Latest news with #ITleadership
Globe and Mail
28-07-2025
- Business
- Globe and Mail
Info-Tech Research Group Extends Annual Awards Nomination Deadlines as Recognition Program For IT Leadership Grows
Info-Tech Research Group has extended the nomination deadline for two categories in its annual awards program that celebrates excellence across the evolving landscape of IT leadership: Innovator of the Year and Women Leading IT. In its recently expanded format for 2025, the Info-Tech Awards recognize both individuals and organizations that are driving measurable outcomes through strategic alignment, innovation, and operational impact. TORONTO , July 28, 2025 /CNW/ - Info-Tech Research Group, a global IT research and advisory firm, has extended the nomination deadline for two of its 2025 Info-Tech Awards categories: Innovator of the Year and Women Leading IT. Due to increased demand and interest, nominations for these two categories will now be accepted until August 31, 2025 , as applicants showcase leadership, innovation, and measurable impact in the field of IT. In an expanded format of the firm's annual awards program that now includes a total of five new award categories, the Info-Tech Awards are designed to spotlight leaders and organizations that go beyond operational delivery to create strategic value. Through a mix of data from Info-Tech's CIO Business Vision diagnostic, nomination materials, and expert evaluation, the program ensures that recipients are recognized not only for their accomplishments but also for the impact they've had across their organizations and industries over the past year. " We've seen firsthand how technology leaders are elevating their organizations, not just through IT excellence, but by driving real and measurable value," says Geraldine Mongay Vignau, Vice President of Customer Marketing at Info-Tech Research Group. " The Info-Tech Awards were expanded to reflect this shift, recognizing not just titles or projects, but lasting, measurable impact across the organization and the people and teams who are redefining what IT leadership looks like." Info-Tech Awards 2025 Categories Applications Due August 31, 2025 Innovator of the Year Award – An organization that has implemented groundbreaking IT initiatives, used technology in innovative ways, or has set new industry standards that are shaping the future of IT. Women Leading IT Award – IT professionals who exemplify innovation, inclusive leadership, and mentorship within their organizations and the broader industry, inspiring the next generation of women. Spotlighting Award-Winning IT Leaders at Info-Tech LIVE 2025 in Las Vegas As part of Info-Tech LIVE 2025 in Las Vegas, a standout panel session titled Lessons From Exceptional IT Leaders brought together past award recipients from various sectors, including higher education, healthcare, public health, and manufacturing. Moderated by Geoff Nielson, Senior Vice President at Info-Tech Research Group, the discussion highlighted practical strategies for driving stakeholder satisfaction, leading transformation, and earning organizational trust. The expert panel included the following IT leaders and previous honorees: Isaac Abbs, Assistant Vice Chancellor for Information Technology and Chief Information Officer at Pima Community College Jason Frame, Chief Information Officer for Southern Nevada Health District Jamie Hornstein, North America CIO for ProDriven Global Brands Bharath Prabhakaran, Vice President and Chief Digital Officer at the University of Cincinnati "The most important thing IT leaders can do is measure stakeholder satisfaction and act on the feedback," said Nielson during the session on June 12, 2025 . "It's a privilege to recognize two sets of leaders this year: those who were scored highest by stakeholders via Info-Tech's CIO Business Vision program as well as those nominated for their vision and impact in the industry." Panelists shared candid insights into how they built trust, scaled innovation, and delivered results, from implementing AI solutions and addressing technical debt to launching campus-wide infrastructure upgrades and redefining career pathways. During the session, the speakers also shared how they operationalized feedback from Info-Tech's CIO Business Vision survey, using it not only to measure satisfaction but to guide concrete actions and continuous improvements across their teams. Key Dates and Application Process Nomination Deadline: Nominations for the Innovator of the Year and Women Leading IT categories will close on August 31, 2025 . Selection Process: Winners will be selected through a combination of diagnostic data, nomination forms, and interviews, with additional evaluations as required . Announcement & Recognition: Awards will be publicly announced in November 2025 , with winners receiving a trophy and certificate to recognize their achievements . For full eligibility criteria and submission details, as well as detailed information about each of the awards, please visit the Info-Tech Awards 2025 page. To stay up to date with all further announcements, please follow Info-Tech Research Group on LinkedIn and X. About Info-Tech Research Group Info-Tech Research Group is one of the world's leading research and advisory firms, proudly serving over 30,000 professionals. The company produces unbiased, highly relevant research and provides advisory services to help leaders make strategic, timely, and well-informed decisions. For nearly 30 years, Info-Tech has partnered closely with teams to provide them with everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations. To learn more about Info-Tech's divisions, visit McLean & Company for HR research and advisory services and SoftwareReviews for software-buying insights. Media professionals can register for unrestricted access to research across IT, HR, and software, and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact pr@
