From fragmented IT strategies and service agreements to ad hoc technology decisions that cause vendor sprawl, healthcare systems are entering 2026 burdened by day-to-day inefficiencies that can build into larger, systemic problems. In addition, rising healthcare costs and policy changes are creating uncertain economic conditions, making holistic system planning a challenging task.
To drive system transformation, you can take steps to align clinical operations, financial planning, and IT strategy into a unified vision that delivers measurable value over time. Then, it will be possible to simplify and refocus your digital architecture.
A focused vision to modernize
Many are looking to streamline operations for efficiency and cost savings, but where do they begin? A focused, transformative approach includes picking a direction for your healthcare system, choosing a standard, establishing guidelines, creating accountability for departments, and then moving forward with the decision.
Automation and workforce flexibility are two ways to promote a sustainable operation. You can leverage AI-enabled tools to help generate better and faster forecasts and budgets, and you can update your enterprise resource planning to help make finances clearer and processes more flexible.
When it comes to your workforce, it’s possible to strike a balance between competitive pay with contract labor reduction to help manage staffing costs. Look for ways to be flexible with your workforce, both with training and support, and with opportunities for virtual and remote work where possible.
Don’t avoid system planning
Capital planning often becomes a process where incomplete information ends in reactive equipment purchases throughout the year. Finding a solution that helps empower a capital planning committee with dynamic information can be key to proper planning, and a spreadsheet isn’t enough.
Solutions such as GE HealthCare’s STRATUM™, a data stratification tool, are designed to facilitate capital planning, and aim to unify data across departments, helping to enable sharper risk assessment and improved capital planning. A dynamic tool that generates insight for data, such as STRATUM, has the potential to save hours of extra manual work.
Adapting to a changing market
Here are other areas of focus to prioritize going into 2026.
Strategic financial planning
Leaders can help their organization focus on managing costs and driving growth in a changing market.
- New revenue sources: Instead of resting on what has worked in the past, it’s possible to aim for finding new services, creating joint ventures and expanding outpatient services to bring in additional revenue.
- Tie payment to results: Strive to adjust financial planning to take into consideration outcomes-based reimbursement and risk-based contracts.
Capital allocation
With market volatility comes economic uncertainty, and this can drive patients to seek different services based on cost. Here’s how to be more versatile:
- Outpatient and ambulatory care: It can make sense to diversify investments into cheaper, quicker care settings such as outpatient clinics rather than expanding more with larger hospitals.
- Support at-home care: Look into programs that can allow patients to receive sub-acute care in their homes, which can be great for elderly care and other vulnerable populations.
- Upgrading technologies: Now’s the time to start investing in modern, digital infrastructure such as cloud platforms, AI-enabled tools and new cybersecurity.
Partnerships
If you’re looking into any mergers and acquisitions in the near future, it’s important to carefully evaluate potential purchases.
- Vertical Integration: Diversify services to help your organization manage a wide spectrum of patient care services, pursuing acquisitions that can improve care coordination and scale.
- Partners outside healthcare: Consider finding funding by navigating deals with private equity and technology companies.
Prepare for tomorrow by getting organizational support
To help secure organization buy-in, schedule collaborative workshops with stakeholders to brainstorm and align on ideas. During this stage, you can also create a virtual replica of your operations to test ideas—digital twin planning—to put more detail and certainty into future plans.
Entering a new year is a perfect time to take stock of your processes and help streamline your healthcare system. While it can seem daunting, it gives you the opportunity to modernize, focus your investments and prepare for the future. With a comprehensive partner like GE HealthCare, you can help set a solid foundation for success.
© 2025 GE HealthCare. GE is a trademark of General Electric Company used under trademark license. STRATUM is a trademark of GE HealthCare.
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