Healthcare systems have spent the past two years proving that artificial intelligence can work in pockets. The harder work in 2025 has been institutional: turning scattered pilots into a foundation that can survive scale, scrutiny, and the realities of clinical labor. The most telling signal from Cedars-Sinai is not that dozens of AI projects exist. The signal is that AI is being treated as an operating model that spans nursing documentation, virtual care, remote monitoring, research, and workforce development.

The announcement that Mass General Brigham has spun out AIwithCare to commercialize a retrieval-augmented screening platform signals something more consequential than another hospital-built analytics tool. Clinical trial enrollment remains one of the most stubborn constraints on biomedical progress, and it has stayed stubborn despite decades of site networks, CRO scale, and patient-facing marketing. When a health system treats prescreening as software infrastructure instead of coordinator labor, the bottleneck does not disappear. It relocates into governance, data quality, and accountability.

Artificial intelligence is rapidly embedding itself in core hospital functions—from diagnostics and decision support to patient documentation and claims processing. But as this technology shifts from pilot tools to operational infrastructure, healthcare leaders are entering a legal gray zone that few are structurally prepared to navigate.

Mount Sinai Health System’s announcement that it will deploy Microsoft Dragon Copilot marks yet another high-profile endorsement of AI-powered documentation tools. The integration of ambient voice capture and generative capabilities directly into clinical workflows signals a clear intent: free up clinicians’ time, reduce administrative load, and enhance patient-provider interaction.