Yahoo
17-07-2025
- Business
- Yahoo
IT Leadership Must Adapt Faster To Keep Up with Tech Disruption, Warns Info-Tech Research Group in New Resource
With the core responsibilities of IT shifting every 18 months or less, CIOs and other technology leaders are under pressure to adapt faster than any other function within organizations in the current landscape. While technology continues to accelerate at an exponential rate, the evolution of leadership practices, especially in IT, has lagged behind, putting IT further behind than any other department. Global IT research and advisory group Info-Tech Research Group has recently published research insights that outline a human-centric approach to leadership that aligns with the pace of exponential technological change and helps close the leadership gap. TORONTO, July 17, 2025 /PRNewswire/ - Technology is evolving faster than traditional leadership models can keep pace with. According to findings from Info-Tech Research Group's CxO Alignment Diagnostic, over 50% of CxOs expect IT to transform or expand their organization, but only 5% of IT teams are meeting this expectation. While technology continues to accelerate at an exponential rate, the evolution of leadership practices, especially in IT, has lagged behind, putting IT further behind than any other department. This insight indicates that the issue isn't technical; it's human. To address this critical gap, the global IT research and advisory firm has released research findings and guidance on the topic for CIOs and other leaders in a new resource, Adaptive IT Leadership. The blueprint was developed to help IT leaders lead effectively in an environment where responsibilities and technologies change in months, not years. The firm's insights reframe IT leadership as an active, organization-wide role that must evolve beyond alignment with the business and into full partnership and transformation. Termed "Adaptive IT Leadership," Info-Tech emphasizes that the approach is not about managing tasks, but rather about shaping outcomes through a proactive, human-first strategy that thrives under pressure. "The world around us has changed. The technology curve has bent exponentially, and there is no return. Amid this change, something remarkable stands out: leadership has not evolved at the same pace," says Carlene McCubbin, Associate Vice President of Research Development at Info-Tech Research Group. "One of the clearest findings is that leading in IT is fundamentally distinct from leading in other parts of an organization. If you work in IT, it's not unlikely that you've been through a transformation – maybe even two, three, or more." The firm explains that this pace of disruption requires IT leaders to rethink how they manage projects and teams, as well as how they present themselves as leaders in an environment where the rules are constantly being rewritten. The newly published Adaptive IT Leadership resource emphasizes that it's not enough to react to change; Today's IT leaders need to be change-ready at all times, comfortable with ambiguity, fluent in navigating complexity, and resilient in the face of ongoing reinvention. "IT is unique in that the core responsibilities shift every 18 months or less. IT experiences transformations that require new technology skills and expectations on a compressed timeline. No other department faces this kind of rapid evolution," explains McCubbin. "While other departments and leaders do experience change, none experience the same speed and intensity of change as those in IT. Transformation cycles in other areas, such as marketing or finance, for example, span years. In IT, they're measured in months." Info-Tech Research Group's Four Pillars of Adaptive IT Leadership In response to the unprecedented pace of change in IT, Info-Tech has developed a comprehensive framework to help leaders thrive. Within the firm's new blueprint, the Adaptive IT Leadership model is identified as a framework that can help IT leaders foster agility, improve decision-making, and build stronger, more resilient teams. The model is structured around the following four interconnected dimensions: Enterprise Leadership – Lead with technology first. IT must shift from a service function to a force that co-leads business transformation. This means understanding business needs, building strong relationships, and acting as the nexus where technology, leadership, and strategy intersect. Strategic Leadership – Pivot with purpose. Leaders must evolve from rigid planning cycles to flexible, distributed decision-making. This shift includes aligning on a shared sense of purpose, empowering leaders within guardrails, and encouraging feedback across the organization. IT Team Leadership – Clear the path to solve tomorrow's problems. Info-Tech's IT Staffing Assessment Diagnostic reveals that 35% of IT time is lost to administration, while only 8% is spent on skill-building. The firm advises that IT leaders need to remove barriers, foster human-AI collaboration, and encourage transdisciplinary thinking to prepare teams for continuous change. Personal Leadership – Start with individual