Getting an orthopedic practice to adopt AI isn’t a technology problem — it’s a trust problem, according to John Bring, vice president of clinical innovation and performance at Omaha, Neb.-based Sequel Ortho.
Mr. Bring shared his approach to winning over skeptical staff, building the financial case for AI-driven coordination and advising other orthopedic groups on where to start.
Don’t lead with the technology
Surgeons and staff don’t wake up wanting AI, Mr. Bring said. They want fewer clicks, actionable data and more time with patients.
“When we introduce AI, we focus on workflow outcomes rather than technology features,” Mr. Bring told Becker’s. “We pilot solutions, demonstrate measurable improvements and maintain human oversight. If someone feels the tool is creating work rather than reducing it, adoption will fail regardless of how sophisticated the technology is.”
The business case is capacity, not headcount
For leaders weighing whether AI programs pay for themselves, there are three questions that need to be answered: How many patients are being delayed or lost today because of friction? How many FTEs are tied up in repetitive manual work? And how many growth initiatives require new headcount just to scale?
“The business case for AI isn’t primarily labor reduction. It’s capacity creation,” Mr. Bring said. “Our analyses have consistently shown the combination of productivity improvements, FTE avoidance, revenue recapture, improved patient retention and improved outcomes creates value felt by patients, care teams and the organization.”
When it comes to making a return on AI investment, access equals revenue in orthopedics, Mr. Bring said. By getting patients cared for in a more timely fashion, they have the potential to hurt less sooner and move better faster.
Where to start with AI — and what to skip
The first AI investments organizations should be making revolve around increasing patient access: improvements to scheduling, call center operations, referral management and patient communication.
“These are high-volume, measurable workflows with clear ROI and minimal disruption to clinical care,” Mr. Bring said. “Most orthopedic groups have more demand than capacity. AI helps close that gap quickly.”
The urge to buy the newest, flashiest technology is tempting but can be detrimental to a practice’s AI adoption and integration. Tools that aren’t directly tied to existing workflows are typically not worth the price.
“Too many organizations buy point solutions because they’re impressive in a demonstration,” Mr. Bring said. “Six months later, they have another disconnected application, another login and limited adoption. My advice: don’t buy AI. Buy outcomes.”
Before expanding into predictive models, imaging or other advanced use cases, organizations should build a strong data foundation and prove value in access, productivity and operational efficiency
“The orthopedic groups that win with AI won’t be the ones with the most tools,” Mr. Bring said. “They’ll be the ones that make it easier to connect patients, providers and operations across the entire care journey.”
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