Why Pediatric Digital Health Must be Cutting Edge, Not Bleeding Edge
Healthcare Tech Outlook

A featured contribution from Leadership Perspectives: a curated forum reserved for leaders nominated by our subscribers and vetted by our Healthcare Tech Outlook Advisory Board.

Valley Children’s Healthcare

Why Pediatric Digital Health Must be Cutting Edge, Not Bleeding Edge

Danielle Barry

If you search for technology trends in healthcare, a recurring theme quickly emerges. The pace of innovation, particularly around AI, is moving so fast that there is already an “AI tech graveyard” of solutions that entered the market and disappeared just as quickly. Wearable devices, telemedicine platforms, digital health tools, robotics and genomics platforms have all promised efficiency and empowerment.

At Valley Children’s Healthcare, we have taken a more deliberate approach.

Our CIO and I often describe our philosophy as being “cutting edge,” not “bleeding edge.” We intentionally adopt technology at a thoughtful pace to ensure it delivers real value, not just for the organization, but for the children and families who rely on us during some of the most vulnerable moments of their lives.

To support this, Valley Children’s developed a five-year digital health roadmap that follows the pediatric patient journey from before arrival through the full continuum of care. A multidisciplinary executive committee works collaboratively to prioritize initiatives and ensure alignment with our broader organizational strategic plan. Leveraging technology to boost efficiency, enhance care and propel innovation has become an essential driver of that plan.

This approach is especially important given where we serve. As a pediatric healthcare network based in Central California, many of the children and families who rely on us travel long distances for specialty care and face barriers common in medically underserved regions. That reality reinforces our responsibility to use digital health not as a novelty, but as a practical way to improve access and understanding for families, whether they are in our hospital, in one of our clinics or at home.

"The future of healthcare technology isn’t about speed or novelty, but how thoughtfully it helps us deliver the care our children need – when they need it most."

At the heart of our digital strategy is a simple principle: technology should make it easier for families to focus on their child, not navigating the healthcare system. Digital health tools are rapidly evolving, and giving patients, families and caregivers greater control over their care. Electronic health records, mobile apps, telemedicine and AI now allow families to better connect with their child’s care team, access information in real time and even, in some cases, receive care in the comfort of their own home.

This shows up in very practical ways at Valley Children’s. Families can receive digital referrals and appointment reminders, check in for visits on their phones, make mobile payments and access their child’s health information through the online patient portal. Clinicians use voice-activated ambient technology in exam rooms to document visits more naturally, helping them focus on the child, and not a screen. We also support self-scheduling and digital patient education to help families feel informed and prepared every step of the way.

Many of these technologies can be truly transformational for the patients and families we serve, as well as for our doctors and staff. At the same time, we must carefully balance cost, competing priorities and the organization’s capacity for change. Without thoughtful planning and meaningful input from providers, clinical teams, patients and families, even well-intentioned technologies can easily become failed efforts.

At the core of everything we do at Valley Children’s is a commitment to our families. The future of healthcare technology isn’t about speed or novelty, but how thoughtfully it helps us deliver the care our children need – when they need it most.

The articles from these contributors are based on their personal expertise and viewpoints, and do not necessarily reflect the opinions of their employers or affiliated organizations.

Weekly Brief