Healthcare Providers Turn to AI to Close Care Gaps and Improve Clinician Satisfaction
Navina held its first user conference, Ascend 2026, in May with enough attendees that the company had to book a second hotel. The turnout reflects growing interest among healthcare organizations in applying AI to value-based care operations.
The conference revealed how AI for Healthcare is becoming more specialized. Navina has developed numerous models classified into three categories: Structure, Reason, and Generation. The company is also building agents for population health management, showing how much more refined AI applications have become in clinical settings.
Data Remains the Foundation
Speakers consistently emphasized that Data Analysis forms the basis of successful value-based care. Yet many healthcare organizations still lack adequate data infrastructure, despite years of investment.
Navina reported closing significant numbers of care gaps through its platform. The increase in clinician satisfaction may prove more valuable over time, though it's harder to measure than gap closure rates.
Three Levers Drive Value-Based Care Success
Conference speakers identified three operational levers that organizations must manage:
- Risk Adjustment
- Quality Management
- Cost and Utilization
Understanding regional benchmarks helps organizations assess their performance. CMS has made much of this data publicly available.
Policy and Operations Matter More Than Technology
A recurring theme: technology enables possibilities, but human behavior and policy determine outcomes. Clinician engagement emerged as essential to every initiative discussed at the conference.
Healthcare remains fragmented despite individual excellence. Teams must collaborate effectively, or patients suffer the consequences. Value-based care models attempt to align incentives, but measurement approaches need adjustment.
The MSSP vs. LEAD Decision
Healthcare organizations face a choice between the Shared Savings Program (MSSP) and the newer ACO LEAD program. LEAD aims to attract organizations new to ACOs, while MSSP supports established participants. The decision depends on an organization's risk tolerance and existing infrastructure.
Government leaders at HHS, CMS, and ONC are more accessible than many realize. They listen to provider stories even when policy constraints prevent them from showing preferential treatment. Those conversations shape future policy decisions.
Consumerism as Opportunity
Most healthcare leaders view consumerism as a headwind. One speaker framed it differently-as a tailwind for organizations willing to engage patients actively. If providers don't capitalize on this, other companies will.
Inflation poses a real headwind. Supply chain costs are rising, and the full impact on healthcare organizations remains unclear.
Creating Space for Experimentation
Organizations need guardrails to ensure quality, but also space to test new approaches thoughtfully. This balance should define the culture of every healthcare organization, though few achieve it consistently.
Revenue should be a byproduct of good quality care. The question remains whether most organizations operate from that principle.
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