NTT Data: Healthcare Organizations Struggle To Create Cohesion Between GenAI Ambitions And Strategies
GenAI already is transforming healthcare through enhanced quality of patient and provider experiences as well as better financial outcomes. Yet even greater improvements and return on investment are hindered by challenges in data security, privacy, ethics and regulatory compliance. These findings are among the highlights of NTT DATA's new executive insight report, GenAI: The Care Plan for Powering Positive Health Outcomes. The report is based on responses from 425 decision makers and influencers from healthcare organizations across 33 countries.
Key Findings 94% of respondents say GenAI accelerates R&D to enable faster access to new treatments, improved diagnostics, predictive analytics and task automation.
95% believe cloud-based solutions are the most practical and cost-effective option for their GenAI technology needs.
75% acknowledge a lack of necessary skills to work with GenAI effectively, while 93% are addressing GenAI's impact on employee roles and responsibilities.
'To achieve GenAI's full potential in healthcare, organizations must align the technology to their business strategies, develop comprehensive workforce training, and implement multilayered governance strategies that prioritize people and keep humans in the loop,' said Sundar Srinivasan, Head of Healthcare, NTT DATA North America. 'It's vital to transparently show how the technology benefits patients by complementing human workers.'
Human-centric GenAI solutions enable clinicians and administrative staff to work more efficiently while maintaining a safe, patient-centered approach to healthcare. For instance, GenAI technology can predict chronic diseases to enable early intervention and can also reduce handling time for prior authorization inquiries. In another example, NTT DATA and Duke Health are using GenAI to create an advanced interactive model for home care to improve outcomes while reducing workloads and stress for clinicians, hospitals and patients.
Improved compliance and process adherence are among top outcomes from current GenAI investments, yet a massive 91% of healthcare executives are fearful of privacy violations and potential misuse of Protected Health Information (PHI). Just 42% strongly agree their existing cybersecurity controls effectively protect current GenAI applications. That said, 87% of respondents agree the existing benefits and long-term potential of GenAI outweigh security and legal risks. 59% plan significant GenAI investments over the next two years.
Other challenges for rapid and responsible GenAI implementation in healthcare include outdated technology infrastructure and data readiness. 91% say legacy infrastructure greatly affects their ability to use GenAI, while 44% strongly agree they have sufficiently invested in data storage and processing capabilities for GenAI workloads. Only 48% have assessed the GenAI readiness of their data and platforms.
'In addition to clearly supporting operating objectives, AI systems also must be aligned with regulatory and clinical guidelines,' Srinivasan said. 'Success hinges on high data quality and establishing collaborative decision-making teams.'
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Zawya
4 days ago
- Zawya
DBS Launches Gen AI-Powered Coaching Tool to Future Proof Its Workforce
HONG KONG SAR - Media OutReach Newswire - 24 July 2025 - DBS announced today that it is democratising coaching for its workforce with the launch of iCoach, a Generative AI-powered (Gen AI) platform developed in collaboration with Marshall Goldsmith, one of the world's top executive coaches. While most corporations reserve coaching[1] for their top executives or high potential talent, DBS believes that employees at all levels would benefit from coaching by receiving expert advice on career development as well as topical issues such as work-life balance, personal and small team leadership, or mental wellness. However, the main challenge has always been scaling coaching in an efficient and cost-effective manner – coaching is usually done on a one-to-one basis and can be costly. With the advent of Gen AI, DBS saw an opportunity to leverage the technology to overcome these challenges, enabling the bank to avail coaching to employees across its network. Lee Yan Hong, Head of Group Human Resources, DBS, said, "As the world of work continues to evolve, building career resilience has become more important than ever. At DBS, we are committed to helping our people thrive by equipping them with future-ready capabilities through our comprehensive Triple E framework – Education, Exposure and Experience. iCoach is a powerful new addition that complements these efforts, leveraging Gen AI to offer personalised, on-demand career guidance to help every employee confidently navigate and grow in the future of work." Betty Lam, Head of Human Resources, DBS Hong Kong, said, "DBS continues to entrench our standing as a Responsible AI leader and bring our employees along this responsible AI journey where AI is used ethically and effectively. iCoach is a powerful tool that allows our employees to focus on personal and career growth. At the same time, we also encourage our employees to equip themselves with the necessary AI skills, which will be crucial for our collective success." iCoach's knowledge base was developed in partnership with Marshall Goldsmith, a leading coaching expert with over four decades of experience working with top CEOs and executives, including those from Fortune 500 companies. Dr Goldsmith was inducted by Thinkers50[2] into its Hall of Fame in 2018 and is the only two-time Thinkers50 #1 Leadership Thinker in the World. He was also the inaugural winner of the Lifetime Award for Leadership by the Harvard Institute of Coaching. iCoach is always-on and available 24/7 to provide employees with just-in-time personalised career guidance. It is tailored to each employee, drawing on the context of the bank's roles, functions and internal mobility pathways to deliver relevant and actionable career advice. Data from International Coaching Federation and Better Up Career Coaching showed 70% of people in organisations who underwent coaching benefitted from improved work performance, relationships and more effective communication skills. 