Next in Health podcast series

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We’ve summarized the full discussion in a short Q&A format so you can get the highlights in minutes.

Why this moment, and what will unlock change

Q. Glenn Hunzinger
Why is this the moment for change, and what will unlock it?
A. Greg Rotz
Friction is growing across the healthcare system for patients, providers, and administrators. That dissatisfaction is meeting three transformative forces: accelerating digital technology, a deeper understanding of biology, and unsustainable cost growth. Innovation is already taking hold at the edges through virtual first care, new channels, and engaged consumer segments. These trends are compounding and pushing the system toward a tipping point.

What emerges, and what goes away

Q. Glenn Hunzinger
Thom, with that backdrop, what emerges and what goes away?
A. Thom Bales
Two trillion dollar forces are shaping the future. Some of that value will transfer to organizations that act early and embrace innovation, while a separate wave of federal cost cutting will drive near term disruption. A new class of super consumers is already emerging—people who are willing to invest in quality, longevity, and convenience. Chronic care is being redefined through earlier detection and prevention. Infrastructure will shift toward virtual and home based care, and organizations will need to rethink how they meet demand across rural and urban markets.

With limited capital, what are the no regrets moves

Q. Glenn Hunzinger
Greg, when capital is constrained, what are the no regrets moves?
A. Greg Rotz
No regrets priorities are clear. Leaders should invest to win with the consumer and deliver digital first experiences that enable virtual care. Organizations need to become data first, building analytics, algorithms, and insight engines that reveal what works and what does not. Partnerships beyond traditional swim lanes, including with technology firms, consumer brands, and disruptors, are essential. And to stay ahead of market shifts, a continuous scan and invest discipline should be built, including small venture style bets on emerging solutions.

How to build a disruption mindset and partner more effectively

Q. Glenn Hunzinger
How should leaders think about a disruption mindset and partnering?
A. Greg Rotz
Mapping the full patient journey from wellness and prevention through treatment and recovery is a strong starting point. No single organization can own every step. Real transformation comes from recognizing where others have strengths, forming partnerships to reduce friction, and aligning data and incentives to improve outcomes and lower costs. Collaboration is the accelerant.

What does this mean for payers and providers

Q. Glenn Hunzinger
Thom, what does this mean for our provider world and our payer world?
A. Thom Bales
The mission stays the same—improve health, quality of life, and affordability—but the operating model must evolve. Payers must shift from lean legacy models to becoming lifelong health partners that help consumers navigate a growing range of services. If they do not provide platform like access, others will. Providers must prepare for growing bifurcation—consumer centric systems at one end, and safety net institutions at the other. All will need to support virtual and in home care, navigate toward value based models, and increase their organizational speed and agility.

Life sciences and medtech outlook

Q. Glenn Hunzinger
Greg, how do you see this playing out for drug makers, medtech, and diagnostics?
A. Greg Rotz
There is tremendous potential in combining science, AI, and engineering to treat and prevent disease. GLP ones offer one example of prevention reshaping therapeutic strategy. But science alone is not enough. Operating models must evolve to deliver therapies more efficiently, and friction in the experience must be reduced for physicians, patients, and payers. Life sciences leaders must also invest in outcome analytics, personalized evidence, and advanced digital tools like digital twins to demonstrate value at a more granular level.

Believers, skeptics, and collaboration

Q. Glenn Hunzinger
Thom, how do believers and skeptics shape what happens next, and how do we inspire collaboration?
A. Thom Bales
Some organizations will remain focused on optimizing legacy models, but that strategy limits long term relevance. The value will shift toward those who act boldly—embracing innovation, aligning with consumer demand, and building new forms of collaboration. The market will segment into super consumers who demand and fund high touch experiences, a mainstream served by traditional benefits, and vulnerable populations who need affordable access. Regulatory alignment and cross sector collaboration will be critical to moving faster and more equitably.

What excites you most about what comes next

Q. Glenn Hunzinger
What are you most excited to see in the years ahead?
A. Greg Rotz
There is real excitement in the possibility of solving previously intractable diseases, delivering precise and personalized care, and designing digital first systems that extend healthy life and reduce friction in care delivery.
A. Thom Bales
There is opportunity every day to rethink how we serve consumers using new tools, data, and digital capabilities. Building lasting relationships with individuals across their health journey is both a challenge and a powerful motivator.

What leaders should do now

Elevate the consumer experience to a true digital standard and make navigation simple. Connect clinical, claims, and outcomes data to deliver more personalized and preventive care. Build partnership capabilities with technology companies, consumer brands, and nontraditional players. Increase the pace of experimentation, and scale what works. Prepare payers to operate as marketplaces. Expand providers’ ability to deliver care virtually and in the home. Pair scientific excellence with experience design and rigorous outcome measurement.