adaptability. In a fast-moving environment, personal adaptability becomes a core leadership skill. Daily reflection, career mapping, peer networks, and continuous learning help IT leaders stay grounded while growing their influence. Info-Tech's resource emphasizes the widening gap between the exponential growth of technology and the linear adaptability of humans. As IT roles evolve faster than ever, the firm suggests that leaders must address not only tools and systems but also people's fear of change and resistance to new ways of working. Another central theme of the research is the critical importance of relationships. According to data findings from Info-Tech's Business Vision Diagnostic, relationships are the most significant predictor of business satisfaction with IT, surpassing infrastructure, innovation, and applications. The firm advises that for IT leaders, understanding needs, communicating clearly, and training effectively are no longer optional; they are essential to success. Info-Tech's IT Talent Trends 2025 report reveals that 93% of organizations agree that nearly all leadership skills in IT need to change to meet the demands of the future of work. This leadership gap is one of the key barriers preventing IT from delivering on its transformational mandate. While technology expectations are high, the gap is clear, and it starts at the leadership level. This leadership gap is a central theme of Info-Tech's Adaptive IT Leadership resource. As McCubbin states in the blueprint, "Leading is fundamentally different in IT." By following the insights and practical guidance in Info-Tech's Adaptive IT Leadership blueprint, IT leaders will enable their organizations to move beyond outdated models and build adaptive leadership practices that keep pace with change, deliver value more quickly, and foster stronger relationships across the enterprise. Info-Tech Research Group's Adaptive IT Leadership Development Program To complement this research and to help bridge the widening leadership gap, Info-Tech also offers a six-month Adaptive IT Leadership Development Program. The firm's program is delivered through a blend of structured training, peer cohort learning, and expert coaching, the program helps IT leaders evolve their mindset, develop emotional intelligence, and lead with authenticity to create lasting organizational impact. Media Inquiries for Info-Tech Research Group Analysts and Content For media requests for exclusive and timely commentary from Info-Tech's experts, including Carlene McCubbin, or to access the complete Adaptive IT Leadership resource, please contact pr@ About Info-Tech Research Group Info-Tech Research Group is one of the world's leading research and advisory firms, proudly serving over 30,000 IT and HR professionals. The company produces unbiased, highly relevant research and provides advisory services to help leaders make strategic, timely, and well-informed decisions. For nearly 30 years, Info-Tech has partnered closely with teams to provide them with everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations. To learn more about Info-Tech's divisions, visit McLean & Company for HR research and advisory services and SoftwareReviews for software-buying insights. Media professionals can register for unrestricted access to research across IT, HR, and software, as well as hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact pr@ For information about Info-Tech Research Group or to access the latest research, visit and connect via LinkedIn and X. View original content to download multimedia: SOURCE Info-Tech Research Group
Yahoo
17-07-2025
- Business
- Yahoo
IT Leadership Must Adapt Faster To Keep Up with Tech Disruption, Warns Info-Tech Research Group in New Resource
With the core responsibilities of IT shifting every 18 months or less, CIOs and other technology leaders are under pressure to adapt faster than any other function within organizations in the current landscape. While technology continues to accelerate at an exponential rate, the evolution of leadership practices, especially in IT, has lagged behind, putting IT further behind than any other department. Global IT research and advisory group Info-Tech Research Group has recently published research insights that outline a human-centric approach to leadership that aligns with the pace of exponential technological change and helps close the leadership gap. TORONTO, July 17, 2025 /PRNewswire/ - Technology is evolving faster than traditional leadership models can keep pace with. According to findings from Info-Tech Research Group's CxO Alignment Diagnostic, over 50% of CxOs expect IT to transform or expand their organization, but only 5% of IT teams are meeting this expectation. While technology continues to accelerate at an exponential rate, the evolution of leadership practices, especially in IT, has lagged behind, putting IT further behind than any other department. This insight indicates that the issue isn't technical; it's human. To address this critical gap, the global IT research and advisory firm has released research findings and guidance on the topic for CIOs and other leaders in a new resource, Adaptive IT Leadership. The blueprint was developed to help IT leaders lead effectively in an environment where responsibilities and technologies change in months, not years. The firm's insights reframe IT leadership as an active, organization-wide role that must evolve beyond alignment with the business and into full partnership and transformation. Termed "Adaptive IT