Becker’s Healthcare Podcast: Dr. Steve Davis, President and CEO of Cincinnati Children's

Air Date: August 21, 2025
Host: Laura Dardo
Guest: Dr. Steve Davis

Episode Overview

This episode features an in-depth conversation with Dr. Steve Davis, President and CEO of Cincinnati Children’s Hospital. Dr. Davis discusses the hospital’s recent successes, their philosophy on continuous improvement, pressing challenges in pediatric healthcare, the promise and complexities of artificial intelligence (AI), and Cincinnati Children’s expanding global impact. He offers insightful perspectives on leadership and adaptation in a rapidly changing healthcare landscape.

Key Discussion Points & Insights

Introduction and Recent Successes

• Dr. Davis’s Background: Pediatric critical care doctor with two decades at Cleveland Clinic, followed by 10 years at Cincinnati Children’s (last 4 as CEO).
• Cincinnati Children’s Growth:
  • "We are a remarkable organization that truly focuses on getting better every day." (B, 00:44)
  • Expansion beyond the Tri-state region—nationally and internationally.
  • Major partnership: Long-term contract with Saha and Pure Health in the United Arab Emirates to help build a world-class children's hospital.
  • Operational Win: Improved patient access; 110,000 patients received appointments a week earlier than before.
    • "When parents want their children seen, time is critical." (B, 01:45)

The “Best at Getting Better” Philosophy

• Cincinnati Children’s adopts a humble, learning-oriented approach.
  • “We never say we're the best. We do say we're the best at getting better.” (B, 02:57)
• Over 1,000 staff members trained in improvement science, fostering a relentless pursuit of quality.
• Highlighted collaboration: Providers, nursing leadership, and operational leaders working together to improve access.
• Focus on zero error rate:
  • "If we have a 1% error rate... that's 60 kids [daily] that had something happen that wasn't perfect. So we never focus on we're good enough. We always focus on what can we do to be even better until our error rate is zero." (B, 03:48)

Top Challenges and Priorities in Pediatric Healthcare

Pediatric Subspecialty Shortages

• Acute shortage of pediatric pathologists, rheumatologists, dermatologists, and infectious disease specialists nationwide.
  • Cincinnati Children’s remains well-staffed, but recognizes the national crisis.
  • “If places like ours are starting to struggle to find great subspecialists, can only imagine what it's like in some other areas.” (B, 05:14)
  • Efforts to leverage institutional assets for broader pediatric care delivery.

Artificial Intelligence (AI): Promise and Pitfalls

• AI is both a “blessing and a challenge.”
  • Addresses provider shortages and enables effective scaling of pediatric care.
• Institution-wide initiative: Mandatory “AI 101” training for all employees.
  • "We actually required every one of our employees to take what we called AI101... we knew it was going to become like the handheld calculator from my generation." (B, 06:42)
• Two main issues:
  1. Most large language models aren’t tailored for pediatric use; thus, Cincinnati Children’s is building custom models.
  2. Paying for AI infrastructure and technology while managing broader pressures to reduce healthcare costs.
• AI Hype vs. Reality:
  • Cites an analogy to Uber: initial promise of cheaper service, followed by significant price rises.
  • "The article talked about the same hype cycle for AI in healthcare, that it could lower the cost of care. But now there's enormous pressure for some of these companies to start making a profit, and prices may well go up." (B, 07:55)

Opportunities for Growth

Networks & Partnerships

• Pediatric Congenital Heart Surgery Network:
  • Launched to support and elevate smaller programs; now includes five partner organizations.
  • Use of virtual reality for collaborative surgical planning.
  • “We believe that that network... will allow more kids to get great cardiac care.” (B, 10:17)
• Digital Pathology:
  • Insufficient pediatric pathologists led to a digital pathology network, utilizing AI to extend expertise.
• International Expansion:
  • Strong partnerships in the UAE; unique global opportunity due to location—over a billion people within a 3-hour flight.
  • "The ability to impact kids globally with a presence in the UAE is really something that we hope to expand." (B, 11:44)
  • Commitment to global pediatric health, as seen historically with contributions like the polio vaccine and surfactant development.

Global Collaboration & Learning

• Importance of cultural fit and shared mission in global partnerships.
• Philosophy of “all teach, all learn”:
  • “Our approach has always been... all teach, all learn, because we know that every time we interact... there are things that we could learn as well.” (B, 13:56)
• Deep respect for UAE’s rapid growth and AI capabilities.
  • "Their use of artificial intelligence is probably second to no one in the world. They actually have a university... solely focused on the use of artificial intelligence." (B, 14:35)

Leadership and Adapting to Change

Navigating Rapid Transformation

• The main difference today is the pace of change, not the nature of the challenges.
  • “What is different about this current era is the speed at which things change.” (B, 15:56)
• Cites explosive adoption of AI tools—over 50% of staff using them within six months of introduction.
• Old change management models (project-based, with clear start/finish) are being replaced by ongoing, adaptive approaches.
  • “The challenge with thinking about change leadership as project based is that that assumes there's a beginning and an end to that change. And I think that that's no longer the case.” (B, 17:25)
• Priorities for leadership:
  • Building adaptive capacity and resilience at all organization levels.
  • Continuous upskilling: “...if you're not willing and able to learn how to use AI tools... you might be replaced by somebody who does.” (B, 18:56)
  • Maintaining a sense of optimism and fostering a learning organization to manage the stress of constant change.

Memorable Quotes

• "We never say we're the best. We do say we're the best at getting better." (B, 02:57)
• "Delayed care is bad care." (B, 03:28)
• "If we have a 1% error rate... that's 60 kids [daily] that had something happen that wasn't perfect." (B, 03:48)
• “AI in many ways allows us to [leverage assets], but we've got to think really carefully about how we utilize artificial intelligence.” (B, 06:26)
• "We trained all of our employees, and we know we have to continue training them." (B, 06:54)
• "Building resilience across an organization and now more than ever, building the learning organization is critical to success." (B, 19:04)

Notable Timestamps

• 00:35 – Dr. Davis overview and Cincinnati Children’s international expansion
• 02:57 – 'Best at getting better' and continuous improvement culture
• 04:57 – Pediatric subspecialist shortages
• 06:22 – AI as challenge and opportunity; AI 101 initiative
• 09:29 – Growth via partnerships in heart surgery, digital pathology, and global expansion
• 13:30 – Learning through the UAE partnership and international collaboration
• 15:53 – Leadership, speed of change, and building adaptive capacity
• 18:56 – Need for ongoing workforce upskilling and embracing new technology

Conclusion

Dr. Davis’s insights reveal an organization deeply committed to continual learning, constant improvement, and collaborative leadership. Cincinnati Children’s is navigating workforce challenges, embracing technology like AI while recognizing its costs and limitations, and expanding its impact globally through innovative partnerships—always with the mission of improving children’s health at the forefront. The episode is notable for its honest reflection on what true excellence requires: humility, adaptability, and a relentless drive to get better every single day.