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Moves for Safer, High-Quality Care in a Technology-Enabled World  Insights from HEC’s Leaders Forum","2026-04-10T15:46:25.931Z","2026-04-14T18:17:30.510Z","2026-04-14T18:17:30.551Z",164439597137215,"805983f1-f923-4b4f-af77-837205b1f9bb",{"seo":277,"_uid":282,"hero":283,"types":304,"topics":305,"Noindex":293,"content":306,"audience":836,"component":837},{"_uid":278,"title":279,"plugin":280,"og_image":16,"og_title":16,"description":281,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"110534db-9a52-4f7c-9db3-2c7a489a40a3","No-Regret Moves for Safer, High-Quality Care in a Technology-Enabled World","seo_metatags","Insights from HEC’s Leaders' Forum","63cac4a4-3305-441d-9365-23c93bc84c44",[284],{"_uid":285,"date":286,"image":287,"title":294,"author":295,"component":296,"description":297},"efa45da8-6256-4d1f-b5e5-5805b831f5f1","2026-04-14 00:00",{"id":288,"alt":289,"name":16,"focus":16,"title":16,"source":16,"filename":290,"copyright":16,"fieldtype":291,"meta_data":292,"is_external_url":293},165809907768510,"A small group of participants listens and speaks during a roundtable discussion, with notes and materials spread across the table at the Leaders’ Forum.","https://a-ca.storyblok.com/f/850807391887861/2000x1335/17a3cad6ce/leaders-forum-hero.jpg","asset",{"alt":289,"title":16,"source":16,"copyright":16},false,"No-Regret Moves for Safer, High-Quality Care in a Technology-Enabled World ","Jennifer 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",{"type":15,"attrs":330,"content":331},{"textAlign":53},[332],{"text":333,"type":303},"That’s what we heard when Healthcare Excellence Canada brought together more than 100 leaders from across the country to sit with a tension most feel but don’t always name: the pace of technological change in healthcare is accelerating, but the implications for quality and safety are far less certain.  ",{"type":15,"attrs":335,"content":336},{"textAlign":53},[337],{"text":338,"type":303},"The diversity in the room was intentional. The path ahead will be shaped by, and will affect, all of us: patient partners; First Nations, Inuit, and Metis people; healthcare providers; technologists; policymakers; associations and academics alike. ",{"type":15,"attrs":340,"content":341},{"textAlign":53},[342],{"text":343,"type":303},"The goal wasn't to predict the future. It was to identify what leadership requires across a range of plausible futures. And what actions - or no-regret moves -are worth taking regardless of how things unfold.  ",{"type":15,"attrs":345,"content":346},{"textAlign":53},[347],{"text":348,"type":303},"What we heard, consistently, was this: no-regret moves are human-centred, not about the technology per se, but the conditions around it. ","simple-richtext",{"_uid":351,"content":352,"component":349},"a567882b-9f1a-454c-a636-5f0202c4f3a0",{"type":12,"content":353},[354,359,364,369,375,466,471,476,481,486,491],{"type":315,"attrs":355,"content":356},{"level":317,"textAlign":53},[357],{"text":358,"type":303},"Exploring uncertainty together ",{"type":15,"attrs":360,"content":361},{"textAlign":53},[362],{"text":363,"type":303},"We structured the conversation around two critical uncertainties: how much trust people will have in institutions and how much change health systems can absorb. ",{"type":15,"attrs":365,"content":366},{"textAlign":53},[367],{"text":368,"type":303},"Together, these uncertainties define four plausible scenarios for the next decade. At one end is smart acceleration, where trust is high and systems have room to redesign care. At the other is patchwork survival, where confidence is fragile and change is slow and contested. Across these scenarios, what changed was not whether technology mattered, but whether systems had the trust and capacity to use it well. 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Perhaps different organizations, communities, and regions will land in different places. That's precisely why we focused not on predicting the future but on the no-regret moves that would strengthen quality and safety in any scenario. ",{"type":15,"attrs":472,"content":473},{"textAlign":53},[474],{"text":475,"type":303},"The conversation was not without tension. Some participants raised the risks of moving too quickly, such as embedding bias or breaking an already stretched system. Others pointed to the risks of going too slowly, including missing opportunities to improve access, reduce burden, and address long-standing gaps that cause harm today. ",{"type":15,"attrs":477,"content":478},{"textAlign":53},[479],{"text":480,"type":303},"Through dialogue, a consistent perspective emerged. While we started with a focus on technology-enabled care, leaders repeatedly returned to people. They noted that AI, for instance, can reflect the systems and values it is built within. Meaningful improvement requires addressing what matters to people and underlying system challenges, not just introducing new tools. ",{"type":15,"attrs":482,"content":483},{"textAlign":53},[484],{"text":485,"type":303},"Peter Fenwick, Board Member with Imagine Citizens Network, captured it well in a post following the Forum: \"The question is not whether health and health care will become more digital. It will. The question is whether that digitization will make care more human, more equitable, and more usable for the people who depend on it.