
Why Now Is the Time for AI Business Transformation
For years, business leaders have heard that artificial intelligence will change everything. That prediction is no longer particularly useful—because the change is already underway.
Read moreWelcome to eInsights Insights, a collection of articles and perspectives from our team on topics ranging from artificial intelligence and healthcare technology to revenue cycle strategy and industry trends. We invite you to explore new ideas, emerging technologies, and practical approaches that help healthcare organizations navigate change, support informed decision-making, and drive continuous improvement.

For years, business leaders have heard that artificial intelligence will change everything. That prediction is no longer particularly useful—because the change is already underway.
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Vendors tell you who they are long before a contract renewal, major outage, or executive escalation. Sometimes they tell you by not listening.
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Generative AI systems are often misunderstood as large-scale recall engines. Instead, these systems demonstrate structured variability, recombination, and contextual novelty.
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We keep treating large language models like searchable encyclopedias. They aren’t—they’re closer to holograms: dense, distributed, and full of behaviors you can’t point to with a finger.
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Two paths stand before you when you walk through the door tomorrow. One puts the company's success on equal footing with your own; the other fights elbows out for personal credit.
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The key to solving this year's revenue crisis is to start working on the solution last year. Wait until this year and you are playing catch-up.
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Your business hums along best when your direct reports are depressed and your colleagues stay in their silos. Right? The behaviours that sabotage the ideal.
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Servant leadership set out plainly: lead by example, groom, create an enabling environment, be a good shepherd. What that asks of you and of your team.
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You have heard from experts that block chain is the future of secure transactions. Before you go down that road, consider what quantum computing does to it.
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The way you encode and store data determines what questions you can ask, and what questions you will even think to ask. A look at Gutenberg, Kanji, and what it cost.
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A trick exam question illuminates a common problem in the workforce. Loosely worded requests get you work you did not ask for.
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A farmer, a drought and a field of corn. What a childhood story near Notre Dame has to teach about innovation and communication.
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The backlog cleared, but customers are still dissatisfied. Part two looks at how to make sure Agile is working on the right tasks, and who decides.
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Agile has been introduced, but it is not yielding the results it should. A five-quarter backlog, a tripled team, and a fictitious multinational you may recognise.
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