The Importance of Transparency and Strong Leadership in the Age of Healthcare AI: Key Takeaways from Becker's Annual Conference

As organizations grapple with workforce shortages, increasingly complex payer-provider dynamics, and rising operational costs, leaders are recognizing the critical role that automation plays in sustaining and enhancing revenue cycle management (RCM).

However, success is not just about implementing the latest technology; it’s about leveraging automation while maintaining a human-centered approach to ultimately build strong, adaptable RCM teams that are prepared for the future.

At Becker's Healthcare ’s 9th Annual Health IT + Digital Health + RCM Meeting, I had the pleasure of joining an insightful panel, “Building Strong Revenue Cycle Teams in the Age of Automation.” Together with Stacey Benson, Director of Revenue Cycle at Houston Methodist, and Paul Chausse Jr., Vice President of Revenue Cycle at MaineHealth, we explored strategies for making automation a constructive, supportive force in healthcare.

Here are three essential takeaways from our discussion:

1. Automation is Not Here to Replace Humans

In an era where automation is often viewed with skepticism, it’s essential to understand its true purpose within the workforce. I emphasized that a big misconception around automation is that its main purpose is to replace humans. Automation isn’t here to replace staff. In reality, it’s here to support revenue cycle teams that are struggling with staffing shortages. It’s here to reduce administrative burdens and make sure that teams are set up for success going into the future.

Chausse Jr. echoed this sentiment, adding that automation has become a necessity in the wake of persistent staffing shortages at MaineHealth. "Automation isn’t about cutting jobs; it’s about filling the gaps we can’t fill with people," he explained.

In addition to helping solve staffing challenges, Benson emphasized that automation should be viewed as a tool that can complement people’s roles. "We need your brain, your expertise," she noted. “Automation can take some of those repetitive tasks off your plate so you can focus on more rewarding and higher-value work.”

2. Trust is Built Through Transparency

As healthcare organizations evaluate and implement different automation technologies, the importance of open communication to help build trust cannot be overstated.?

Starting with building trust with your internal team, Benson emphasized the importance of being transparent with your staff, particularly during the implementation stage. "You need to be upfront with your team—tell them exactly what the automation will and won’t do once it’s up and running. This sets clear expectations for your staff, helping them understand how their roles may or may not change so that they can set themselves up for success," she explained.

Chausse Jr. agreed, emphasizing that transparency plays a key role in ensuring that teams feel secure. "When you’re clear about what’s being automated and why, your staff won’t see it as a threat but as an opportunity," he noted. By building trust through open communication, RCM teams can embrace automation rather than fear it.

I also shared my perspective on the need for transparency from vendors offering AI solutions. It’s no secret that many AI-based solutions have what is commonly called the "black-box" problem, where the inner workings are unclear to end users. As a vendor, I recognize how crucial it is to clearly explain how our AI technology operates and to be capable of articulating the rationale behind its output. This transparency not only helps build trust with the customers but also ensures that healthcare providers fully understand both the strengths and limitations of the solution.

3. Effective Leadership and Change Management are Critical to Success

In the rapidly evolving landscape of healthcare, the role of leadership becomes increasingly crucial. We discussed the evolving nature of leadership as organizations adopt more automated solutions.?

Chausse Jr. emphasized that the role of leadership in RCM is evolving rapidly as automation becomes more integrated into daily operations. "RCM leaders today need to be adaptable and innovative. It’s not enough to know RCM—you also need to understand the technology and how it impacts your team," he said. Chausse highlighted that combining emotional intelligence with technical skills is critical for successful leadership in today’s environment.

I added my thoughts on the importance of properly managing the cultural shift that comes with automation. To me, leaders must build buy-in at all levels of the organization, not just at the executive level. By including the staff members who will be impacted most in early discussions, you can ensure that they feel engaged and valued throughout the process and, in the end, increase the likelihood of success.

Benson added that leadership in this new era must include expertise in change management. "We’re changing quickly, and leadership needs to communicate those changes effectively. If teams understand why changes are happening, they’re more likely to stay engaged and trust the process," she noted.

Final Thoughts:

Change is never easy, but it is my hope and the hope of industry leaders like Benson and Chausse Jr. that as automation becomes more commonplace in RCM, leaders continue to take a human-centered approach and build teams with the future in mind.?

By recognizing that automation is a tool to support and elevate staff, continuing to be transparent with internal and external teams, and embracing change management, I believe that healthcare organizations can build resilient, adaptable teams that thrive and drive innovation.