Opinion & Analysis

Global – October 27, 2026 -- IntelePeer says healthcare AI deployments stall because of weak partnership structure rather than technology, and it ties ROI within 90 days of go-live to defined success metrics and a single high-volume starting workflow.

Alliance programs are measured on the wrong clock

An IntelePeer executive argues that most vendors treat alliances as a distribution shortcut. They launch a partner portal, a co-branded deck and a joint press release, then judge the program on pipeline generated in the first 90 days. Without clear ownership, defined metrics and cross-functional investment from both sides, the executive says, momentum fades.

In healthcare the cost of that stall is higher, the executive says, because buyers are changing staff workflows, patient experience and revenue flow rather than purchasing software.

Global – October 27, 2026 -- Eagleview, which has supplied aerial imagery and property intelligence to insurers for more than two decades, argues that carriers should measure operational efficiency by how much they know before sending anyone into the field, not by expense reduction alone. Patrick Gill, the company's Senior Vice President and General Manager for Insurance & Commercial Solutions, outlines the case in a new commentary.

AI queries compress weeks of data science work into minutes

Gill says AI lets carriers merge large volumes of disparate data and query it in natural language within minutes. Claims leaders can ask which older roofs sit inside a hail path, which insured properties were already deteriorating before a storm, and where experienced adjusters should deploy first. He says these decisions directly affect claim severity, customer satisfaction and operating expense.

Global – October 17, 2026 -- Talent management is not disappearing under AI pressure. According to a new commentary, it is shifting from administering separate HR processes to managing the capabilities a business needs, with human and AI capabilities now handled side by side.

Separate talent processes are giving way to capability management

The author argues that talent management was long built around independent processes: performance management, succession, learning and workforce planning. Technology mirrored that structure, and organizations bought systems and modules to automate each activity.

The business, however, does not experience talent that way. A capability gap may call for training, but it may equally call for a hire, an internal move, a redesigned job or longer-term development. The commentary adds a fifth option: some of the work may be better performed or augmented by AI.

SHERIDAN, WYOMING - February 10, 2026 - The U.S. Food and Drug Administration entered 2026 fundamentally reshaped after a year of unprecedented leadership turnover, shifting regulatory priorities, and workforce reductions under the second Trump administration. Developments throughout 2025 altered both risk profiles and opportunity structures for companies operating in pharmaceuticals, biologics, medical devices, and regulated food markets. For executives and regulatory leaders, understanding how these changes converged is now essential for planning submissions, investments, and compliance strategies in the year ahead.