Tag: Health IT

For years, healthcare organizations have encouraged patients to become more digitally connected to their care.

Use the patient portal. Check your test results online. Respond to appointment reminders. Communicate electronically with your care team. Use digital tools to take a more active role in managing your health.

Patients listened.

That progress has made digital engagement an important part of the healthcare experience. Unfortunately, cybercriminals understand that relationship, too.

Recent phishing campaigns impersonating MyChart demonstrate an important evolution in healthcare cyber risk. Attackers are using fraudulent emails, text messages, phone calls, and websites designed to look like familiar healthcare communications. Some promise free Medicare kits or health-related products. More concerning schemes have used fake MyChart websites and fabricated medical information to create urgency around supposedly critical test results.

The technology may be fraudulent, but the emotion it creates is very real.

Imagine receiving a notification that appears to come from your healthcare provider telling you that abnormal laboratory results require immediate attention. In that moment, most patients aren’t thinking like cybersecurity professionals. They’re thinking like patients.

What did they find? Is something wrong? What do I need to do?

That is precisely what makes these attacks so effective.

Cybercriminals Aren’t Just Exploiting Technology. They’re Exploiting Trust.

Healthcare has always operated on trust. Patients trust clinicians with deeply personal information and life-changing decisions. Increasingly, they must also trust the digital systems through which healthcare is delivered.

That makes cybersecurity part of the patient experience.

When an attacker impersonates a patient portal, the immediate objective may be to steal credentials or financial information, or to install malware. But there is another consequence healthcare leaders should consider: every convincing impersonation can make patients a little less certain about whether the next legitimate communication can be trusted.

That matters.

If patients become afraid to click an authentic appointment notification, access a test result, or respond to a message from their care team, the consequences move beyond information security. Security friction can become healthcare friction.

Trust is part of the treatment.

Protecting it requires healthcare organizations to think beyond defending their own infrastructure. The organization’s digital identity, and the communications patients associate with it, must also be protected.

Healthcare Organizations Need to Protect the Digital Relationship

The first priority is prevention. Healthcare organizations should continue strengthening email security, identity protections, multifactor authentication, domain protections, and monitoring for brand impersonation and lookalike domains. But technology alone is not enough.

Organizations should establish recognizable and consistent patterns for patient communications. Patients should know how their healthcare organization communicates, which domains and phone numbers it uses, what information it will request electronically, and, equally important, what it will never request.

Healthcare organizations should also make the trusted path easy to find.

Instead of asking patients to determine whether every link is authentic, teach a simpler behavior: when something feels unexpected, urgent, or unusual, leave the message and access the patient portal through the healthcare organization’s official app or known website.

Security, communications, digital health, patient experience, and clinical leadership should also have a coordinated response plan for patient-targeted impersonation campaigns. When a campaign emerges, organizations need to communicate quickly and consistently across their websites, patient portals, call centers, clinical practices, and other trusted channels.

This is an important distinction: an organization does not need to have suffered a breach for a cyberattack to affect its patients. Someone impersonating your organization can create risk for the people you serve even when your own systems remain secure.

Patients Have a Role, Too

Patients should approach unexpected healthcare messages with healthy skepticism, particularly those that create urgency, offer free products, or request personal, insurance, financial, or login information.

A few habits can dramatically reduce risk:

• Access MyChart through the official mobile application or the healthcare provider’s known website rather than through an unexpected message.
• Never provide passwords or verification codes by email, text, or phone. Legitimate MyChart support will not request them through those channels.
• Be suspicious of unexpected offers for free healthcare products, Medicare kits, prizes, or rewards.
• Never follow instructions from a website telling you to run commands, install software, or bypass a computer security warning.
• If a message involves an alarming diagnosis or unexpected medical result, verify it through the official patient portal or contact the healthcare provider directly.

Patients who believe they interacted with a fraudulent message should change their portal credentials, review their contact information and account activity, and contact their healthcare organization’s support team.

But we should be careful not to place the entire burden on patients.

Modern phishing attacks are becoming increasingly sophisticated. Generative AI makes it easier to produce convincing language, personalize messages, and replicate trusted communications at scale. “Look for spelling mistakes” is no longer an adequate cybersecurity strategy.

The safer approach is to make verification habitual and simple.

Protecting Confidence in Digital Care

Healthcare’s digital transformation depends on patients being willing to engage with technology.

We want patients checking their records. We want them communicating with clinicians. We want them using digital tools to schedule appointments, manage medications, review test results, and participate more actively in their care.

