Reframing AI in Healthcare: How AI is Transforming Patient Access

In this insightful interview, Stephanie Conserette, Global Head of Software and AI Portfolio Strategy at GE Healthcare, discusses the transformative impact of AI in healthcare. As the rapid advancement of AI technology reconfigures the industry, critical questions are raised regarding its responsible use. Join us to explore how healthcare leaders can navigate the complexities of AI implementation and ensure it enhances rather than replaces human care.

Disclaimer:

The views and opinions expressed by the guest on this podcast are solely their own and do not necessarily reflect the official policy or position of GE Healthcare

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Transcript

SPEAKER_01 0:00

The result is that clinicians spend less time navigating systems and more time focusing on their patients. And that's where AI is most powerful, not replacing human care, but protecting human care.

SPEAKER_00 0:15

Hello and welcome to Codex Futures, a triptych podcast. In this series, we'll be decoding how leading brand organizations can thrive in the AI era. Each episode, we dive into a different industry to uncover the trends, shifts, and powerful forces reshaping it and what those changes mean for the people driving innovation forward. In today's episode, we're thrilled to welcome Stephanie Conserretti, Global Head of Software and AI portfolio strategy at GE Healthcare. Welcome to the studio. Very excited for this conversation with Stephanie today. We're going to be unpacking meaty juicy topics such as how to reframe AI in healthcare, how healthcare leaders should think about the tension between augmentation and dependency, and what happens to an organization internally as AI becomes embedded in healthcare solutions and in our daily lives and in our work. So really excited for this conversation today. Thank you so much, Stephanie. It is great to have you here.

SPEAKER_01 1:14

Thank you so much for having me. These conversations are absolutely crucial, not only to our industry and healthcare, but also in my function within marketing. So I'm really appreciative of the opportunity to dive into some of these crucial questions that we have.

SPEAKER_00 1:31

There is certainly a lot of ground to cover, and we are going to be hard pressed to cover every aspect of what AI means in the world of healthcare. But we're going to do our very best today, aren't we? And we are excited to start the conversation. And maybe that's the best place to start, actually, is just a little bit of kind of your personal entry point to your role and what AI means in your organization. You obviously sit at the intersection of marketing, of commercial strategy, of AI. And you, of course, are operating in one of the most high-stakes industries in the world in healthcare, where the implications of how we use AI, how we even message AI can have life-changing consequences. So I'd just love to kind of get a sense from you as we dive into this topic about what does this moment feel like for you sitting at this intersection and in the healthcare industry at this time?

SPEAKER_01 2:17

It is equal parts, exciting and overwhelming. I'm sure a lot of people can relate to. I mean, healthcare is experiencing a convergence of multiple forces right now. We are seeing an unprecedented staff shortage across multiple areas within healthcare. We're seeing an aging population that is requiring far more healthcare resources than we necessarily globally have to provide. You couple those operational realities with roughly 80% of today's patients and providers are from digital native generations. They expect the same level of seamlessness that they experience in other parts of their lives in their healthcare. Meanwhile, you also have AI and machine learning that is advancing faster than anything we've seen in the last 10 to 15 years. That acceleration's exciting, but it also raises really important questions about responsible use, regulatory readiness in an industry like ours. And how do we make we the vendors and we the technology developers, how do we make advanced technology feel intuitive, trusted, and genuinely supportive of care delivery?

SPEAKER_00 3:34

Wonderful points and really appreciate that context. Yeah, I think important before we even dive into sort of AI technology itself to really take into account and talk of some of those broader forces, as you say, rising system strain and burdens, rising generational gaps in terms of technology adoption, and then suddenly you have highly advanced new technology that is really throwing the cat amongst the pigeons in many respects in terms of responsible governance and adoption. It's interesting, Stephanie, talking to you because obviously you've spent your career inside healthcare working in information systems across analytics, across SaaS systems, and there have been many moments of, I'm sure, technological innovation and leaps forward where we've had to recalibrate, where we've had to change our internal processes, we've had to change our vision and our strategy. But this wave of digital transformation, if we can even call it that, because it's both sort of societal and technological, but what feels different this time around from your standpoint?

