Michelle Keck

Healthcare and life sciences organizations have performance review systems. Almost none of them reliably produce development. The gap between what gets documented and what actually changes on the job is not an effort problem. It is an architecture problem. A practitioner panel on what a functioning performance-development system actually looks like. 

• Designing structured development goal processes that create genuine employee accountability without turning the manager into the accountability police 
• Connecting performance review conversations to skills gap data so that feedback is prescriptive and tied to visible career pathways rather than vague competency frameworks 
• Building the three-way harmony — employee ownership, manager support, organizational investment — that research consistently shows drives development that actually happens 

AI is extraordinary at producing outputs that feel like thinking. The risk is that it is training a generation of healthcare professionals, scientists, and managers to accept answers without exercising the judgment that made those professionals irreplaceable in the first place. A challenging keynote on the intellectual discipline that AI cannot replace — and what it takes to deliberately build it. 

AI is extraordinary at producing outputs that feel like thinking. The risk is that it is training a generation of healthcare professionals, scientists, and managers to accept answers without exercising the judgment that made those professionals irreplaceable in the first place. A challenging keynote on the intellectual discipline that AI cannot replace — and what it takes to deliberately build it.