Cybersecurity therefore has a responsibility beyond protecting systems and data. It must help preserve patients’ confidence in those interactions.

The MyChart phishing campaigns offer an important reminder for healthcare leaders: cybercriminals will exploit not only our vulnerabilities, but also the relationships and trusted brands we have worked for years to build.

The answer isn’t to make patients afraid of digital healthcare.

It’s to make trustworthy digital healthcare easier to recognize and harder to impersonate.

Because in an increasingly connected healthcare ecosystem, protecting the patient means protecting the technology, the communication, and the confidence that connects them.

Trust is part of the treatment.

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About Cindi Carter 

Cindi Carter is a global, multi-industry Cybersecurity and Information Technology Executive who consistently delivers the optimal outcome. As a transformational leader from startups to enterprises she excels at building cybersecurity practices in highly regulated industries, turning strategic goals into action, and highly collaborative engagement to lead the organization in managing cyber risk. At Check Point Software Technologies, Cindi is a Global Chief Information Security Officer in the Office of the CISO, leading Check Point’s Healthcare Center of Excellence where human safety is essential to care. With over two decades in the healthcare and financial industries, Cindi’s purpose is deeply rooted in human safety, bringing together the capabilities that protect the security and privacy of each individual.

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For decades, health systems have invested in creating operational visibility inside the hospital. Leaders are accustomed to tracking bed capacity, anticipating demand, identifying bottlenecks and coordinating the movement of patients and resources within the four walls of the hospital.

But healthcare no longer begins and ends at the hospital doors.

Care continues to move into physician practices, specialty clinics, imaging centers, ambulatory surgery centers, and at home with virtual care. Yet many health systems still lack the same enterprise-level operational visibility at these settings as they do inside the hospital. The result is a gap in ambulatory visibility that limits patient access, threatens network integrity, and stifles revenue growth.

Research has shown that missed appointments alone cost the U.S. healthcare system approximately $150 billion annually. At the same time, McKinsey has found substantial unused capacity within employed physician networks, and demonstrated the financial value health systems can realize by improving access and utilization.

The challenge is not necessarily a lack of capacity. Often, it’s a lack of visibility to where that capacity exists and the operational ability to act on it.

The patient journey has changed. The operating model must follow.

Historically, inpatient and ambulatory care developed as distinct operating environments. Physician practices were often independent organizations with their own technology, workflows and processes. As health systems acquired practices and expanded their outpatient footprints, many of those operations remained relatively independent.

The result today can be an enormous network of care supported by fragmented operational systems.

A scheduler may need to navigate multiple platforms to determine where a patient can be seen. An executive looking at an access KPI may have to ask analysts or operational leaders to determine which region, location, specialty or provider is causing the problem. A referral coordinator may know a patient needs specialty care but lack visibility into availability across the entire network.

The information exists. It simply exists in too many places.

A patient leaving the hospital may need primary care, a specialist, imaging, laboratory testing and other services. Each represents another point at which the health system can either maintain that person as a patient or risk losing them.

In many organizations, schedulers and referral coordinators work across multiple systems simply to find appropriate appointments for a patient. The result is fragmentation that limits the ability to identify the appointment that best meets a patient’s needs based on availability, location and provider type.

That fragmentation matters because an ambulatory visit can no longer be viewed as separate from the overall patient journey. 

When patients leave the network, revenue follows

Consider a patient discharged from the hospital with a referral to a specialist.

The health system has already invested in that patient’s care. Clinicians understand the patient’s history, records are available, and maintaining continuity within the network benefits both the patient and the health system.

But what happens when the preferred specialist can’t see the patient for six weeks?

Without network-wide visibility, a scheduler may not know that another location has an opening next week. The patient only knows that they can’t be seen for six weeks and looks elsewhere to continue their care.

For patients managing a new diagnosis or recovering from a complex procedure, that gap is not simply inconvenient. It creates clinical risk that the health system is no longer positioned to see or manage.

Once that happens, the health system risks losing much more than one appointment.

The specialty visit may generate imaging, procedures, follow-up appointments or additional services. Losing visibility into the patient’s care can also make it harder to manage outcomes under value-based care arrangements.

The question, therefore, isn’t simply, “Do we have an appointment available?” It should be “Where across our entire network can we best meet this patient’s need?”

Capacity you can’t see is capacity you can’t use

One of the problems of ambulatory access is that patients can face long waits for appointments while capacity simultaneously goes unused.