SPEAKER_01 4:32

So I think that there's two things that make this AI moment fundamentally different. The first is the sheer speed of advancement that I mentioned before. When we pair that with an expectation that technology should feel seamless and not burdensome, that is a huge, I wouldn't say a challenge, but it's a huge responsibility that we have. I mean, historically, digital transformation in healthcare was about adopting specific tools through heavy change management. But now vendors like GE Healthcare are being asked to make that technology feel more invisible and more naturally usable. People don't want to necessarily have to learn yet another application, yet another technology, yet another tool. They want something that's going to just seamlessly fit into their daily operations and their day-to-day jobs to be done. The second difference is that healthcare's unique human context. Unlike finance and consumer tech, the stakes here are extraordinarily high. And that's not to say that finance and consumer tech doesn't have its own high stakes, right? But I think we can all agree that healthcare in particular is uniquely human. And really, it could mean life or death based on how quickly you get diagnosed and how accurate your diagnosis is and how accurate your treatment plans are. When AI is informing clinical or operational decisions at the healthcare level, accuracy, safety, trust, these aren't negotiable for us. These are essential. Not only do our buyers, who are the healthcare providers, demand this from us, but rightfully so, so do patients.

SPEAKER_00 6:27

That's a very interesting point you make there. And we're looking at a different orientation or sort of a reframing of technology and software this time around. Historically, software in the sort of the world of medical devices and machines has been often treated maybe as an add-on. But now we're really looking at the AI as core to the solution and truly integrated into the machine itself and not just an extra feature. That's clearly representative of AI as a technology. But does also that bring into frame different orientation for UIG healthcare in terms of how you sell and take AI to market?

SPEAKER_01 7:04

Absolutely. I mean, software and medical devices, uh, as you mentioned, are historically purchased separately. You buy them no different than you would purchase for personal use, something like Microsoft 365, right? But similar to vehicles today as a consumer, the software advancements and particularly AI advancements are becoming more and more embedded directly into the hardware. If you think about it, today AI and software are increasingly embedded directly in the machine itself, in the sense that, like when you buy a car, your car's going to come with a navigation assist or lane assistance. And these are expected to be built in, especially when you purchase, you know, a certain level or a certain tier of vehicle. The same's gonna be true when we're talking about imaging systems, which is the sector of healthcare that I work in. We're expecting those imaging systems to become more intelligent directly at their core to improve everything from speed to patient positioning on the bed and within the gantry to imaging quality and even the usability of that technology, whether that be something as simple as the user interface and the user experience from that perspective, or even the usability of the technology as a whole. And how can we cross-train technologists in multiple modalities? That evolution reduces a cognitive burden on clinicians and healthcare providers, and it makes our advanced technology feel more natural for them. They don't have to worry about learning a new application that may or may not work on this device or that device. There's a sense of a natural just understanding that it's working for them. And importantly, this shift isn't just technical. So you had talked a bit about like how we go into our commercialization and our storytelling. This change reflects a broader cultural and commercial shift in how healthcare organizations think about the value that they're getting from their investments, the experience that their patients are having based on the equipment that they're bringing in, and really the differentiation between vendors and what they're bringing to market.

SPEAKER_00 9:37

I love that. Thank you, Stephanie. It's such a helpful, relatable frame of reference in analog to say, hey, look, it's less like the laptop with your standalone 365 app. And it's actually more like getting into a high-performance car with the technology seamlessly integrated. And that, as you say, is a new experience and requires new forms of storytelling. It must be fascinating to be in your role going out to market, operating in a fast-changing moment like this, and also operating in a regulated industry when things are moving so quickly. And I suppose the levels of fluency and the levels of maturity that different buyers may have is vastly varied. And I think I'm kind of curious how you're approaching that from an education standpoint, also understanding that AI isn't just one thing, as we've discussed already. I mean, you know, you've got generative AI and a genet AI, and you've got physical AI. So how are you and how is GE Healthcare kind of approaching responsible storytelling and responsible education?

