Hospital executives have had little room to breathe when it comes to big investments. Median hospital operating margins were still hovering near 2% through early 2026, squeezed by rising expenses, an eroding payer mix and softening patient volumes, and finance leaders have described the environment as uncertain as Medicaid cuts loom.
Yet many of the same systems navigating that pressure are simultaneously committing hundreds of millions of dollars, in some cases more than a billion, to rebuild their electronic health record around a single platform.
The logic is that a fragmented record has become its own cost center: duplicated tests, delayed billing, and patient portals and texting tools layered onto systems that do not talk to each other. Replacing the record, expensive and disruptive as it is, is increasingly framed as a fix for that drag rather than another expense competing with it.
Peter D. Banko, president and CEO of Baystate Health in Springfield, Mass., said his system’s next major step is a go-live with Oracle Health arriving all at once rather than in phases.
“The biggest shifts are that patients expect (and deserve) healthcare to function like every other aspect of their lives — convenient, transparent, and personalized,” Mr. Banko said. “The fastest evolution is personalizing care through digital enablement for patients, physicians, providers, and clinicians through expanded partnership with Oracle Health for the first ‘big bang’ go-live on November 1, 2026.”
At Adventist Health in Roseville, Calif., President and CEO Kerry L. Heinrich frames a similarly sized investment less as an IT upgrade than an extension of the system’s mission because it will provide that connected experience and streamlined knowledge about the patient.
“The truth is, patients today expect what they experience everywhere else in their lives: convenience, transparency, and care that fits around them rather than the other way around,” Mr. Heinrich said. “But beneath all of that is something older and more human. People want to be known, not processed.”
Adventist Health’s investment follows a pattern already playing out elsewhere: a $500 million overhaul completed in Houston and an $800 million rollout carried out in waves in Michigan, each aimed at the same problem: a record that does not fragment as patients move through the system.
“At Adventist Health, we have embraced essentialism, focusing on the few things that matter most rather than the many that matter less,” he said. “Nothing matters more than the experience of the patients we serve. That is why we are making a $500 million investment in Epic, going live this fall, to transform the patient experience across our entire system: one record, one connected experience, and care that is simpler and closer to home.”
Not every system is spending at that scale, but the underlying logic — fewer, better-connected systems — is showing up in smaller investments too. At Freeman Health System in Joplin, Mo., President and CEO Matthew Fry said the same kind relationship is central to holding together a rural, multistate footprint.
“Our Epic partnership is better connecting our hospitals, care teams and patients, while new initiatives like our mobile behavioral health unit brings services directly to patients when and where they need them most,” Mr. Fry said. “We have invested in Workday and Epic to help us provide information technology that will enable a smoother, frictionless experience for our patients.”
The dollar figures arrive at an inconvenient moment for hospital finance teams already managing thin margins, but the executives describe the record itself as a hedge against that same pressure: fewer stand-alone systems to maintain, less duplicated administrative work, and a record that does not force patients or billing staff to reconcile data across platforms. Whether the investment is $500 million or a fraction of that, the trade is the same, a disruptive, expensive transition now in exchange for a record that follows patients between primary care, specialists and hospital care, on the bet that the fix pays for itself faster than the fragmentation was costing them.
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