Leadership," Info-Tech emphasizes that the approach is not about managing tasks, but rather about shaping outcomes through a proactive, human-first strategy that thrives under pressure. "The world around us has changed. The technology curve has bent exponentially, and there is no return. Amid this change, something remarkable stands out: leadership has not evolved at the same pace," says Carlene McCubbin, Associate Vice President of Research Development at Info-Tech Research Group. "One of the clearest findings is that leading in IT is fundamentally distinct from leading in other parts of an organization. If you work in IT, it's not unlikely that you've been through a transformation – maybe even two, three, or more." The firm explains that this pace of disruption requires IT leaders to rethink how they manage projects and teams, as well as how they present themselves as leaders in an environment where the rules are constantly being rewritten. The newly published Adaptive IT Leadership resource emphasizes that it's not enough to react to change; Today's IT leaders need to be change-ready at all times, comfortable with ambiguity, fluent in navigating complexity, and resilient in the face of ongoing reinvention. "IT is unique in that the core responsibilities shift every 18 months or less. IT experiences transformations that require new technology skills and expectations on a compressed timeline. No other department faces this kind of rapid evolution," explains McCubbin. "While other departments and leaders do experience change, none experience the same speed and intensity of change as those in IT. Transformation cycles in other areas, such as marketing or finance, for example, span years. In IT, they're measured in months." Info-Tech Research Group's Four Pillars of Adaptive IT Leadership In response to the unprecedented pace of change in IT, Info-Tech has developed a comprehensive framework to help leaders thrive. Within the firm's new blueprint, the Adaptive IT Leadership model is identified as a framework that can help IT leaders foster agility, improve decision-making, and build stronger, more resilient teams. The model is structured around the following four interconnected dimensions: Enterprise Leadership – Lead with technology first. IT must shift from a service function to a force that co-leads business transformation. This means understanding business needs, building strong relationships, and acting as the nexus where technology, leadership, and strategy intersect. Strategic Leadership – Pivot with purpose. Leaders must evolve from rigid planning cycles to flexible, distributed decision-making. This shift includes aligning on a shared sense of purpose, empowering leaders within guardrails, and encouraging feedback across the organization. IT Team Leadership – Clear the path to solve tomorrow's problems. Info-Tech's IT Staffing Assessment Diagnostic reveals that 35% of IT time is lost to administration, while only 8% is spent on skill-building. The firm advises that IT leaders need to remove barriers, foster human-AI collaboration, and encourage transdisciplinary thinking to prepare teams for continuous change. Personal Leadership – Start with individual adaptability. In a fast-moving environment, personal adaptability becomes a core leadership skill. Daily reflection, career mapping, peer networks, and continuous learning help IT leaders stay grounded while growing their influence. Info-Tech's resource emphasizes the widening gap between the exponential growth of technology and the linear adaptability of humans. As IT roles evolve faster than ever, the firm suggests that leaders must address not only tools and systems but also people's fear of change and resistance to new ways of working. Another central theme of the research is the critical importance of relationships. According to data findings from Info-Tech's Business Vision Diagnostic, relationships are the most significant predictor of business satisfaction with IT, surpassing infrastructure, innovation, and applications. The firm advises that for IT leaders, understanding needs, communicating clearly, and training effectively are no longer optional; they are essential to success. Info-Tech's IT Talent Trends 2025 report reveals that 93% of organizations agree that nearly all leadership skills in IT need to change to meet the demands of the future of work. This leadership gap is one of the key barriers preventing IT from delivering on its transformational mandate. While technology expectations are high, the gap is clear, and it starts at the leadership level. This leadership gap is a central theme of Info-Tech's Adaptive IT Leadership resource. As McCubbin states in the blueprint, "Leading is fundamentally different in IT." By following the insights and practical guidance in Info-Tech's Adaptive IT Leadership blueprint, IT leaders will enable their organizations to move beyond outdated models and build adaptive leadership practices that keep pace with change, deliver value more quickly, and foster stronger relationships across the enterprise. Info-Tech Research Group's Adaptive IT Leadership Development Program To complement this research and to help bridge the widening leadership gap, Info-Tech also offers a six-month Adaptive IT Leadership Development Program. The firm's program is delivered through a blend of structured training, peer cohort learning, and expert coaching, the program helps IT leaders evolve their mindset, develop emotional intelligence, and lead with authenticity to create