SPEAKER_01 10:38

Absolutely. I mean, generative AI, like Microsoft Copilot, ChatGBT, and OpenAI, has really made AI highly visible to everyone, the whole population, but it's also kind of had this weird effect where it's narrowing how people define or think about AI. Many end users assume that if something doesn't look like a chat bot, that it's not AI, which simply isn't true. You have your generative AI, which is like your curator or your storyteller, right? It doesn't act on its own, though. When you utilize AI that's generative, you need to provide the context, you need to provide the information through which it's going to generate or create something new, whether that be content that you are providing it directly or it because it has access to data in the background. Whereas if you're looking at agentic AI, there's a lot more decision making in agentic AI. I think a great way to think about it is if I were going to develop a series of AI applications to help me with providing food for my family, cooking meals, right? Your generative AI is the AI that's going to help you create a menu or maybe help you figure out the right recipes for that meal. Agentic AI is what's going to go and do your grocery shopping for you. It's going to look in your fridge, it's going to see what you have and you don't have, and it's going to make those orders. And then the thing that we're all trying to move toward is physical AI, which, for lack of a better word, are robots that are autonomous, that utilize all of these underlying AI principles to actually go and do the thing, set the table, cook the dinner, serve the meal to you. What I found, or what we see in the industry, is that when end users assume that something that doesn't look like a chatbot is an AI, that confusion can really cut two ways. It can create hesitation when more advanced models are introduced because they feel unfamiliar or opaque. There's a skepticism to that technology, which means we have to work a little harder to educate our end users, our population, and ultimately our patients on what is and isn't AI, what it can and cannot do. On the positive side, however, when AI is embedded and invisible, when it simply enhances the workflows that you're already doing, adoption becomes easier. You have a lower barrier to adoption and to entry ultimately. Because at the end of the day, what I found is that people value the functionality even if they don't call it AI. Most people will say to me, most customers will say to me, I don't care what's under the hood. I just need to know that the car is going to get me from A to Z. I don't need to know all of the ins and outs and geek out on that technology within imaging. I just need to know that it's going to get me the clearest possible images with the most enhanced opportunity to understand and make clinical decisions.

SPEAKER_00 13:55

I love that, Stephanie. And I think you've really drawn focus into kind of a sort of a core tension in this space, which I'd love to dive into with you, which is, of course, as AI technology becomes more invisible and more autonomous. And of course, as you say, it becomes more like invisible magic. But with that, autonomy and invisibility becomes probably higher risks, right? In terms of misdirection and fallacies and mistakes. And so that's a really interesting dynamic in terms of where the human at the helm or the human at the wheel sort of plays in. And I think this is a tension, of course, that practically every industry in the world is navigating with the advancement of this technology. What is the role for humans in this ecosystem? And how should we be approaching this question of augmentation with AI versus actual, you know, wholesale replacement of roles and functions? And I think this is a conversation that we're, of course, having ourselves. We're having it with our client partners across sectors. But I think it's a particularly fascinating question when it comes to healthcare, because of course, healthcare providers, doctors, and clinicians are some of the best trained humans in the world. I mean, go through the most sophisticated and advanced and long-term training and education and specialization of almost any industry. So how are you thinking about this? How are you thinking about this tension between automation replacement? How are we thinking about this tension between where we rely on AI and where we don't? And does that sort of, I suppose, I mean, I quite quickly get into kind of a more sort of philosophical take on this. It becomes less practical and a bit more existential. I'm just curious how you think about it.