\" ",{"type":15,"attrs":487,"content":488},{"textAlign":53},[489],{"text":490,"type":303},"That's the right leadership frame: not whether technology will advance or which ones will win, but what conditions are needed for high-quality, safe, human-centred care. ",{"type":15,"attrs":492,"content":493},{"textAlign":53},[494],{"text":495,"type":303},"The graphic recordings from the day capture this collective wisdom vividly.",{"_uid":497,"image":498,"component":503},"e76d05b8-f095-4044-a531-7a14478edaba",{"id":499,"alt":500,"name":16,"focus":16,"title":16,"source":16,"filename":501,"copyright":16,"fieldtype":291,"meta_data":502,"is_external_url":293},165810529971391,"A large illustrated graphic recording captures key themes and ideas from the Leaders’ Forum, including collaboration, data, partnerships, and priorities for safer, high-quality care.","https://a-ca.storyblok.com/f/850807391887861/2000x1335/6ded2d39dc/graphic-recording-board.jpg",{"alt":500,"title":16,"source":16,"copyright":16},"simple-image",{"_uid":505,"content":506,"component":349},"8b02f2c9-3a3d-4de5-a09b-052b70ae8362",{"type":12,"content":507},[508,513,524,529,556,561],{"type":315,"attrs":509,"content":510},{"level":317,"textAlign":53},[511],{"text":512,"type":303},"What matters most ",{"type":15,"attrs":514,"content":515},{"textAlign":53},[516,518,522],{"text":517,"type":303},"In a collective prioritization exercise, leaders aligned around a clear idea: “",{"text":519,"type":303,"marks":520},"always believe that we can do it better together",[521],{"type":323},{"text":523,"type":303},"” – but only if we design that ‘together’ intentionally.",{"type":15,"attrs":525,"content":526},{"textAlign":53},[527],{"text":528,"type":303},"The priorities that emerged reflect no-regret moves in our complex, often stretched, health systems. Leaders called for genuine co-design with patients and caregivers, not token consultation. They named people who are often missing from conversations about system transformation and argued that designing with and for those groups first is both an equity imperative and a quality strategy. They also emphasized patient access to their own information and warned against automating broken systems instead of redesigning them.  ",{"type":15,"attrs":530,"content":531},{"textAlign":53},[532,539,551],{"text":533,"type":303,"marks":534},"A parallel conversation I facilitated the following week with senior health leaders through Digital Health Canada and the Canadian College of Health Leaders surfaced the same instincts from a different starting point. We grounded this discussion in a ",[535],{"type":536,"attrs":537},"textStyle",{"color":538},"#000000",{"text":540,"type":303,"marks":541},"framework I've found useful for navigating AI uncertainty",[542,548],{"type":543,"attrs":544},"link",{"href":545,"uuid":53,"anchor":53,"custom":53,"target":546,"linktype":547},"https://hbr.org/2024/10/a-toolkit-to-help-you-manage-uncertainty-around-ai","_blank","url",{"type":536,"attrs":549},{"color":550},"#467886",{"text":552,"type":303,"marks":553},". It suggests thinking carefully about our assumptions, seeing across multiple future scenarios, learning-by-doing, and shaping the conditions around us. ",[554],{"type":536,"attrs":555},{"color":538},{"type":15,"attrs":557,"content":558},{"textAlign":53},[559],{"text":560,"type":303},"Here too, participants identified no-regret moves centred on governance, trust-based leadership, and meaningful front-line engagement, not specific technologies.  ",{"type":15,"attrs":562,"content":563},{"textAlign":53},[564],{"text":565,"type":303},"Different starting points, the same overall conclusion.  ",{"_uid":567,"content":568,"component":349},"f2e87d28-b4ac-4709-bbe7-8e9169c71516",{"type":12,"content":569},[570,575,580],{"type":315,"attrs":571,"content":572},{"level":317,"textAlign":53},[573],{"text":574,"type":303},"Healthcare moves at the speed of trust ",{"type":15,"attrs":576,"content":577},{"textAlign":53},[578],{"text":579,"type":303},"There is no shortage of ambition to transform healthcare. The challenge is making it work in real-world conditions, such as workforce pressures, fragmented systems and uneven capacity for change. ",{"type":15,"attrs":581},{"textAlign":53},{"_uid":583,"image":584,"component":503},"a50acb4e-bfa1-4ca4-81d3-db96c5e881be",{"id":585,"alt":586,"name":16,"focus":16,"title":16,"source":16,"filename":587,"copyright":16,"fieldtype":291,"meta_data":588,"is_external_url":293},165811195604160,"Participants seated around round tables engage in small group discussions during a Leaders’ Forum session, with presentation slides visible in the background.","https://a-ca.storyblok.com/f/850807391887861/2000x1335/816d6d9110/table-at-leaders-forum.jpg",{"alt":586,"title":16,"source":16,"copyright":16},{"_uid":590,"content":591,"component":349},"aba323da-da6f-48d1-ba64-2b6d247aba9a",{"type":12,"content":592},[593,595,600,605],{"type":15,"attrs":594},{"textAlign":53},{"type":15,"attrs":596,"content":597},{"textAlign":53},[598],{"text":599,"type":303},"What the Forum dialogue made clear is that technology cannot outpace trust. Participants emphasized that trust is complex, and it isn’t guaranteed. It operates at multiple levels, and technology can either strengthen or erode it. Relational trust is built through meaningful engagement with patients, communities and people working in healthcare. Structural trust requires clear governance, responsible data use, and accountability. Performance trust comes from delivering care that is reliably safe, reflects what matters to those the system serves and is visibly improving. ",{"type":15,"attrs":601,"content":602},{"textAlign":53},[603],{"text":604,"type":303},"These are not background conditions. They are active leadership responsibilities. ",{"type":15,"attrs":606,"content":607},{"textAlign":53},[608],{"text":609,"type":303},"The organizations most likely to thrive in a technology-enabled future are not those that move fastest or spend the most. Nor those that delay. It will be those that build trust deliberately, co-design their approaches, and maintain a relentless focus on quality and safety as they move ahead. 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