A one-on-one conversation with CMR Institute’s new Board member about the potential of generative AI
As CEO of NextGen Invent Corporation, a leading global AI and technology services company, Deepak Mittal has embraced the potential of artificial intelligence (AI) to transform healthcare education. A serial entrepreneur, Mr. Mittal has launched several products and initiatives across multiple industries for companies such as Beverly Healthcare, Datavant, Wal-Mart, JP Morgan Chase, and Fidelity Investments. Earlier this year, Mr. Mittal joined CMR Institute’s Board of Directors to share his knowledge and help the organization maintain its high standards in technology-enabled learning.
In this Q&A, Mr. Mittal provides suggestions for learning leaders on infusing innovation into their training strategies.
How has generative AI enhanced adult learning in the healthcare industry? And how has it failed to live up to its promise, at least for now?
Mr. Mittal: When ChatGPT was released in November 2022, our expectations were too high for what was possible at the time. But since then, the use cases have become much more aligned to the real-world capabilities and limitations of generative AI.
ChatGPT’s userbase grew so quickly because adults recognize they don’t need to go through an ocean of data to get answers. Most times, we just need quick answers to quick questions, so we can understand a concept, do tasks, or make decisions faster. While we don’t want to make life-or-death decisions based on generative AI, it has become much better over time through technologies like RAG [retrieval-augmented generation] and others.
What can healthcare leaders learn from other industries about using generative AI strategically?
Mr. Mittal: Because of the strict data privacy and complexity of healthcare data, it’s difficult for the healthcare industry to move at the same pace as other industries. But there are many things that other industries have done that the healthcare industry can leverage. For example, the automobile industry has adopted generative AI to help with predictive maintenance and keep equipment from failing. In contrast, we don’t spend much money on preventative care in the healthcare industry. We’re in the business of curing disease, not preventing it. Yet as the healthcare industry transitions to value-based care, organizations are investing more money into technologies to prevent disease through mental health, early diagnosis, behavioral analytics, and lifestyle changes.
From a treatment perspective, we might see more healthcare organizations using AI to determine which implants will provide the best match or fit for individual patients, similar to how the manufacturing industry approaches building new equipment. We could also see greater use of different types of technology-enabled assistants for healthcare functions. We are already seeing such applications in roles such as supply chain, finance, and customer service.
What lessons can you share from your career as an entrepreneur to help leaders in healthcare education be more innovative?
Mr. Mittal: Leaders should recognize that our need for information has changed. Education is one way to acquire learning, but there are others. For example, if a new regulation comes out, I would like to find out what I need to know by asking a question rather than reading a 300-page document.
CMR Institute understands this and is working with the same technologies that entrepreneurs use to maintain the latest sources of information. CMR has vast data, and this adds to their advantage because innovation is dependent on diverse ideas from different fields. That’s why I believe CMR is uniquely positioned with its rich content and experts to keep healthcare education current.
