As someone entrenched in healthcare operations, I understand the conflicting incentives claims leaders face when it comes to PI. Their objectives often revolve around reducing provider abrasion, improving auto-adjudication rates, and minimizing provider disputes. However, the implementation and management of incremental PI solutions demand a significant amount of time and resources, which claims leaders may not always have at their disposal. From my vantage point, it’s clear expecting claims leaders to juggle these competing priorities can lead to fragmented efforts and suboptimal outcomes. That’s why I firmly believe in the necessity of establishing a separate PI organization with a distinct focus and clear accountability.