Innovation inside a health system is rarely about technology first. It is about philosophy.
At Tampa General Hospital, innovation is treated as a discipline of decision-making, one rooted in speed, restraint and accountability.
New tools are evaluated through a philosophy that prioritizes speed to patient care while protecting quality and trust.
“We don’t bring in technology for technology’s sake,” said Jennifer Crabtree, senior vice president at Tampa General Hospital and president of the Tampa Medical & Research District. “We start with a real problem that has already been flagged by our physicians or care teams.”
That philosophy shapes every choice that follows.
Jennifer Crabtree, senior vice president at Tampa General Hospital and president of the Tampa Medical & Research District.
When minutes change outcomes
One of the clearest examples is sepsis care.
Sepsis remains the leading cause of death across U.S. health systems, largely because it is difficult to detect before it accelerates, particularly in large, high-acuity hospital environments.
Tampa General partnered with Palantir several years ago to build predictive models that identify patients at risk earlier than traditional indicators.
The system blends AI with predictive modeling and alerts care teams while intervention is still possible, placing usable information in clinicians’ hands before deterioration begins.
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Over the last three years, Tampa General has reduced its 48-hour sepsis mortality rate by nearly 70%. More than 700 lives have been saved during that period, according to hospital data.
“That’s technology giving clinicians information earlier, when decisions still matter,” Crabtree said.
Earlier detection often changes what a night in the ICU looks like. Instead of reacting to rapid decline, teams can intervene before organ failure begins.
For patients, that shift often determines whether care begins in time or arrives too late.
Innovation aimed inward
Innovation at Tampa General also targets strain inside the system.
Physician burnout has become a structural issue across health care, driven in part by documentation requirements that push charting into late hours, a challenge facing many of the largest employers and health systems across Tampa Bay.
At the same time, recruiting and retaining specialized physicians has grown more difficult, especially inside high-acuity systems.
Tampa General examined activity inside its electronic medical record and found a familiar pattern.
High usage during the day. A dip around dinner. Another spike late at night.
Internally, physicians called it pajama time.
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To address it, Tampa General introduced ambient listening tools in select clinics.
With patient consent, the system listens during visits and drafts clinical notes in real time, allowing physicians to focus on conversation rather than screens.
More than 300,000 patient visits have used ambient listening so far. On average, physicians have gained more than 60 minutes per day back for patient care.
“The physician still reviews everything,” Crabtree said. “There is always human oversight.”
The technology operates within established clinical workflows, with human review remaining central, reinforcing clinician trust rather than disrupting it.
Efficiency without elimination
Operational pressure also shows up in call centers.
Tampa General recently deployed an AI agent named Amy AI to handle appointment scheduling and routine workflows. The result has been shorter hold times, fewer dropped calls and more appointments successfully scheduled.
Adoption came quickly.
“There’s a lot of fear about technology taking jobs,” Crabtree said. “What we’ve seen is team members leaning into it because they can repurpose their time.”
If the system cannot resolve an issue, calls are automatically routed to a human. The tool is designed to assist, not replace preserving workforce roles while improving access.
The discipline of saying no
Restraint shapes how Tampa General evaluates and scales new technology.
All new technologies move through a centralized governance structure overseen by the health system’s executive vice president and chief innovation and digital officer.
The structure creates a single, consistent entry point for review, approval and scaling across the organization.
Its purpose is clarity.
“We don’t like to pilot things for years,” Crabtree said. “If it works, scale it. If it doesn’t, move on.”
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Inside the organization, the process is referred to as advance work.
Solutions are tested quickly in real clinical environments, assessed for fit and impact, then either expanded or discontinued based on performance.
Tools that cannot integrate into workflows are discontinued. Vendors that cannot scale across a 15,000-person organization do not advance. Initiatives that stall are closed.
Governance meets frequently and adapts in real time, allowing decisions to move without accumulating layers.
Education and adoption are built directly into the process, ensuring teams understand how and why tools are used as they are introduced.
That discipline preserves momentum as the system continues to grow.
Why Tampa can move faster
Geography matters.
Tampa’s health innovation ecosystem is still emerging, which creates advantages that larger markets no longer have.
Decision layers are thinner. Leaders sit closer to execution.
Tampa General’s proximity to USF Health and the CAMLS simulation center allows technologies to be tested, trained and deployed in the same physical ecosystem.
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“Everybody is innovating,” Crabtree said. “The difference is how fast you get there.”
CAMLS has become a key accelerator. Medical device companies can train physicians on new technologies before wide deployment.
Tampa General is preparing to announce a new center of excellence with an industry partner whose technology received FDA approval in December.
Physicians from around the world will train in Tampa, reinforcing the region’s growing role in health care innovation.
The Center for Advanced Medical Learning and Simulation (CAMLS) in downtown Tampa.
The tension ahead
Health care margins continue to tighten. Reimbursements decline while costs rise. Talent pipelines remain strained.
Innovation alone does not resolve those pressures. Execution and governance determine whether innovation holds under scale.
Historically, that process could take five to seven years. Tampa General’s goal is to compress that timeline without compromising care.
“Tampa has an opportunity right now,” she said. “We’re not so big that we’re slowed down. But we’re big enough to matter.”
The challenge ahead is preserving that philosophy as scale increases.
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