SPEAKER_01 15:36

It is very easy to fall down that philosophy rabbit hole. And I'd be lying to you if I didn't say that this is a rabbit hole that I live in daily. And it's an absolutely critical conversation in healthcare. I was lucky enough back in November to sit at a table of brilliant radiologists, where this exact conversation came up. And what we talked about was this dialectic nature of technology becoming better than humans, but also needing to balance that with not losing the knowledge and experience that humans have, particularly in healthcare where it's always going to change. The age-old adage holds true: garbage in, garbage out. That's true for AI as well. So what we're feeding it, what we're providing that technology is really going to determine how accurate and useful it is. So if we were to take a step back out of philosophy land and look at some real life examples that we talked about in this round table, one radiologist brought up lab automation. So you go and you get your blood drawn. And once upon a time, there was a human who sat there with a little eyedropper and would titrate each little droplet. And over time, we were able to automate those labs using robots and machinery and software to the point where today that technology has improved consistency and reduced the risk of manual error that most people wouldn't even consider going back to a manual process because it's just not as good as utilizing technology. And that's a good thing. But in other areas where we look at something like surgical robots, which is another topic that another radiologist brought up, the questions are a lot more nuanced. We have to be honest about where technology is enhancing care and supporting something like surgical accuracy and where over-reliance on that technology could risk skill degradation. The balance is recognizing that healthcare is uniquely human. Diseases are always going to evolve. There was a time when COVID-19 did not exist. They're going to continue to evolve. There will be new diseases. Medicine is going to continue to evolve. Human judgment is going to remain essential, and human experience is going to remain essential. And my philosophy personally on this is that AI, artificial intelligence, machine learning that should reduce burdens. It should remove barriers and friction. It should supplement expertise and enhance it. It's not going to replace it. And it shouldn't replace it. And there's only so much that a machine is going to be able to get right when we're in a field that is constantly evolving and requires human input to keep up with that evolution.

SPEAKER_00 18:56

I love that distinction. Yeah. Thank you, Stephanie. The framework there of AI is absolutely helping to minimize human error, for example, and you know, drive consistency, but we can't let it develop to the point, as you say, where there's skill degradation or where the unique learning faculties of humans to be able to kind of adapt and provide new inputs to the system are so eroded that the system itself then starts to underperform. It's a really fascinating tension. And you mentioned in your response there a very powerful world word in the world of healthcare, which is the word care. You know, fascinating for me to think about the roles and functions in healthcare is of not just about providing technical excellence, accuracy of surgery, precision when it comes to lab work, but actually, you know, care to care, interpersonal care, human-to-human. Is there an optimistic world in which AI kind of frees up humans to provide more care, deeper care? I'm curious if it gives us an opportunity to really think about what higher order care is, if some of the tasks and systems that support that human-to-human care are made more efficient with technology.

SPEAKER_01 20:06

That's exactly the aspiration that many of us in this industry are working toward. AI is already being used today across healthcare to support clinicians, from improving device utilization and site utilization, patient flow through hospital systems, summarizing histories, prioritizing the most urgent cases for a radiologist, and even reducing administrative burden. And I say, even as if that's not the least impressive of that list, right? But in areas like imaging and reporting, AI can enhance clarity, consistency, and speed without removing human oversight. The result is that clinicians spend less time navigating systems and more time focusing on their patients. And that's where AI is most powerful, not replacing human care, but protecting human care. If we could reduce the amount of time that doctors are spending charting or help doctors get through their caseload faster so that patients that would otherwise have to wait months for appointments can wait weeks or days or maybe even hours someday. That's what we, or at least I am hoping we can bring to this industry more access, better access.

SPEAKER_00 21:30

I love that. It reminds me we were lucky enough to be as triptych brought in for the post-merger integration and development of the Endeavor healthcare system in Illinois. And uh it was a fascinating journey as those four systems came together. And we were really lucky in the opportunity to really go right down to sort of the front lines of patient experience to kind of understand what that looks and feels like in order to be able to create a new vision for this integrated system. And one of the facts that the I has always lodged in my brain from that engagement and research was the fact that I think doctors, and I don't think this is unique to any one system, I think it's a generalized fact, but that that GPs ask on average, I think, two questions for a consultation. You know, there's so much administrative burden and system constraint that actually the ability to really engage, converse, ask questions, show care, show interest, comport with sense of sort of hospitality, et cetera, is it's really strained, really, really strained under the current system. So I love the idea and I share your optimism that um this two technology might be able to kind of free up some bandwidth and some space for those kinds of interactions across the board.

SPEAKER_01 22:42

Yeah, I was just speaking with a radiologist a couple days ago who said something that just felt so incredibly powerful to me. And it was that I don't want to use your technology to get more blood from a stone. My doctors are already doing as much as they can do in a day. I can't add another caseload. There's nothing left for them to give in terms of general productivity. They said they want to use our technology to help these doctors be able to go home to their families on time, to be able to spend more time talking to their patients and having a human connection with their patients than making sure that they're dictating every last thing that could possibly have been said in an appointment. And I think that that's really important feedback for those of us developing these technologies to take into consideration that it's not always about cost efficiency. It's not always about, can I get one more widget out the door? Sometimes it's just about improving the quality of a person's, I mean, I'll say it, quality of life, that person's life, right? And what they're trying to do and let them do their job to the best of their ability.

