Up to this point, AI in orthopedics has been a bit of a mix bag. While there have been positives, unrefined and rushed programs have created delays and inaccuracies.
On the plus side, some organizations have been able to integrate AI into their workflows to boost approval rates from insurers, provide 24/7 availability and reduce physician burden.
However, some AI agents create unrealistic expectations and create confusion through oversimplification. With the wrong technology, delays and inaccurate reimbursements can slow up the entire system.
In 2026, finding the right spots and times to integrate AI will be critical, especially as the technology continues to evolve and the industry moves away from experimentation to more practical use cases.
These six orthopedic surgeons, executives and leaders recently connected with Becker’s on the state of AI in the industry up to this point, and where it could be heading this year.
Note: Responses were lightly edited for clarity and length.
Gregory Berlet, MD. Retired Orthopedic Surgeon and Co-Founder of Orthopedic Foot & Ankle Center (Columbus, Ohio): AI is coming fast and being widely employed before it has been refined. AI slop is going to be a big problem. Patients are being guided by an AI agent that generates unrealistic expectations and creates confusion. The surgeon will have to find a way to get ahead of the conversation, but this will be challenging. AI billing agents are communicating with each other (from the practice and from the insurance companies). The result will be a drive to oversimplification, delay and inaccurate reimbursement.
Paul Bruning. Division Administrator of the Duke University Sports Medicine, Hand and Sports Sciences Institute (Durham, N.C.): The Duke Orthopedics Department has integrated AI into the prior authorization workflow to proactively review clinical documentation before submission to payers. Given that payers now rely on AI-driven systems for authorization decisions, this alignment enables early identification of documentation deficiencies that could otherwise lead to denials or peer-to-peer reviews.
As a result, we have seen improved approval rates, fewer peer-to-peer requests and reduced delays in patient care. This initiative has been positively received by clinicians and operational teams and represents a meaningful step toward more efficient, technology-enabled care delivery.
Edward DelSole, MD. Orthopedic Spine Surgeon of Keystone Spine & Pain Management Center (Wyomissing, Pa.): Patient expectations in 2026 have shifted dramatically. They want faster communication, clearer treatment plans and deeper understanding of their surgical journey. To meet this demand amid staffing challenges and margin pressures, we’ve implemented AI-driven workflow automation to streamline patient communication.
The results? Mixed. Some patients embrace the instant responses, standardized educational pathways and 24/7 availability. Others still prefer human interaction and resist engaging with AI agents. We’re learning that successful integration isn’t about replacing the human touch, it’s about augmenting it strategically. The optimal balance between automation and personal care remains an evolving experiment.
Donna Kurek. Chief of Quality and Patient Experience at OrthoVirginia (Richmond): From my perspective, there are several themes that will shape orthopedics. One of those is AI that delivers measurable improvements in care quality. I feel AI will shift from experimentation to practical use, with organizations prioritizing tools that reduce variation, support earlier diagnosis and improve postoperative monitoring. At OrthoVirginia, we’re focused on AI applications that directly enhance reliability and the patient experience.
Patrick Magallanes. CEO and President of Steindler Orthopedics (North Liberty, Iowa): We are embracing technology where it makes sense. For example, we implemented an AI-powered clinical documentation solution that listens to patient-doctor conversations and automatically generates clinical notes. We are evaluating other tech solutions that will improve outcomes and efficiency.
Tony Yi. Chief Technology and Information Officer of MedVanta (Bethesda, Md.): When we assess AI initiatives given to us by these physicians, we don’t necessarily just look at ROI, but we look at the value of the investment. Some examples of the VOIs we look at are things like, “How much physician burden does this reduce?” or “How much patient satisfaction would this potentially increase?” We take a multistep approach, ensuring it solves a problem, assessing how feasible it is to implement and understanding what we’re trying to accomplish.
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