McKinsey quantified the problem in an analysis of more than 10 health systems with large employed-physician organizations. Across those organizations, actual, or retrospective, appointment-slot utilization ranged from 48% to 93%, with a median of just 70%. McKinsey also found a difference of approximately 20 percentage points between prospective and retrospective fill rates, driven by cancellations that were not backfilled, late cancellations and no-shows.

That distinction is critical. A schedule may appear full when viewed prospectively, but that doesn’t always mean the available capacity translates into completed patient visits. Without visibility into actual utilization, leaders can overestimate how effectively capacity is being used.

At enterprise scale, this becomes increasingly important. A health system may have hundreds or thousands of providers spread across dozens of locations. One practice may have a three-week wait while another has appointments available. Without network-wide operational visibility, leaders and schedulers may not recognize that imbalance in time to act.

The result is more than an efficiency problem. Patients who can’t get timely care are likely to seek it outside the network, taking not only the immediate encounter but the imaging, procedures, specialty care and future services with them.

Visibility changes the growth equation

Limited visibility also makes it harder to determine where health systems should invest.

When access is constrained, the instinct may be to add providers, extend clinic hours or build additional locations. But those decisions should begin with a more fundamental question: Is there truly insufficient capacity, or is existing capacity distributed inefficiently across the network?

One location may be overwhelmed while another has unused appointments. A specialty may appear constrained across the enterprise when the real bottleneck exists within only a handful of providers or appointment templates.

The data needed to make those distinctions often already exists, but it may be fragmented across multiple systems, reports and departments. Bringing that information together creates an opportunity not only to identify access and capacity constraints, but also to make better decisions about where service lines should expand, where providers should be deployed and where resources may be underutilized.

Growth should begin with understanding the capacity you already have.

From visibility to action

The next evolution of ambulatory operations is not simply another dashboard, it’s complete operational orchestration.

Leaders need operational intelligence that allows them to move from seeing a problem to understanding its cause and then being able to act on it.

Imagine an executive seeing that days to access have increased and immediately drilling down by region, location, department and provider. At the same time, an operator could see that one clinic is approaching capacity while another has availability and redeploy resources accordingly. A scheduler could tell a patient, “This location can’t see you for three weeks, but another location 20 minutes away can see you Tuesday.”

Today, gathering that level of information can require multiple reports and hours of analysis. The opportunity is to surface that information immediately for executives, managers and schedulers so they can make decisions, open capacity and better navigate patients across the network.

Artificial intelligence is the next step in this evolution. Rather than simply identifying a capacity constraint, purpose-built operational orchestration platforms can analyze historical and anticipated demand and recommend actions like adjusting templates, shifting resources or adding provider coverage where demand warrants it while keeping the operator in control of the decision.

That moves ambulatory operations from reporting what happened to helping teams decide what should happen next.

Building a boundaryless health system

The opportunity ultimately extends beyond ambulatory care.

As care continues moving into outpatient, and eventually virtual home settings, health systems need to stop viewing the patient journey through organizational boundaries. The goal should be a truly boundaryless operating model capable of seeing demand, capacity and patient movement wherever care occurs.

We already understand the value of this kind of visibility inside the hospital. The next challenge is extending it across the rest of the health system.

That requires more than technology. It requires people, process and technology working together around a shared operational picture. It requires leaders prepared to use real-time data and increasingly AI-driven recommendations to make faster, more informed decisions.

Most importantly, it requires viewing ambulatory care not as a collection of individual clinics, but as an interconnected enterprise and an integral part of the complete patient journey.

The billions lost to missed appointments, unused capacity, patient leakage and inefficient utilization are symptoms of a larger challenge: health systems can’t optimize what they can’t see.

Closing the ambulatory operational visibility gap gives organizations an opportunity to change that equation, connecting patients to the right care at the right time and location, making better use of existing resources, protecting network integrity and building a more sustainable platform for growth.

As more care moves beyond the hospital, enterprise-wide visibility will no longer be optional. It will be fundamental to how health systems compete, grow and care for their patients.

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About Michelle Skinner

Michelle Skinner is the Chief Clinical Executive at TeleTracking Technologies, where she brings together clinical insight and operational strategy to help health systems unlock capacity, expand access, and drive scalable growth. A former trauma and critical care nurse, Michelle has led enterprise transformation initiatives across hospital operations, service line development, and patient flow redesign. Her career spans the front lines of care to the executive table—making her a trusted partner to health system leaders navigating complexity and change. She is committed to solving the structural barriers that limit care delivery and believes that rethinking capacity is key to building a more resilient, responsive, and equitable health system.