SPEAKER_00 24:12

Absolutely. Very interesting to sort of put ourselves in the shoes of the patient in this sort of environment there. And, you know, we talked a little bit about the strain and the burden of providers. GE Healthcare has always been, at least from my perception, you know, famous for communicating on a sort of a patient-first orientation, really, really prioritizing and putting the patient at the sort of the core of your mission. Can you talk to us a little bit about that mission? How that is coming to life and how that is evolving during this time of rapid technological acceleration?

SPEAKER_01 24:45

Yeah, mission anchoring is critical in our space because the stakes are so high. Patient safety, regulatory rigor, barriers to access, they all exist for a reason. Some of those reasons being good, some of those reasons like access barriers being environmental. But when technology is developed with a clear mission, especially one centered on patient impact, it ensures that we're building something that actually matters. Not technology for technology's sake, but technology for the better good with a capital G. And when a product genuinely makes a difference, marketing becomes simpler. It's more credible. In this era of AI skepticism, of which there is, I challenge anyone to find an industry where that skepticism is higher than in healthcare. Mission is what helps separate meaningful innovation from noise.

SPEAKER_00 25:45

When we were just talking before we went live, you you mentioned a very powerful story with me around rural imaging access. And actually, what it really prompted and provoked for me was kind of the reminder that, you know, we've got a lot of big hyperbole conversations happening around the power of AI. One of the most sort of, I think, common refrains from, you know, the super tech optimist is like, AI is going to cure every disease. And maybe it will. But what I thought was really interesting about your story was just kind of a reminder and a grounding that actually we've got some really near and present and immediate issues and problems that we can solve for right now, such as just providing greater access to rural populations and underserved populations. I wonder if you could share that story and that anecdote with our audience.

SPEAKER_01 26:31

Absolutely, I'd love to. So my family is lucky enough to have hit the genetic lottery, and we carry not one but two genetic mutations that make us susceptible to various cancers, most prominently breast cancer and ovarian cancer. Some of those women in my family, like myself, are lucky enough to live in a densely populated area that is near an urban area. I live outside of Philadelphia. But other members of our family, like my cousin, don't have that kind of access. She lives in a rural area of Michigan where the type of MRI and the expertise of the type of technologist and radiologist that she needs to get the screenings that are important for her to get, she has to drive four and a half hours one way to get that medical care. So that's a nine-hour round trip. She has young children at home. So you can imagine the burden that that causes do I have reliable transportation to get there and back? Do I need to stay overnight? If I stay overnight, what am I going to do about childcare? What do I do about work? Do I have the time to take off from work? When I think about the work that we are doing at GE Healthcare, and I think about all of the big things that we could maybe do someday. I would love if someone could cure cancer using AI. That would be great. The most immediate benefit that I see is providing access because technology, like remote scan technology and imaging, where your technologist, the person who runs the machine, can sit 300 miles away from the patient and the machine itself and still get the same quality of images with a radiologist sitting in a third location who can still provide the same quality of interpretation of those images. Technologies like this can bring expert care closer to home for people like my cousin. It reduces their travel cost. It reduces the likelihood that they will delay or even skip essential screening. That's where AI makes an immediate impact and an immediate difference, not just AI, but alternative and advanced technologies. Not by attempting to reinvent healthcare overnight or waiting until all of the kinks are figured out and we have one big grandiose solution, but by removing bottlenecks that are quietly keeping people from getting the care that they need today.

