Brian Evanko

speaker

258 appearances 1 recordings 1 series first heard Dec 2025 last heard 12 Dec

Brian Evanko’s voice in public audio — every appearance, attributed to the second.

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Recordings per month over the last 12 months — 1 in all, peaking in Dec 2025 with 1.

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McKinsey on Healthcare · Brian Evanko’s on affordable, personalized healthcare · 12 Dec 2025 podcast

That's not necessarily the solution, but it's part of the suite of solutions that we see.

I think that's a really important consideration.

When you think about the power of technology, advanced analytics, and AI, it needs to have the right governance around it.

And so we've been very focused on this at the Cigna Group, not just meeting regulatory requirements, but making sure that all of the predictive models that we use have the right level of equity in them in terms of, we call it model equity governance, to ensure that the applications don't have bias inherent in them.

or the applications don't inadvertently create distrust amongst patients.

And so that's why our clinical applications of these capabilities are moved through very methodically as opposed to fast-tracked, because we want to make sure that we don't lose the trust of the patients we serve, and we want to make sure that we don't implicitly have bias in any of the actions that are driven out of the technology.

So those are some of the controls that we wrap around at Cilia to make sure that we're going at the right pace and not at a pace that's inappropriate or unsustainable for our patients.

There are a few things that I'd point to in regards to personal style, personal values, and the opportunity ahead of us.

One is having a learning orientation and really never saying you're done from a learning standpoint.

So reading feverishly,

being a sponge of information from others, that to me is extremely important.

And I call it confident humility is the phrase I use, particularly with younger people where I need to be humble and not believe I know everything, yet have the confidence to make decisive choices on behalf of the organization, because otherwise we'll be paralyzed.

So having the ability to have that confident humility is an important part of my leadership style.

Relatedly, I aspire to have all of the people that work here at the Cigna Group

perform at the highest of their potential.

So creating an environment that's conducive to everyone giving their best contributions is a big part of my leadership style and what I hope people see when they think about working here.

And one of the reasons why I believe

we have such long tenured folks in our workforce is because they want to provide their discretionary energy to the company when the biggest challenges come up.

And that comes from creating an environment of challenge,

appropriate recognition, and taking on the hard problems.

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