Healthcare organizations are rapidly transitioning from experimenting with artificial intelligence (AI) to fully integrating it into their operations, according to RSM’s 2026 AI survey. This study found that 84% of healthcare leaders report that AI is now either partially or completely embedded in their operations. To delve deeper into this trend, RSM engaged healthcare executives in focus group discussions, highlighting critical themes and insights regarding the application and challenges of AI in the industry.
A significant 40% of healthcare respondents indicated they have achieved full AI integration across key processes, with an additional 44% reporting partial integration. However, the implementation of AI is not uniform across various departments. Many leaders acknowledged that AI is primarily utilized through third-party vendor tools rather than through carefully crafted strategies, leading to varying levels of maturity. Administrative functions are evolving more rapidly than clinical applications, with ambient documentation emerging as a notable early win in clinical settings.
As healthcare organizations strive to scale AI, they encounter several operational hurdles. The survey identified the main barriers to scaling AI as: challenges with integrating legacy systems (29%), concerns regarding regulatory compliance (29%), security and privacy issues (29%), and problems related to data quality and availability (27%). Focus group participants emphasized that scaling AI tests the robustness of organizational infrastructure in ways that initial pilots do not. One participant remarked that the effectiveness of AI is contingent upon its alignment with existing workflows, stressing the importance of workflow considerations.
While governance structures for AI exist within many organizations, their maturity levels vary. The survey revealed that AI strategy responsibility is often shared among the CEO (27%), IT department (26%), and senior AI leaders (24%). Although 94% of respondents indicated they have governance measures, 22% of them acknowledged that these controls are either retroactive or inconsistently applied. Focus group members noted the rapid adoption of tools sometimes outpaces the necessary oversight for effective governance.
Measuring the return on investment (ROI) for AI initiatives remains a complex challenge. Healthcare respondents frequently assess AI's value based on customer satisfaction (39%), employee satisfaction (36%), efficiency improvements (33%), and compliance enhancements (33%). Despite high levels of optimism—90% of those measuring AI ROI believe it has met or exceeded expectations—focus group participants described difficulties in translating non-financial gains into measurable outcomes for senior leadership.
When asked what indicators would signify AI success over the next year, survey participants cited improved employee efficiency (46%), enhanced decision-making (41%), better customer experiences (40%), and established AI governance (40%) as the most critical metrics. Meanwhile, focus group insights indicated a shift toward prioritizing scalable solutions rather than singular tools, with leaders eager to identify tangible problems solved by AI.
Looking ahead, 86% of healthcare respondents expect their workforce dynamics to change dramatically within the next two to three years due to AI. Furthermore, 79% anticipate an increase in AI-related spending in the forthcoming fiscal year. Organizations planning to boost their AI investment expect reductions in areas such as business intelligence (45%), cybersecurity (44%), legacy system overhauls (35%), and broader automation efforts (35%).
As the landscape of healthcare AI continues to evolve, organizations are likely to adopt a hybrid approach, blending internal capability development (89%) with external procurement (86%) and consulting support (84%) to strike a balance between agility and depth of expertise.
In summary, the movement of healthcare AI from experimental stages to operational accountability marks a pivotal chapter for the industry. Leaders are calling for a more focused phase characterized by disciplined implementation, clearer outcomes, and governance structures that promote rather than impede progress.