SPEAKER_00 29:15

I love that reframing. Yeah, the moonshots are exciting, but you know, even more impactful in the near term are some of those increases to access and bottlenecks that we can solve for. And that's um, yeah, a very relatable, powerful story from your own family. Thank you, Stephanie. I wanted to switch the frame of focus a little bit towards the internal dynamics. We have lots of conversations with our clients about kind of the transformative power of AI for the experiences that they provide, their customers, the products that they produce. But your first audience is always your teammates and your colleagues and your employee base. And I'm kind of curious, you know, what you're seeing in terms of, you know, how G is bringing people along this journey, particularly where, perhaps understandably, you mentioned this before, fear can become a bit of a blocker or the rate of change can introduce paralysis. Talk to me a little bit about kind of the internal cultural piece as you as you march on this journey.

SPEAKER_01 30:14

Sure, absolutely. So talking first on the healthcare side of the world, there's two things that are happening internally. On the one hand, the goal is seamless adoption. Technology that fits so naturally into your day-to-day life that clinicians, administrators don't even have to think about it. And that relates back to, again, our own internal adoption of AI and advanced technologies in our own individual functions. The more intuitive and embedded that technology is to our everyday processes, the easier it is for us to adopt it. On the other hand, healthcare, as you mentioned, has, and as I mentioned earlier, has a really healthy skepticism of this type of technology, and it's justified. There's just way too many things at stake, and you hear horror stories left and right. And so the way forward for our customers, for our providers and our patients isn't through reassurance alone. It's not through us just telling them to trust us. Just trust us, we know what we're doing. Trust us, your patients will be safe. Trust us. Your diagnosis capabilities and your clinical decision making isn't going to be compromised. But the best way forward is through evidence, answering the hard questions that your end users are going to have. In the healthcare space, that's answering the hard questions about patient safety, about accuracy, about efficacy, and about reliability with real data and transparency. Internally, that still holds true. I don't ask my marketers to implement technology that I'm not capable of showing them is useful for them or a useful use case. I can give you a perfect example just from prepping for this session. One of the first things that I did was I opened up our AI assistant, our internal AI assistant, and I let them know, hey, I'm prepping for a podcast. I'd like to dictate some of the key points that I plan to make. And I'm wondering if you could help me put that together into a document that my legal and my regulatory teams can review for me. Sure enough, that took me an hour using our AI tool. And it's still human input. It's still my thoughts, my ideas, my concepts coming to light. But if I had done all of that work manually myself, it would have been a six-hour process of editing and re-editing and scratching this, that, and the other thing and making sure that I'm providing something that legal and regulatory are going to be okay with. I was able to take that use case directly to my team and say, hey guys, as you're thinking about how to incorporate these technologies, I know you're worried about falling into that world of uncanny valley and losing your own voice and losing the GE healthcare perspective of the world because AI is just going to replicate what it's been given. Here's a way in which I'm utilizing it to enhance my productivity without detracting from my creativity and my human input.

SPEAKER_00 33:41

I love that. And I think it's such an important distinction for leaders to role model in terms of the use in this case of generative AI, which is help me orchestrate my thinking better ecosystem. Don't do the thinking for me. You know, and I think back to the point about augmentation and replacement, that's the ground that it's important to hold. Otherwise, you start to lose, as you say, the cognitive faculties and experience and judgment that the LLMs run on in the first place. So I think that's a really, really powerful use case. And I love what you said there, Stephanie, in terms of in your environment in particular, kind of heightened focused on marketing, not doing the job of persuasion, but doing the job of proving, right? Really disciplined in the way that we storytell and using marketing as a vehicle for evidence, demonstration, action rather than storytelling to convince people or sort of persuade them of trust. I want to think about the future, and I know the future is probably now more than ever uncertain and murky, and frankly, nobody knows what it holds. But I'm kind of curious about what you're looking at, even in the short term, as you look down the calendar in 2026. What's on the horizon for you that you're excited about as you think about your positioning in the market, the story that you're able to tell, and some of the innovations that are going to be coming from GE Healthcare?