lasting organizational impact. Media Inquiries for Info-Tech Research Group Analysts and Content For media requests for exclusive and timely commentary from Info-Tech's experts, including Carlene McCubbin, or to access the complete Adaptive IT Leadership resource, please contact pr@ About Info-Tech Research Group Info-Tech Research Group is one of the world's leading research and advisory firms, proudly serving over 30,000 IT and HR professionals. The company produces unbiased, highly relevant research and provides advisory services to help leaders make strategic, timely, and well-informed decisions. For nearly 30 years, Info-Tech has partnered closely with teams to provide them with everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations. To learn more about Info-Tech's divisions, visit McLean & Company for HR research and advisory services and SoftwareReviews for software-buying insights. Media professionals can register for unrestricted access to research across IT, HR, and software, as well as hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact pr@ For information about Info-Tech Research Group or to access the latest research, visit and connect via LinkedIn and X. View original content to download multimedia: SOURCE Info-Tech Research Group Sign in to access your portfolio
Forbes
14-07-2025
- Business
- Forbes
Java's 30th Anniversary—A Look At Years Of Sun And Clouds
Alexander Belokrylov is CEO of BellSoft. Accomplished expert in Java technology and IT leadership with over 10 years of experience. The 30th anniversary of Java, which the Java community is celebrating this year, offers a perfect opportunity to reflect on the remarkable changes the ecosystem has undergone. In this article, I aim to compare a few initial and modern Java approaches, highlighting that the sustained demand for Java, particularly its continued dominance in enterprise software development, does not mean the code has remained static. Java and its ecosystem have undergone a dynamic transformation over the years, driven by vibrant OpenJDK contributions and a shift away from some of its original concepts. From Proprietary To Open-Source As many know, Java was initially developed as proprietary code by Sun Microsystems. In 2006, it began transitioning to an open-source model, a process that culminated in 2011 with the release of Java SE 7 by Oracle. As a result, Java spent 16 years as proprietary, closed-source software and for nearly half its lifespan, 14 years, it has been available as open-source code. The benefits of open-source development stem from collective efforts: the larger and more active the community around the code, the greater the programming advancements. In the case of Java, the OpenJDK community has played a pivotal role in ensuring that the platform remains highly adaptable to evolving business demands. Today, open-source code is embedded in nearly every software application. A 2022 Linux Foundation study estimated that 70–90% of modern software solutions contain some open-source components. A more recent 2025 Open Source Security and Risk Analysis report highlights that as much as 97% of current codebases incorporate open-source code. In Java programming, both proprietary and open-source Java ecosystems are available, but the industry's preference has increasingly shifted toward OpenJDK. However, the transition from proprietary Java to OpenJDK is still ongoing. While Oracle was the dominant JDK distribution provider in 2020, with around 75% of the Java market, its share had declined to just 21% by 2024, according to the latest New Relic Report. Switching to OpenJDK is a logical choice, often driven by the need to reduce Java-related costs, secure support for legacy Java versions (discontinued by Oracle), or address similar business concerns. The essence of today's Java market lies in the healthy coexistence of both proprietary and OpenJDK options. Java continues to hold a top position in enterprise development, and for many businesses, it was the original language of choice. This freedom to choose between proprietary and open-source versions is a key strength of the Java ecosystem. Contemporary Java And Its Legacy Releases While Java's latest Long-Term Support (LTS) releases offer continuous feature enhancements, it is surprising that these versions are not always the most widely adopted. Regular upgrades have yet to become a mainstream practice in many organizations. As of today, 28.8% of businesses still rely on Java 8, and a significant number of enterprises continue using Java 6. However, the 2024 New Relic State of the Java Ecosystem Report highlights an encouraging trend: an increased adoption rate of newer Java releases, such as Java 17 and 21. Across the industry, JDK 17 holds 35% of the market share, followed closely by JDK 11 at 33%. Multiple reports on JDK usage confirm that enterprises often prefer to stick with classic and mature Java versions. This approach reflects a business priority toward innovation rather than maintenance. In many cases, software developed on older platforms, such as JDK 6, remains in use because there is no immediate need for migration, as long as support is available. Summarizing Java's development trends on its 30th anniversary: Enterprise-level applications continue to rely on a mix of older and modern LTS versions. Java has evolved into a versatile platform that supports a variety of environments—some optimized for cloud deployments and others tailored for server-side applications. This diversity, along