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Blog
Andy Pollen

Inside the AI Governance Growing Pains No One Wants to Talk About

Adoption, Information Technology, System Integration
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Let’s be honest: No one has clinical AI governance completely figured out yet.

Every institution is different. Every culture is different. As Avi Sharma, MD, CIIP, Director of AI Innovation at Jefferson Einstein, put it during a recent webinar: “Welcome to growing pains.”

He offered an inside look at what it really takes to scale AI governance across a complex, multihospital health system, and why the process is just as much about people and priorities as it is about platforms and tools.

Governance, he warns, is becoming a buzzword. However, the work behind it is very real.

At Jefferson Einstein, governance started small — with a local Imaging AI Committee — but as the network grew to include more than a dozen hospitals, that committee evolved into a larger, enterprise-wide steering structure. 

With the emergence of generative AI, it’s now part of a broader Enterprise AI Steering Committee tasked with evaluating, coordinating and guiding AI efforts across departments and specialties.

“It’s a lot of demand, a lot of needs and a lot of people who want to start using AI yesterday,” Dr. Sharma said. “But they don’t always know where to start.”

So where do you start?

At Jefferson Einstein, that meant bringing everyone to the table — legal, IT, the C-suite and clinical champions from across the system — and putting pen to paper on what AI solutions must do to earn trust, ensure patient safety and comply with evolving regulations like Section 1557 of the Affordable Care Act (ACA), which holds health systems accountable for bias and failure in AI tools.

But setting guardrails is only step one.

The harder challenge? Taking inventory of every AI tool currently deployed across the system, both commercial and homegrown, and deciding what’s scalable, what’s redundant, what’s risky and what needs to be sunset. That includes asking hard questions:

  • Can this vendor support the entire enterprise?
  • Can we afford it at scale?
  • Will it work across our different hospitals and tech stacks?
  • Who’s responsible for monitoring outcomes and cost over time?

Hear how Jefferson Einstein is approaching AI governance as a living process, not a checkbox, and why getting it right takes coordination, transparency and long-term thinking.

Watch the full webinar to see how leaders like Dr. Sharma are confronting the complexity of real-world AI governance, aligning stakeholders across departments, and building an enterprise framework that scales safely, equitably and sustainably.

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Andy Pollen
Andy Pollen is an experienced healthcare communicator and strategist who currently serves as the Director of Marketing Communications for Aidoc. Previously, he was the global marketing communications lead for critical care solutions within 3M Health Care's Medical Solutions Division, now Solventum. Pollen has also held communications positions with the University of Minnesota Academic Health Center, Indiana University Health and several business functions within Eli Lilly and Company through Borshoff, a creative services agency. He earned a bachelor’s degree in public relations and journalism from Ball State University and holds a master’s degree in business administration from Anderson University.
Andy Pollen
Director, Marketing Communications

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