SPEAKER_01 35:00

Yeah, that's a great question. My hope is that three, five, ten years from now, AI has meaningfully expanded access to high-quality, affordable healthcare, regardless of geography, economic status, ethnic background, whatever the case may be. Whether through more representative clinical data that's informing care or efficiencies like remote scanning in the example I gave earlier, and smarter workload management for an overburdened population, our technology should help more people receive care from the clinicians that they trust. What would concern me is if we start to move toward any type of weakening of clinical judgment. I don't think that's the case. I don't think I know that GE Healthcare does not have any intentions of moving down that path. And honestly, I don't think anyone that I've ever met in this industry has ever said, well, what if we could get rid of doctors? Right. Like that is just, it's just not a concept that I think most of us who are in this field resonate with. But I do hear that in other industries where there might be a lot more tolerance for replacement as opposed to enhancement. My hope is that collectively we see an opportunity for evolution of what human work means, whether it be in healthcare or whether it me be in marketing or whether it be in sales or whether it be in programming. A great example is we're seeing a bit of a shift in programming where lower entry-level positions are being replaced with AI, which is great, except the people need lower entry opportunities in order to get the experience to become the experts that can't be replaced by AI. And so we need to make sure that we collectively, as a human community, are respectful of that reality as we continue to develop this type of technology.

SPEAKER_00 37:24

Absolutely. I mean, yeah, I thought you articulated it really well in terms of the importance of maintaining and protecting the human capacity to learn. And without that, then there will be no new inputs for even the most advanced AI system. And learning is a journey, right? And it starts at the bottom of the industry and it carries on through your whole career. So we need to be thoughtful and intentional about the impact of this technology on the career ladder in your industry and and in others. I'm curious, Stephanie, you know, in terms of it's a lovely vision and I think an inspiring one in terms of the opportunity and the risks. If we think about kind of GE healthcare in this environment and in this new future, is there a message about GE healthcare that you feel like the market needs to understand more? Are there any perceptual gaps, equity gaps around the brand that you are really thinking about kind of filling? Because it's an incredible organization, but I can only imagine how hard it is to get that message out to the world.

SPEAKER_01 38:21

I don't know that I would frame what we're trying to do and the challenges that we're trying to overcome necessarily in terms of gaps. But what I would say is that there's always opportunities for us to reach a broader or deeper market. And moreover than that, be closer to our customers and what it is that they need. And for us in marketing, that comes on two ends, right? Where I sit, which is on the global and the upstream side of marketing, it has to do with listening to our customer base, making sure that we're visible to them and that they can see that we are incorporating their feedback and their experiences directly into our product development at the get-go. At the end of the day, yes, we as GE Healthcare are absolutely experts in this field. We absolutely employ experts in this field. We're also not the ones who are in the exam room every single day. We are not the ones who have to sit there and read through hundreds, if not thousands, of cases hourly. So making sure that we're very closely in tuned with our customers is always going to be a priority for us and always be an opportunity for us on the upstream side of the world. That's also true on the downstream. Always trying to understand where are customers going for information, how are they responding to information that we're putting out there and the storytelling and the messaging that we're giving them. And if there's one thing that I have learned in my entire career is that Seth Godin was right, authenticity means everything. At the end of the day, the brands that are going to thrive are going to be the ones that lead with authenticity. That means being open and transparent about your AI capabilities and how they're being utilized both internally and within your products, empathizing with the broader unease that people might feel about what AI means for work, roles, lives, their future. Responsible leaders aren't going to shy away from progress and evidence of positive impact, but we're going to be able to balance that ambition with humility. And, you know, AI has an enormous potential in healthcare, but only if we're honest about its limitations and remember that human insight remains essential. And being able to have those difficult conversations, being able to and willing to be asked those difficult questions and to answer them head-on, that's a huge opportunity, not even just for GE Healthcare, but for any organization that's in this healthcare space.

SPEAKER_00 41:50

So, so appreciate you taking time with us today to share your fantastic insights and perspectives on this wonderful topic. Incredibly grateful for your wisdom, and I'm sure our community is as well. So thank you very much for joining us on the Triptych Futures podcast today.

SPEAKER_01 42:04

Awesome. Thank you so much for having me, and I look forward to staying listening to all of the other leaders that you're having on.

SPEAKER_00 42:12

Thanks for listening to Codex Futures. If today's episode sparked new ideas, we'd love to hear from you. Visit www.triptych.com or click on the link below. Follow Triptych on LinkedIn and subscribe to our Codex newsletter as we explore more of the leading industry perspectives shaping our tomorrow.