with the freedom to choose from various frameworks, libraries, LTS versions and other ecosystem tools, is one of Java's greatest strengths. Over its 30 years of development, Java has become one of the most complex and expansive coding ecosystems, offering developers a rich set of instruments to build modern software. The only limitation is the challenge of making the right choices amidst this vast landscape. A Server Code Has Gone To Cloud When Java was created, software was built for server-side use, and cloud technologies did not exist. The rise of the cloud has impacted Java development practice in many ways. If monolithic structures were mainly used in its early years, today, developers apply microservice architecture, allowing greater speed and flexibility of operations in the cloud. Cloud native architecture, in turn, requires new kinds of Java instruments, relying heavily on microservices, small containers, GraalVM native images and other modern tools, all of which are designed to improve Java's performance in the cloud. The OpenJDK community encountered many challenges in uniting Java with the cloud. It is fair to say that the majority of OpenJDK initiatives of the last decade were aimed at improving Java qualities in the cloud so it could operate at lower cost and faster speeds. Thanks to these initiatives, the latest JDK 24 differs significantly from Java 1.4. Frankly, nothing has stayed the same in Java. Modern LTS releases allow for more effective memory usage and vertical scaling, with the help of new generations of GCs, a decreased memory footprint with features such as compact object headers (which are still experimental), while development was facilitated via a multitude of public JEPs (enhancement proposals), etc. I could go on listing more features and initiatives managed by the Java community in its thirty years of existence, but they are too many, and too complex to be covered in one article. The variety of changes that have reshaped Java's essential qualities demonstrate the idea of Java dynamism in full. The transformations Java has gone through brings a constantly evolving code to the scene. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Tahawul Tech
09-05-2025
- Health
- Tahawul Tech
IT leader believes that ‘superintelligence' can make the healthcare industry more equitable and accessible for all
CNME Editor Mark Forker spoke to Padam Kafle, Head of IT and Innovation at Aster DM Healthcare, to learn more about how artificial superintelligence can create a more equitable healthcare system for all – and how tragically losing his brother to acute kidney failure at just 26, has inspired him to use technology for the brave and bold vision of extending human life. Padam Kafle is an IT leader on a very different mission to most of his industry peers. He shares common ground with a lot of technologists from the standpoint that he wants to transform the industry that he operates in – which in this case happens to be healthcare. However, his lofty aspirations and bold ambition to completely revolutionise the healthcare industry is driven by a very personal tragedy. Tragically, Kafle lost his brother in 2007, at the tender of age of 26, due to acute kidney failure. However, as he pointed out with a greater focus on prevention then his death was avoidable, and ultimately the loss of his brother lit a fire within Kafle that set him on a path to transform the healthcare industry. According to Kafle, the current healthcare system globally is in the business of treating illnesses, whereas it needs to be focused on preventing illness, and that traditional cultural mindset within the healthcare industry needs to be completely reset. In 2017, Kafle was appointed as the Head of IT and Automation at Aster Hospitals UAE. He spearheaded strategic transformation across 27 facilities in the UAE and Oman, and developed a reputation as a 'digital health innovator'. Kafle holds an MBA in Innovation and Change from the University of Liverpool, and in January 2024, began studying for a Doctorate in Artificial Superintelligence in Healthcare from the Guglielmo Marconi University in Rome. We kickstarted the conversation by examining how the healthcare industry needed to adopt a preventative approach to medicine, and move away from the current status quo, which is just a system that treats illness. 'My CEO would often say to me that we are not in the business of healthcare, we are in the business of sick-care, and that really struck a chord with me. When I did my MBA from the University of Liverpool, AI was not in vogue to the extent as it is now. However, when I decided to pursue my doctorate two years ago, my purpose was to find out how can we really transform the healthcare industry, and create a system that was focused on preventative care, as opposed to prescribed care following an illness,' said Kafle. Kafle conceded that for many people the word superintelligence is just a buzzword, but he believes it has the power to radically overhaul the healthcare system. He highlighted the limitations of current generative AI models, which are primarily command-based, and lack the ability to assess individual needs. 