Last week, I had the opportunity to join healthcare executives, clinical leaders, and innovators from across the country at the Becker’s Hospital Review 15th Annual Meeting. Every year, this event captures the current temperature of healthcare transformation — but this year felt different. There was a sharpened urgency in the air and a deeper willingness to challenge long-standing norms. 

Across sessions, one question echoed consistently: How do we design a healthcare system that truly delivers value — to patients, providers, employers, and communities? 

The answers weren’t theoretical. They were grounded in practical, ambitious examples of innovation and change, from inbox automation to multi-billion-dollar EMR transitions to value-based contracts to human-centered workforce strategies.  

Here’s what I took away. 

A future where AI frees up time, not just costs 

Physician burnout continues to be a pressing and costly challenge in healthcare. One session led by Providence offered a compelling case for how AI can meaningfully address it. Inbox management, a surprisingly large source of clinician dissatisfaction, is being tackled head-on. 

Providence shared 2 AI tools they’ve launched to address this issue:  

1. A patient-facing message triage tool that filters and routes incoming communications.
2. VARIA, a backend system that uses large language models to manage messages without requiring physician involvement.  

These systems are expected to eliminate more than 2 million messages from physician inboxes in 2025 alone.

It’s not about replacing people. It’s about creating space for them to care again. These tools represent the kind of thoughtful, human-centered innovation that value-based care urgently needs. 

When $1.5 billion speaks loudly — and listens even louder 

In another standout session, a health system executive shared that their organization is investing $1.5 billion to transition from Allscripts to Epic. This investment wasn’t framed as a technology upgrade; it was a response to feedback from frontline clinicians.  

For more than a decade, EMRs have topped the list of physician dissatisfiers. This investment was a clear example of leadership listening and committing to making the clinician experience better. 

Redefining who the payer is 

A particularly powerful panel challenged traditional assumptions about healthcare financing. One executive noted that insurance companies aren’t the true payers. Employers and employees are.  

Over 60 million Americans receive insurance through employer-sponsored plans. Organizations like Northwell Direct are building direct partnerships with employers to eliminate friction, reduce costs, and improve health outcomes. 

This approach reframes value-based care to focus not just on reimbursement structures, but on aligning incentives directly with those who fund and experience the system every day. 

Build less, partner more 

Another major theme emerged repeatedly: healthcare companies can no longer afford to build everything in-house. Whether it’s AI tools, virtual-care platforms, or revenue-cycle innovation, health systems are increasingly embracing strategic partnerships that allow them to move faster and more effectively. 

In this new model, collaboration is innovation. Health systems are acting more like venture builders, combining internal strength with external agility. 

Thinking long-term: The 2030 horizon 

Encouragingly, many health systems are shifting away from reactive mode and toward long-term strategy. Several leaders described the development of 2030 strategic plans — a refreshing signal that the industry is ready to think bigger. 

Common themes in these plans include: 

• Redesigning the healthcare workforce and leadership structures 

• Addressing social determinants of health and improving equity 

• Using technology to reimagine care delivery 

Perhaps most powerfully, these plans mention bringing joy back to the practice of medicine. In a space that has often felt overwhelmed by short-term pressures, this kind of planning felt both bold and necessary. 

Care models that meet patients where they are 

Access and delivery models are shifting rapidly. Several health systems shared that they’re now performing more surgeries in ambulatory surgery centers (ASCs) than hospitals. Others are expanding freestanding ERs, with CHRISTUS Health seeing up to 60 patients daily in these facilities. Houston Methodist, meanwhile, implemented a virtual ICU in under a year, accelerating adoption through strong collaboration between IT and operations. 

The common thread? Convenience and outcomes are no longer at odds. These organizations are proving that with the right models, both can thrive. 

Clarity amid complexity 

One leadership insight that stuck with me came from a discussion on managing priorities in a complex healthcare environment. A panelist shared a principle he uses to stay focused: 

“Concentrate on the 3–5 most critical things you need to accomplish in the next 18 hours. That’s your signal. Everything else is noise.” 

In a landscape full of dashboards and disruption, that mindset felt like an anchor. It’s a reminder that clarity is the first step toward transformation. 

Designing with, not for, teams 

From inbox burden to EMR dissatisfaction, 1 theme emerged across the board: healthcare must be co-designed with the people closest to the patient. Several organizations shared efforts to involve frontline staff, unions, and non-clinician rounders in shaping experience and workflow. 

The message was clear: the best solutions aren’t imposed from above. They’re developed from within. 

Jefferson Health’s mission-driven model: A conversation with Dr. Joseph Cacchione 

One of the most inspiring moments came during the semi-keynote interview with Dr. Joseph Cacchione, CEO of Jefferson Health. He offered a vision for value-based care that balances financial reality with moral clarity. 

Jefferson Health holds several hundred million dollars in full-risk contracts and is already profitable in both Medicare Advantage and Medicaid. According to Dr. Cacchione, these programs aren’t just add-ons. They’re core to Jefferson’s long-term strategy. 

“We need to continue to address health disparities within the communities that we serve,” he said. “That’s really important: how we show up every day, and how we live out the mission, not leave markets that are in dire need of healthcare.” 

His remarks were a timely reminder that value-based care isn’t just about cost efficiency. It’s about staying present in the places where care is most needed. 

From survival mode to strategic growth 

The 2025 Becker’s meeting didn’t offer quick fixes, but it didn’t pretend to. Instead, it showcased organizations doing the real work of transformation:  

• From inbox triage to billion-dollar EMR transitions 

• From AI documentation to community-based partnerships 

• From short-term scrambles to long-term vision 

Healthcare is no longer just digitizing. It’s rebuilding — deliberately and collaboratively — around what truly creates value. 

At Healthmonix, we’re proud to be part of that evolution. We’re helping organizations turn data into decisions that matter — whether you're optimizing MIPS performance, measuring cost, or preparing your 2030 strategy. 

Let’s continue the conversation. What’s your organization doing today to shape the future of value-based care? 

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