Eric Larson

I think the first step is just study and cognizance and to really understand that we've been able to hide behind regulatory capture.

We've been able to hide behind incumbency.

I sort of mischievously said it comes down to Hippocrates versus Mark Zuckerberg.

2,400 years separate them, two totally orthogonal cultures.

First do no harm, move fast and break things.

Those cultures collide and they don't really work.

And it's one of the reasons that healthcare has been able to let technology just ricochet through other sectors of the economy.

And then healthcare can sort of like patiently take its assessment and then adopt it.

And maybe there's a stimulant like EHR use in the early 2010s.

Maybe there's a stimulant on transparency.

But we've always been able to take our time doing this.

And I just don't think we're going to have that time.

So the first thing is to get smart on it.

The second thing is to show vulnerability as a CEO.

And for that CEO himself or herself to stand in front of their team and say, hey, I'm figuring this out too, right?

Here's how I'm using AI daily and incorporating it into my workflows and really making it psychologically safe.

to use this.

For the last 175 years, we've basically had the same hierarchical org chart.

And suddenly we've got an augmentation of cognitive labor, which forces a real reconceptualization of how we serve our patients.

and how we organize our incumbent enterprises, health systems, payer, med tech, et cetera.