How Leading Health Systems Are Closing the Access Execution Gap

Health systems across the country are investing heavily in improving patient access. Yet for many organizations, turning strategy into consistent, measurable results remains a familiar, persistent challenge.  

On March 25, 2026, Tegria partnered with The Health Management Academy (THMA) to host a virtual panel, “Beyond the Digital Front Door: Building an Access-Driven Enterprise.” The discussion brought together leaders from Emory Healthcare, Sutter Health, and Indiana University Health to explore how they are addressing one of the industry’s most pressing issues—closing the gap between access strategy and execution. 

The conversation reinforced a key finding from the Access-Driven Enterprise (ADE) research. While access is now widely recognized as a strategic priority, many organizations continue to face challenges related to governance, operational alignment, and return on investment.  

What stood out in this session was not just the persistence of these challenges, but the different ways leading systems are working to overcome them. 

Emory Healthcare: From Rapid Improvement to Long-Term Discipline

Alignment needs to be applied in practice. Monthly executive check-ins, shared accountability, public commitment, I think, really helped us turn executive prioritization into actual execution.  

HALEY BOLTONVP, Access Performance Management at Emory Healthcare 

At Emory Healthcare, the journey began with a sense of urgency. Leaders recognized that improving access required immediate action, particularly as demand increased and expectations evolved. They launched a focused, systemwide effort to expand appointment availability and improve timeliness of care. 

This initial push helped create momentum across the organization. Teams revisited scheduling practices, identified new ways to open capacity, and began aligning around shared goals. The effort demonstrated that meaningful improvement was possible, even within complex operational environments. 

At the same time, leaders recognized that urgency alone would not sustain progress. Maintaining gains required a more structured approach, supported by consistent governance and clearer accountability. Emory shifted its focus toward building a stronger operational foundation, including more standardized reporting and closer collaboration across clinical, operational, and administrative teams. 

That evolution reflects a broader lesson: Rapid improvement can spark change, but lasting impact depends on discipline, infrastructure, and ongoing alignment. 

Sutter Health: Letting Digital Access Lead the Way

Access is a strategic decision, not a technical one. The technology exists to do this well. It’s really, culturally, are we willing to put consumers first and make bold choices to give them an experience like they get in so many other aspects of their life? 

ANDREW SMITHVP, Access, Sutter Health 

Sutter Health took a different approach by using digital access as a catalyst for transformation. Rather than waiting to optimize workflows before expanding access, leaders made a deliberate decision to scale online scheduling across the organization and align teams around that goal. 

This decision created immediate pressure to address underlying challenges. Supporting digital scheduling required more consistent templates, clearer referral pathways, and better coordination across a decentralized network of providers. What began as a digital initiative quickly became an enterprise-wide effort to standardize and streamline operations. 

As those changes took hold, adoption of online scheduling increased significantly, reflecting both improved access and stronger alignment between technology and workflows.  

Beyond operational improvements, Sutter’s experience highlights how access can influence broader organizational outcomes. Reducing friction in how patients enter the system can strengthen engagement and support long-term growth. 

Indiana University Health: Looking Beyond the Front Door 

If you just turn on the technology, but nobody can find an appointment slot, have you actually made a net improvement?

JEREMY ROGERSVP, Digital Access and Experience, Indiana University Health 

IU Health focused on a different dimension of the access challenge by expanding its view beyond the initial point of entry. Leaders observed that improving the first appointment experience was only part of the equation. Patients often encountered delays and friction later in their journey, particularly when navigating referrals, diagnostics, or follow-up care. These breakdowns could undermine the overall experience, even when front-end access had improved. 

In response, IU Health emphasized a more holistic approach. Efforts centered on better coordination across the care continuum, supported by more consistent data and workflows. Leaders also worked to balance standardization with the realities of different specialties, recognizing that a single approach would not meet every need. 

This perspective reflects an important shift. Access is not just about getting patients in the door. It is about ensuring they can move through the system efficiently and receive timely, coordinated care. 

A Common Thread: Access as an Enterprise Capability 

While each organization approached the challenge differently, several common themes emerged. 

• First, access challenges are rarely solved through technology alone. Most health systems already have digital tools in place. The more complex work involves aligning people, processes, and priorities across the organization. 

• Second, progress requires both speed and structure. Focused initiatives can help drive early gains, but sustained improvement depends on governance, standardization, and clear accountability. 

• Finally, access must be treated as an enterprise capability. It touches every part of the organization, from scheduling and staffing to clinical operations and financial performance. Improvements in one area often depend on changes in another, making cross-functional alignment essential. 

Health systems that recognize this broader scope are better positioned to close execution gaps and realize the full value of their access strategies. 

Watch the Webinar and Explore the Full Research 

The approaches highlighted here represent just a snapshot of how leading organizations are addressing access challenges. 

To hear directly from these leaders and explore the full findings, download The Access-Driven Enterprise report and watch the full webinar recording. Together, they offer deeper insight into how health systems are aligning strategy, operations, and investment to improve access at scale.