Most Healthcare Organizations Aren't Ready to Use Generative AI Tools

While most healthcare professionals are excited about the potential of generative AI (GenAI), other organizations are not yet ready to fully implement it, according to the 2025 Future Ready Healthcare Survey Report from Wolters Kluwer Health and Ipsos.

IBM refers to GenAI as "deep-learning models that can generate high-quality text, images and other content based on the data they were trained on."

The report, based on responses from a broad range of healthcare professionals—including physicians, nurses, pharmacists and administrators—revealed a significant gap between the promise of GenAI and the readiness to apply it effectively.

For example, 80% of respondents cited “optimizing workflows” as a top organizational goal, but only 63% felt prepared to use GenAI to achieve that.

The healthcare industry still lacks critical infrastructure to support GenAI implementation.

“Healthcare, innovation and technology have gone hand-in-hand since ancient times,” said Greg Samios, CEO of Wolters Kluwer Health, in the report. “Now, as we enter the era of generative AI, healthcare organizations are facing a paradigm shift of a magnitude not seen for generations.”

This report comes at a time when the healthcare industry continues to struggle with post-pandemic challenges, including burnout, staffing shortages and financial uncertainty.

Many view GenAI as a possible solution to these systemic problems.

According to the survey, 85% of respondents prioritized recruiting and retaining nursing staff as a key area where GenAI could help, while 76% pointed to reducing clinician burnout.

GenAI is also expected to play a role in addressing administrative inefficiencies such as prior authorizations (67%) and electronic health record (EHR) management (62%).

Despite this optimism, study authors suggest the industry still lacks critical infrastructure to support GenAI implementation.

For example, only 18% of respondents reported having formal GenAI policies in place, and just 20% were required to undergo structured training.

Concerns about clinical overreliance and transparency remain among the majority of respondents, with 57% expressing worry that GenAI could negatively affect decision-making skills and 55% concerned that it may obscure the reasoning behind diagnoses.

“To successfully integrate GenAI, organizations must recognize its current limitations, as well as anticipate its realistic evolution and the regulatory landscape,” said Peter Bonis, M.D., chief medical officer at Wolters Kluwer Health, in the report. “It is also vital to select GenAI applications that align with both clinical and financial goals while fitting into existing workflows.”

Survey participants also expressed interest in more advanced applications of GenAI, beyond administrative relief.

Many are looking to innovations such as ambient listening, GenAI-powered clinical decision support and tools that assist with communication and documentation.

Matthew G. Crowson, M.D., director of AI/GenAI innovation at Wolters Kluwer Health, shared an example with Managed Healthcare Executive of how GenAI could speed up the traditionally slow prior authorization process.

“New federal rules require insurers to respond to most prior-authorization requests within seven days,” Crowson said. “Instead of doctors faxing piles of notes and waiting, hospitals and payers can use a GenAI ‘translator’ that instantly converts lab results and visit summaries into the exact format needed by the insurer’s system. The approval—or a clear denial—can be received before the patient leaves the clinic.”

This process could reduce treatment delays, prevent unnecessary tests and lower overall costs, he added.

The report also highlighted five major trends expected to shape healthcare over the next three years: adapting to changing regulations, addressing workforce shortages, reducing administrative burden, strengthening organizational competencies like cybersecurity and meeting evolving expectations from both patients and healthcare leaders.

“GenAI can be more than just a bandage to stop the bleeding,” the report noted. “It can support a truly visionary, holistic reinvention of the way that organizations interact with their data, with their patients, and with the community at large.”

However, the path forward requires caution and coordination, the authors suggest.

Without an easily adaptive strategy, organizations could struggle to keep up.

Leaders are urged to invest in tools that are not only immediately impactful but also adaptable for future needs.

“We hope this research offers actionable insights for the industry and organizational leaders as they build out their GenAI strategies and get ready for this next leap forward in the healthcare industry’s technological history,” said Samios.