Spend :01 of your time each Monday morning as Twelve:01 delivers timely tools, trends, strategies, and/or compliance insights for the CME/CE enterprise.
A recent BCG Henderson Institute analysis estimates that 50% to 55% of US jobs will be reshaped by AI over the next two to three years, while 10% to 15% could be eliminated five or more years out. The report sorts roles into six segments based on whether AI substitutes for or augments the work, finding that augmentation spreads faster because humans stay in the loop to manage context, exceptions, and judgment. A recurring theme is that workers will likely require more frequent, rather than one-time, upskilling as the technology evolves, and that skill thresholds will rise, placing a premium on domain knowledge and sound judgment. For professionals in the CME/CE enterprise this report calls for the kind of ongoing, structured learning that CME/CE has provided when gaps/needs are documented. It also raises a practical question for providers – how to build AI fluency into curricula as a durable professional competency rather than a one-off topic.
ACCME has opened sign-ups for its 2026 Working Groups, with a kickoff webinar that was held this past Monday and an interest survey accepting responses through 5:00 p.m. CDT on Friday, July 3. Three groups are forming this cycle: one developing a model AI policy toolkit for CE/CPD providers, one creating a hands-on guide to simulation-based education in CE, and one building a competency framework to support early-career physicians moving into independent practice. Groups meet virtually from July through November, with ACCME helping produce and disseminate the resulting resources between November and May 2027. Completed projects will be shared at Learn to Thrive 2027 next May. Participation is open to the full CE community.
In light of the World Cup kicking off in North America, a recent McKinsey article suggests that business leaders can learn a good deal from the rigor and discipline elite athletes employ to achieve success. For elite athletes, their success comes from consistent preparation, coaching, feedback, recovery, and continuous improvement, not occasional peak efforts. This perspective is a useful lens for CME/CE organizations navigating accreditation demands, workforce pressures, and rapid technological change. High-performing accredited programs similarly depend on clear objectives, strong operational support systems, meaningful performance data, and deliberate opportunities to learn and adapt. As AI and other innovations reshape educational planning and delivery, leaders may benefit from focusing on building repeatable processes that make excellence sustainable.
