In a transforming economy, us business leaders weigh AI, healthcare and growth

Across sectors and regions, us business is grappling with artificial intelligence, rising healthcare costs and uneven growth in a period of rapid change.

AI reshaping major U.S. hospital systems

In San Francisco this week, a group of a dozen CEOs from major hospital systems gathered at a dinner sponsored by Philips to debate the emerging AI dividend. The discussion highlighted how quickly technology is moving from pilot projects to operational tools that shape everyday clinical practice.

For Suresh Gunasekaran, who leads UCSF Health, consistently ranked among the world’s best institutions for health outcomes and medical research, AI is already being woven into a more seamless patient experience. He stressed that being a medical, pharmacy or nursing student in 2026 is fundamentally different because of new digital tools.

“Being a medical student, a pharmacy student, a nurse is no longer the same in the age of AI,” Gunasekaran said. Moreover, his view suggests that training, workflows and expectations across clinical teams are being redefined as automation and decision-support systems become standard.

AI as a response to staffing and cost pressures

However, not every health system is at the same stage of adoption. Providence CEO Erik Wexler oversees 51 hospitals and 1,000 clinics spread across seven states, each with its own regulatory environment, staffing dynamics and reimbursement realities. For him, AI is less ubiquitous but still a powerful lever.

Wexler faces persistent staff shortages, rising operating costs and reduced Medicaid payments. Against that backdrop, he is turning to technology that can capture and act on insights from doctor-patient conversations, easing the documentation load on clinicians and freeing up time for direct care.

The reaction inside Providence to ambient tools that listen during visits and automatically draft clinical notes has been striking. “This is life-changing technology,” Wexler told me. “When a physician says that, you feel like you’ve discovered plutonium.” That said, he also signaled that rigorous testing and clear evidence of benefits remain essential.

Costs, access and the healthcare burden on Americans

While health executives talk about innovation, many Americans are focused on basic affordability. The average annual tab for health care has reached about $17,000 per person, and total spending is expected to account for almost 19% of U.S. GDP this year. However, households are most acutely feeling the squeeze through premiums, deductibles and out-of-pocket bills.

Many workers also fear that AI will threaten their jobs even as they hope new tools could reduce medical bills and improve access. The tension between job security and lower costs is becoming a defining feature of public debates around artificial intelligence in hospitals and clinics.

Moreover, this dual anxiety over employment and medical expenses is shaping political and business agendas. It is forcing employers, policymakers and health systems to weigh productivity gains from automation against the broader social impact of rising healthcare obligations.

The Chamber of Commerce view on America at 250

These pressures were central themes in the 2026 State of American Business remarks delivered yesterday by Suzanne P. Clark, President and CEO of the U.S. Chamber of Commerce. In an otherwise upbeat assessment, she highlighted Americans’ struggle with both the affordability of care and access to essential services.

Clark framed her comments around this 250th anniversary year, drawing comparisons with the last major milestone in 1976. She recalled her own memories of waving a small flag in the Englewood, Ohio bicentennial parade, juxtaposed with the anxiety that defined that earlier period.

Back then, inflation stood at 5.7%, unemployment at 7.7%, and the country faced soaring energy costs, rising crime, stagnating productivity and what she described as a “ballooning regulatory state.” In addition, fears of nuclear annihilation loomed large amid the Cold War, shaping public sentiment and long-term planning.

From stagflation to abundance and advancement

Fast forward to today, and Clark argued that the macroeconomic and technological landscape has fundamentally changed. She pointed to a threefold increase in GDP since the mid-1970s, a homegrown energy revolution that reduced dependence on foreign supplies and a 40% rise in median household income.

She also emphasized that several waves of transformative technologies have reshaped how companies operate and compete. From personal computers to the internet, smartphones and cloud computing, each wave has created new business models as well as new regulatory and ethical questions.

The key lesson for Clark is that even amid current tensions, “despite all of our challenges, we live in an era of abundance and advancement.” Moreover, she summed up her philosophy with a simple line: “America is very good at getting better,” underscoring her belief in the system’s capacity for innovation.

What the AI age means for business strategy

In the age of advanced algorithms and large language models, the central question for executives is no longer whether to adopt AI, but how to do it responsibly and profitably. For us business leaders, that means balancing aggressive digital transformation with tight control of operating expenses and careful management of workforce impacts.

2026 may mark the year when the focus shifts decisively from pilot experiments to measurable outcomes. Investors, boards and regulators are pressing companies to demonstrate that data-intensive tools can genuinely improve performance rather than simply add complexity and cost.

However, the bar for proving value is rising as well. Firms must show that AI projects produce clear gains in efficiency, quality, customer satisfaction or revenue. They also need governance frameworks that address data privacy, bias, security and compliance across multiple jurisdictions.

Clear tests for AI in health systems

During the San Francisco dinner, Jeff DiLullo, chief region leader of Philips North America, offered a concise framework for evaluating AI in health systems. His message to hospital and clinic leaders was that they should pursue only those tools that meet one or more specific, high-impact criteria.

According to DiLullo, a solution should increase access to care, raise quality and outcomes, or reduce staff burden. Moreover, if an application cannot satisfy at least one of those tests, organizations should be prepared to walk away rather than chase hype or short-lived efficiency claims.

That said, the appetite for experimentation is not disappearing. Many systems are running targeted projects in radiology, documentation, triage and population health management. The difference in 2026 is that these initiatives are expected to produce trackable metrics and clear return on investment.

Outlook for innovation and growth

As the United States marks its 250th year, business and policy discussions are converging around a few core themes: productivity, healthcare spending and the responsible use of emerging technology. AI is at the center of all three, especially in sectors where staffing constraints and regulatory complexity are most acute.

Over the next several years, the winners are likely to be organizations that combine disciplined cost management with thoughtful, evidence-based deployment of new tools. In that environment, leaders who can navigate regulatory frameworks, workforce expectations and rapid innovation will play an outsized role in shaping the next phase of American economic growth.