1. AI: Booming potential, emerging strategy: The conversation around AI enablement is moving from narrow AI use cases to foundational models (e.g., large language models) that promise to unlock broader use cases and outcomes across business operations, clinical operations, and care delivery. To meet the potential and secure an AI advantage, LHS executives must devise and execute a strategy even as the path forward evolves rapidly.

2. Tech-enabled workforce optimization: LHS have contended with a vicious cycle of workforce dynamics: shortages, leading to burnout, leading to turnover – which has weakened operating margins and limited access to care. Innovations in care delivery, enabled by “smart tech,” have the power to break this cycle, but they require buy-in and skill building across the entire organization.

3. Rationalized investment opportunities: In response to eroding margins and competitive pressures, an increasing number of LHS have pursued opportunistic revenue diversification strategies. Now, many are scrutinizing these investments based on their growth potential and scalability. This requires rationalizing areas of focus and developing sound partnership strategies.