{"id":5687,"date":"2023-12-22T19:14:38","date_gmt":"2023-12-22T19:14:38","guid":{"rendered":"https:\/\/www.horsesforsources.com\/?p=5687"},"modified":"2024-09-11T11:48:36","modified_gmt":"2024-09-11T11:48:36","slug":"dadlani-getting-genai-done_dadlani_122223","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/dadlani-getting-genai-done_dadlani_122223\/","title":{"rendered":"Be pragmatic, excited, and responsible: how to get GenAI done"},"content":{"rendered":"

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Watch the videocast, here<\/a><\/em><\/h3>\n

Sandeep Dadlani, Executive VP and Chief Digital and Technology Officer at UnitedHealth Group (UHG), the world\u2019s largest healthcare enterprise with diversified businesses, has a long and deep technology experience across multiple industries on both the supply and demand side. His early days at UHG coincided with the explosion of GenAI on the global stage and has been shaping some of the thinking and doing for him. <\/em><\/p>\n

In speaking with Sandeep, it is clear about the methodical and structured approach he is driving at UHG could define how healthcare leverages the latest technology miracle.<\/em><\/p>\n

Our most recent candid interview \u2013 as part of our\u00a0<\/em>GenAI Leaders Series<\/em><\/a>\u00a0\u2013 is to learn how Sandeep fashions GenAI\u2019s use and ways to realize its potential in healthcare and potentially beyond. <\/em><\/p>\n

Pragmatic, excited, and responsible: the steps to get it done<\/strong><\/span><\/h3>\n

While UHG is the world\u2019s largest commercial healthcare enterprise with ~$360B (Sep 30, 2023) in revenues, it is also amongst the largest enterprises by workforce of some 440,000 clinicians, technologists, and market-facing professionals. An enterprise of this size with even greater implications for the health and well-being of over 150 million people must be deliberate when exploring new technologies. That is precisely the approach that is being considered while the world is abuzz with GenAI.<\/p>\n

A pragmatic approach is to find the problem(s) to solve as the first critical step in being able to address it with any new technology. At UHG there is a bottom-up effort at identifying use cases that have led to piloting some 500 use cases while the top-down identified some 14 use cases. The approach to identifying the top-down use cases was an enterprise celebratory event called Tech-Tank involving tens of thousands of employees. While ideation and spitballing are part of the effort, UHG took a hard look at the business case and the ability to scale those use cases in their selection. Given the size of UHG, scaling means very different, and early indications are very encouraging.<\/p>\n

The use cases are generally in the administrative realm of the value chain, which historically has accumulated suboptimal processes and is a rich target for technology transformation. These low-hanging fruits include processes used by thousands of call center agents to summarize their interactions with United\u2019s members.<\/p>\n

\u201c\u2026call summarization is a simple thing but has eluded the industry for a while but really eases the work for our call center advocates and has them focus on caring for the person who is calling\u201d \u2013 Sandeep Dadlani<\/em><\/p>\n

Never mind the cape GenAI wears, just focus on its superpowers<\/strong><\/span><\/h3>\n

\u201c\u2026great synthesis and data extraction from structured and unstructured fantastically well, content generation very well and automates code writing\u2026\u201d Sandeep Dadlani<\/em><\/p>\n

UHG\u2019s selection of use cases keeps clinicians in the loop to ensure that they can practice at the top of their license and not replace them. This extends to all processes that may or may not include clinicians, that a human is always in the loop to help improve the outcomes and it is done responsibly.<\/p>\n

And so, the notion of responsible AI does not have a stronger motivator than the use of GenAI in healthcare. In the context of life and death implications, be it for diagnosis, choice of therapies, or care delivery, responsible AI must become table stakes in action vs. narrative. There must be added urgency to ensuring fairness, eliminating bias, and clear explanations of results.<\/p>\n

GenAI\u2019s iPhone moment is more impactful than the Kodak moment<\/strong><\/span><\/h3>\n

IT services are experiencing a flat revenue trajectory in 2023 after a quarter of a century of sequential growth. As a result, most of them are investing in GenAI to fuel the next era of growth. However, the philosophy of investments in healthcare could have long-term implications. There are two schools of GenAI investments in the context of the triple aim of care (reducing the cost of care, improving health outcomes, and enhancing the experience of care);<\/p>\n