conditions such as heart failure and COPD by 2027, with technology-supported and outcomes-based care structures. This expansion signifies growing integration between AI-driven solutions and traditional care methods.
Memorial Sloan Kettering Cancer Center and OpenEvidence are collaborating to enhance precision oncology, embedding MSK’s OncoKB database into workflows nationwide. This integration enriches cancer-genomics insights for clinicians, extending MSK’s specialized expertise beyond its immediate sphere.
A significant administrative shift involves health care leadership roles. Dr. David Skorton, AAMC CEO, is set to retire next June. As AAMC’s president, he navigated the organization through the COVID-19 pandemic, advocating for scientific respect. His successor search is underway.
The narrative around AI continues as Notable, a health care AI firm, appoints Dr. Nicholas Desai as its chief medical officer, leveraging his experience from Houston Methodist. UH Health names Beto López as head of its new Institute for Digital Healthcare Transformation, tapping into his foundation in health care innovation initiatives.