80% of people who received coaching reported increased self-confidence. iCoach further reinforces the bank's commitment to upskilling its employees and building career resilience, and complements other DBS initiatives including: iGrow, an AI / machine learning-powered platform that offers personalised career advice by matching employees to tailored learning and job opportunities based on their career and training history. DBS Mentoring Programme, which connects employees with leaders and peers, enabling them to gain practical guidance, career insights and support at critical points in their professional growth. DBS Learning Hub, which provides employees with more than 10,000 curated courses, to learn and pick up new skills. Be My Guest Programme, where employees have the opportunity to participate in job shadowing, workshops and projects across departments. Last year, over 4,000 such opportunities were taken up by employees. The bank's commitment to supporting employees with career development has contributed to its recognition as an employer of choice. In 2025, DBS was ranked first in TIME's 500 Best Companies in Asia Pacific, while in 2024, the bank was named among Forbes World's Best Employers. In Hong Kong, DBS Hong Kong was also recognised at the "Bloomberg Businessweek - Financial Institutions 2025 Awards", winning the "Training Academy – Excellence Performance" and "Training Program of the Year – Outstanding Performance" awards. Additionally, DBS Hong Kong was honoured with the "Employer of the Year", "HR Team of the Year", and the "Grand Award of Recruitment" at the Jobsdb Hong Kong HR Awards 2024/25. [1] Coaching focuses on achieving specific, short-term goals through structured guidance, while mentoring emphasises long-term personal and professional growth through a supportive relationship. For more info here. [2] Thinkers50 is the world's pre-eminent global ranking of management thinkers and has been described by The Financial Times as "the Oscars of management thinking". Hashtag: #DBS The issuer is solely responsible for the content of this announcement. About DBS DBS is a leading financial services group in Asia with a presence in 19 markets. Headquartered and listed in Singapore, DBS is in the three key Asian axes of growth: Greater China, Southeast Asia and South Asia. The bank's "AA-" and "Aa1" credit ratings are among the highest in the world. Recognised for its global leadership, DBS has been named " World's Best Bank" by Global Finance, " World's Best Bank" by Euromoney and " Global Bank of the Year" by The Banker. The bank is at the forefront of leveraging digital technology to shape the future of banking, having been named " World's Best Digital Bank" by Euromoney and the world's " Most Innovative in Digital Banking" by The Banker. In addition, DBS has been accorded the " Safest Bank in Asia" award by Global Finance for 16 consecutive years from 2009 to 2024. DBS provides a full range of services in consumer, SME and corporate banking. As a bank born and bred in Asia, DBS understands the intricacies of doing business in the region's most dynamic markets. DBS is committed to building lasting relationships with customers, as it banks the Asian way. Through the DBS Foundation, the bank creates impact beyond banking by supporting social enterprises: businesses with a double bottom-line of profit and social and/or environmental impact. DBS Foundation also gives back to society in various ways, including equipping communities with future-ready skills and building food resilience. With its extensive network of operations in Asia and emphasis on engaging and empowering its staff, DBS presents exciting career opportunities. For more information, please visit DBS Hong Kong
Channel Post MEA
5 days ago
- Channel Post MEA
NTT Data: Healthcare Organizations Struggle To Create Cohesion Between GenAI Ambitions And Strategies
Research by NTT DATA reveals that healthcare organizations are struggling to create cohesion between their GenAI ambitions and strategies. More than 80% of healthcare organization leaders surveyed said they have a well-defined GenAl strategy, but only 40% agreed their GenAl strategy strongly aligns with their business strategy. Only 54% classified their GenAI capability as high performing. GenAI already is transforming healthcare through enhanced quality of patient and provider experiences as well as better financial outcomes. Yet even greater improvements and return on investment are hindered by challenges in data security, privacy, ethics and regulatory compliance. These findings are among the highlights of NTT DATA's new executive insight report, GenAI: The Care Plan for Powering Positive Health Outcomes. The report is based on responses from 425 decision makers and influencers from healthcare organizations across 33 countries. Key Findings 94% of respondents say GenAI accelerates R&D to enable faster access to new treatments, improved diagnostics, predictive analytics and task automation. 95% believe cloud-based solutions are the most practical and cost-effective option for their GenAI technology needs. 75% acknowledge a lack of necessary skills to work with GenAI effectively, while 93% are addressing GenAI's impact on employee roles and responsibilities. 'To achieve GenAI's full potential in healthcare, organizations must align the technology to their business strategies, develop comprehensive workforce training, and implement multilayered governance strategies that prioritize people and keep humans in the loop,' said Sundar Srinivasan, Head of Healthcare, NTT DATA North America. 'It's vital to transparently show how the technology benefits patients by complementing human workers.' Human-centric GenAI solutions enable clinicians and administrative staff to work more efficiently while maintaining a safe, patient-centered approach to healthcare. For instance, GenAI technology can predict chronic diseases to enable early intervention and can also reduce handling time for prior authorization inquiries. In another example, NTT DATA and Duke Health are using GenAI to create an advanced interactive model for home care to improve outcomes while reducing workloads and stress for clinicians, hospitals and patients. Improved compliance and process adherence are among top outcomes from current GenAI investments, yet a massive 91% of healthcare executives are fearful of privacy violations and potential misuse of Protected Health Information (PHI). Just 42% strongly agree their existing cybersecurity controls effectively protect current GenAI applications. That said, 87% of respondents agree the existing benefits and long-term potential of GenAI outweigh security and legal risks. 59% plan significant GenAI investments over the next two years. Other challenges for rapid and responsible GenAI implementation in healthcare include outdated technology infrastructure and data readiness. 91% say legacy infrastructure greatly affects their ability to use GenAI, while 44% strongly agree they have sufficiently invested in data storage and processing capabilities for GenAI workloads. Only 48% have assessed the GenAI readiness of their data and platforms. 'In addition to clearly supporting operating objectives, AI systems also must be aligned with regulatory and clinical guidelines,' Srinivasan said. 'Success hinges on high data quality and establishing collaborative decision-making teams.'
