The Human Side of AI: Transforming Healthcare Responsibly
In the recent episode of The Big Unlock podcast, Dwight Raum, Executive Vice President and Chief Digital Information Officer at Rochester Regional Health, joined Ritu M. Uberoy, Managing Partner at Damo and Host of The Big Unlock podcast, for an in-depth discussion on digital transformation in healthcare. From reshaping care delivery through AI to balancing innovation with human-centered design, Dwight offers a forward-thinking perspective on the opportunities and responsibilities of healthcare technology leaders today.
Listen to the full conversation
Rochester’s Digital Evolution: Strategy Meets Innovation
Dwight begins by offering insight into the digital journey of Rochester Regional Health and how his role spans both digital and information technology. He emphasizes the need for intentionality in creating digital strategies that support clinicians and operators on the ground.
“We’ve made a conscious decision to think about how we’re structured to be able to operate and deliver both digital and information services,” he explains.
The health system has invested in creating a seamless digital front door—a modern interface that provides patients with streamlined access to virtual care and web services. Dwight notes that patients can now be connected with a provider in less than four hours. Additionally, tools like AI-driven call routing ensure patients reach the right destination faster, reducing friction and improving experiences.
The Need for Technology to Bridge the Demand-Supply Gap
Dwight reflects on broader healthcare challenges, pointing out that technology is not a luxury—it’s a necessity.
“In healthcare, we are in a perfect storm where demand is increasing at a remarkable rate,” he says. “The only reasonable way to close the gap between supply and demand is through technology.”
From virtual care to nurse scheduling, Rochester is identifying practical, high-impact areas where AI can augment operations and relieve strain on human resources.
Building a Responsible AI Ecosystem
A core focus of the conversation is Rochester’s approach to generative AI. Rather than deploying it in silos, the health system has established a Center of Excellence for AI—a cross-functional initiative bringing together clinical, operational, and technology leaders. This center ensures AI implementations are aligned with organizational strategy, adhere to governance standards, and are deployed safely.
Dwight notes that many AI tools, especially those powered by large language models, hold immense promise. However, he cautions against overreliance without guardrails.
“LLMs are remarkable, but there is a definite need for caution and maintaining the human in the loop.”
This principle—keeping the human in the loop—is a recurring theme throughout Dwight’s perspective on digital innovation. Whether it’s AI for documentation assistance or patient engagement, he stresses that human oversight must be central to technology deployment.
From Concept to Impact: Real AI Use Cases
The discussion also touches on real-world applications of AI that Rochester is exploring. For example, the system is using AI to support clinical documentation through ambient listening and summarization tools. Dwight shares that such innovations have the potential to significantly reduce clinician burden.
“We’re piloting ambient documentation now,” he says. “It’s listening in, it’s producing a note, it’s summarizing, it’s integrating with the electronic health record.”
Another notable use case is AI for optimizing nurse scheduling—a high-friction process that often affects both staff morale and patient care delivery. Dwight explains how this area, often overlooked in digital transformation discussions, can benefit significantly from intelligent automation.
A System-Wide Cultural Shift
Dwight also acknowledges that driving innovation at scale requires cultural change and education across the organization.
“The changes that drive how technology works and how operators and clinicians provide care are a transformational change to the system.”
Creating an AI-ready organization is as much about people and mindset as it is about technology. Rochester’s strategy includes educating frontline staff, building comfort with new tools, and fostering collaboration across departments.
Looking Ahead: Responsible Optimism
Despite the challenges, Dwight expresses cautious optimism about what the future holds. He’s particularly excited about how digital platforms are extending access, improving workflows, and supporting caregivers in ways that weren’t possible even a few years ago.
Yet, he returns to a central message: innovation in healthcare must be done responsibly.
“The opportunity is real,” he affirms. “But we need to stay focused on how this improves care, improves experience, and reduces burden.”
