By: Stephanie Dremel, MSN, RN, NI-BC
A few weeks ago at the American Nursing Informatics Association (ANIA) National Conference in Boston, one theme surfaced consistently across sessions and conversations: artificial intelligence is no longer theoretical in nursing informatics – it is operational, and it is accelerating.
For those of us working in healthcare transition and activation, that message feels especially timely. The question is no longer if AI will influence our work, but how we intentionally integrate it into planning, design, and go‑live execution in ways that truly support clinicians and patients.
One of the most impactful sessions I attended, “Power Up Your Projects: Real‑World AI Tools for Nursing Informaticians”, reinforced a critical principle – success with AI starts with intentionality. The discussion focused on practical, near‑term applications directly relevant to Transition and Activation efforts, including workflow design, dashboard development, and the use of AI as a control assistant to accelerate SOP and workflow documentation.
A key takeaway was the importance of structured prompting, using the C.R.A.F.T. framework (Context, Role, Ask, Format, Type). While simple, it underscored an important truth: the quality of AI output is only as strong as the clarity of our input—an insight that translates directly to disciplined project planning and governance.
Another theme that resonated strongly was the danger of becoming a “one‑tool” organization. The most effective AI use cases combine multiple platforms—such as ChatGPT, Gemini, Claude, and Copilot, paired with clinical, operational, and project management expertise. Sessions highlighted emerging capabilities with real applicability to Transition and Activation work, including simulating PDSA cycles to test workflows prior to go‑live, applying FMEA and risk scoring to proactively identify gaps, and exploring digital “twins” to extend planning capacity across complex, distributed projects.
Beyond individual tools, the conference reinforced the broader impact of AI across healthcare – supporting predictive analytics, enhancing clinical decision‑making, and reducing administrative burden. For Transition and Activation teams, this translates into more informed planning, more resilient workflows, and better decision‑making before doors open. Just as important, however, was a consistent reminder that AI does not replace the human element. Nurses and clinical leaders bring judgment, ethics, context, and empathy – capabilities technology cannot replicate, and must be designed to support rather than supplant.
Another recurring message was the importance of nursing informaticists, and by extension, interdisciplinary operational leaders – having a seat at the AI table. As AI continues to shape healthcare delivery, our role is not simply to adopt tools, but to help design, guide, and govern how they are integrated, ensuring they align with clinical realities and operational needs from day one.
I left Boston energized by what is possible, but equally grounded in the responsibility that comes with these advancements. As we plan and activate the next generation of healthcare facilities, thoughtful AI integration, anchored in human experience, will be essential to long‑term success.