Zawya
6 days ago
- Zawya
South Africa businesses embrace GenAI – but strategy and skills lagging, finds 2025 Roadmap
South African enterprises are rapidly integrating generative AI (GenAI) into their operations, but most are doing so without formal strategies, dedicated leadership, or the infrastructure required to maximise value and minimise risk. This is the key finding of the newly released South African Generative AI Roadmap 2025, based on a study by World Wide Worx in collaboration with Dell Technologies and Intel. The report, which surveys over 100 mid-sized and large enterprises across industry sectors, shows that GenAI adoption has climbed from 45% of large enterprises in 2024 to 67% in 2025. This dramatic rise positions GenAI as the fastest-moving digital trend in the country. However, in a rush to adopt the fast-growing technology, there is a need for organisations to take the foundational steps of planning and governance. Doing so will more clearly connect AI to people and processes and help organisations reap genuine, sustaining ROI. 'Many organisations are simply unaware of the gaps they're leaving in their systems,' says Arthur Goldstuck, CEO of World Wide Worx and principal analyst of the study. 'The risk goes beyond the technical, and includes reputational, ethical, and operational vulnerability. While the first step of technology adoption is well underway, our survey demonstrates there is room for operational growth.' According to the report's findings, AI adoption has brought clear benefits to the organisations using it: - 86% of GenAI users cite increased competitiveness as a result of using AI tools. - 83% report improved productivity. - 66% see enhanced customer service. Yet, behind these numbers lies an operational gap: - Only 14% of organisations have a formal company-wide GenAI strategy. - Just 13% have implemented governance or ethical frameworks in the form of guardrails for safety, privacy and bias mitigation. - 39% cite high implementation cost as the primary barrier to GenAI adoption. AI maturity requires foundations 'The roadmap aims to help guide stakeholders to fully understand the scope of GenAI, and to build transparent strategies that deliver on its promise without placing enterprises at risk,' says Goldstuck. 'What's most startling is that many companies think using a GenAI tool is the same as having an AI strategy.' As companies race to embed GenAI tools like Microsoft Copilot and ChatGPT into business functions, most are overlooking deeper transformation through infrastructure, skills and internal capability. Holistic AI infrastructure, combined with people and processes, is critical to scaling AI deployments and clearly connecting them to tangible return on investment. Shadow AI The report raises the alarm about 'shadow AI' – the unsanctioned use of GenAI by employees without oversight. Currently: - 32% of businesses report informal or unregulated GenAI use. - A further 20% report a mix of official and unofficial GenAI use. - 84% say oversight is an important or very important success factor for GenAI deployment. Critical governance measures include clear principles for oversight, accountability, and responsible use. It enables organisations to build trust, reduce risk, and drive long-term value. 'The current use of GenAI is largely taking place in a regulatory and ethical vacuum,' Goldstuck warns. 'The longer this continues, the more harm can be caused, to both businesses and individuals, before these guardrails are in place. 'Without governance, organisations are walking blindfolded into a future shaped by AI. That might be exciting, but it is not sustainable.' The roadmap also identifies two areas of opportunity: - Business and Societal impact: Over 75% of respondents have no measures in place to monitor or reduce the energy use and footprint of GenAI. - Skills development: A massive 87% of businesses have committed to GenAI upskilling or training of employees. The report cautions that South Africa could find itself divided by the ability to use GenAI wisely and scale deployments as the technology matures. Goldstuck says: 'There's a real risk of a GenAI disconnect in South Africa between those who use GenAI deliberately, strategically and ethically, and those who use it blindly or not at all.' About World Wide Worx: World Wide Worx is South Africa's leading independent technology research organisation, focused on delivering evidence-based insights for digital transformation.