'Superintelligence to me is having the ability to predict and prevent something before it happens. I mean that is just such a powerful thought and concept, but that is what superintelligence can provide for medical practitioners. The open AI models that are currently available on the market are very good, but at the end of the day, they are command-based, so ultimately they are limited and don't have the capability to assess what is my need,' said Kafle. Kafle highlighted that many diseases are hereditary, and stressed the need for the healthcare system to be proactive in order to deliver preventative healthcare. This is the area where Kafle believes superintelligence can come to the fore to build models and data around a person's family health history, to predict when they may be at risk of a certain disease. 'Superintelligence can extract and pull together data that can build models that can predict when you may be at risk of heart disease, diabetes, hypertension, and other illnesses based on a comprehensive overview of your family's genetic history. This is a gamechanger. For example, we know that 1 in 3 globally are impacted by cancer, and there are so many different types of cancer. However, by the time you may discover you have cancer then it may already be too late, but if you had a superintelligence model that can predict this, and catch the illness early before it starts spreading, how many lives can we save? It is so powerful, and I'm only halfway through my doctorate, but I'm confident that I'll finish my research by the end of 2027,' said Kafle. Kafle then outlined how he had spoken to a start-up company that said they had developed a solution that could potentially prevent mental health issues, which again globally, is increasingly becoming a major problem. However, unlike building models around heredity illnesses, and patterns related to your family history, when it comes to the mental health, it is even more personalised, and Kafle highlighted that the biggest issue here is related to data and privacy. It gave Kafle the idea to pivot into the mental health space, and that led to him filing a patent with the Dubai Ministry of Economy for a Web3 Healthcare Wallet. 'Mental health is a huge challenge globally, but we can see in Dubai how big a problem it has become, and a lot of research has linked the decline in our mental health to our relationship with social media platforms. When you are suffering from anxiety, or depression then your behaviour changes, but it is not always easy to spot, but if you connect all your social media accounts to a digital healthcare wallet, then it may flag something if you post something that they can recognise as being somewhat out of character for you. However, the big question always comes back to privacy, who has access to my data, and is it secure? So, I decided to file a patent with the Dubai Ministry of Economy for the region's very first Web3 Healthcare Wallet,' said Kafle. Kafle said the healthcare wallet would be run on a decentralised system, where the user was in complete control of their data, stressing that in order for it to be a success then privacy had to be rooted in its foundations as product. 'The Web3 Healthcare Wallet is the first of its kind, and is a concept that combines blockchain and Web3 technology to provide complete control over personal health data. The healthcare wallet is run on a decentralized system, where users can choose what data to share and with whom. We are also currently examining the potential for wearable technology, such as bracelets, or smart rings, to track user behaviour, which would greatly contribute to the healthcare wallet in a holistic way. Privacy is paramount to us, and the Web3 Healthcare Wallet enables secure, tokenised patient data on the blockchain – setting new standards in accessibility, trust and privacy,' said Kafle. Kafle has created PAHSI, which stands for Personalised Artificial Healthcare Superintelligence – and ALIF, which stands for Advanced Life-Integrating Intelligence Framework. These are going to be the two main engines that Kafle believes can fundamentally change the healthcare industry. Kafle hopes he can cultivate long-term partnerships with big tech players such as Microsoft and Amazon for the data hosting and storage that will be required, as the datasets needed are going to be massive. 'I believe that superintelligence will take the wheel, but it not here to replace doctors, but instead to lift us higher. In a world rapidly shaped by AI, it's time we envision a future where intelligence doesn't dominate, but elevates. A future where we heal faster and live longer. PAHSI and ALIF have been designed as intelligent systems that were not just built to solve problems, but to fundamentally redefine care. This is going to require a hell of a lot of data, so that's why I am proactively engaging with the big hyper-scalers like AWS and Microsoft, because when I'm talking about data, it's in terabytes. The aim is to track the entire health history of your family, and then in real-time monitor and analyse your behaviour to see what your patterns are, so that is going to require huge datasets, so we need to get the major tech players onside to become key partners in our mission to transform the global healthcare industry,' said Kafle. Kafle believes that PAHSI and ALIF will be affordable technology tools that are accessible for everyone, and not just the few. His vision is to deliver world-class proactive and preventive healthcare through these two frameworks, but the cost is secondary. Kafle wants healthcare to be accessible to everyone, but he knows all too well that the healthcare system globally is an unfair one. Kafle tragically lost his brother at the tender age of 26 in 2007, a death looking back he believes was preventable, and this devastating loss is fuelling his mission to transform the healthcare sector. 'I lost my brother in 2007, when he was just 26 from acute kidney failure. It was devastating. The treatment process for kidney failure is not straightforward, trying to get a match for a kidney transplant is complex, and then the medication that you need to take is costly. So, unfortunately, I wasn't able to save him. Losing my brother was like a sliding doors moment for me, when I realised that the healthcare industry isn't accessible for a lot of people, including my brother – and I thought how can we change this inequitable system we have. Essentially, we didn't have the money to pay for a kidney transplant, on the salary I was earning at the time it was just next to impossible, but this experience triggered my burning desire to make the healthcare industry both accessible and affordable for everyone, and I believe my PAHSI and ALIF frameworks can lay for the foundations for this transformation,' said Kafle. Kafle believes that PAHSI and ALIF with superintelligence at their core they we can avoid such necessary deaths in the future. Again, going back to his underlying point that we need to think preventively and use technology to build models and systems designed to detect illness. However, Kafle conceded that it isn't just him championing the role of superintelligence in healthcare, but he does believe that fundamentally his research will improve humanity. 'The role of superintelligence is going to become more pivotal and palpable in our day-to-day lives. I know to some people it sounds like something from a sci-fi movie, but it's already here, and in five years our society is going to be a lot different, and I believe our healthcare industry will look very different. I am also acutely aware of the fact, that it's not just me looking at the role of superintelligence in healthcare, there is an ecosystem of partners and players. It's not just my invention, or innovation we are talking about. The speed at which technology is transforming is only going to accelerate and the power behind some of these models is phenomenal. I do believe that my research is going to be for the better of humanity,' said Kafle. Kafle stressed that there is no magic pill one can consume to guarantee you'll live to 100, and said if we really want to extend life expectancy then our behaviours have to change, and again our own health has to be our priority and we need to be proactive. 'I go to a lot of medical tech conference, and time and time again, people will talk about longevity. However, the simple fact of the matter is that if you want to extend people's life expectancy then there is huge work that you need to do. There is no medicine that you can take that can let you live until you're 100. You have to change your behaviours and you have to make your own health a priority, we can't wait until we get sick to then kickstart our own health journey. My grandfather lived until he 91, the day that he died he walked 3kms into the local village from his house, he was still very active and physically fit for a man in his 90s, so again it all goes back to behaviours. Technology can be a bridge here, we can use technology to guide us to better understand our own health, and support your efforts to extend your life expectancy. Superintelligence can play a key role in making you aware, and predict and prevent when you may get sick, but it still requires you to change your behaviour if you really want to stay healthy,' said Kafle. He did concede that initially that there was some resistance from doctors towards AI, but when they witnessed firs hand how the technology was actually empowering them to work more effectively then that reluctance to adopt the new AI technologies subsided. AI technology is already transforming the healthcare sector, and Kafle pointed to the incredible success of their Gen AI assessment tool across Aster Hospitals in the UAE, which has reduced waiting times in the emergency department by 70%. 'We implementing generative AI technologies at multiple locations across our hospitals in both the UAE and Oman. Initially, we faced some resistance from doctors, who were concerned about losing their jobs. However, by showing the medical practitioners that the introduction of the technology could lead to increased efficiency and revenue, they were able to convince the doctors to adopt the technology. In addition to this, we also had huge success with our generative AI-powered assessment tool, which has reduced waiting times in our emergency department by 70%,' said Kafle. Kafle conceded a wonderful conversation, be reinforcing his belief that his research and his frameworks can better humanity, and radically transform a healthcare system that drastically needs an overhaul in order to create a fairer and more equitable healthcare industry. 'My doctorate and research will be complete by 2027, and I believe that my research can contribute toward the construction of a new healthcare system, one that is rooted in fairness and equality. The current system is broken, and we need to use these ground-breaking technologies to create an industry that is steeped in prevention as opposed to treatment. I believe that PAHSI and ALIF can lay the foundations for this, and I also believe that our Web3 Healthcare Wallet can also help tackle mental health problems. We are only at the beginning of this journey, but we can by leveraging the power of superintelligence to transform the healthcare industry to ensure that healthcare is accessible for all,' concluded Kafle.
