From staging to strategy: Building a smarter oncology registry strategy
Tech isn’t the challenge. Rather, the issue is translating data into decisions that drive growth, improve outcomes and strengthen market position.
Hospitals have invested heavily in cancer registry platforms, analytics dashboards and AI-assisted abstraction. However, even with these tools, many oncology programs remain stuck, unsure about how to turn reporting into a strategic advantage.
The challenge doesn’t lie with technology; the issue is translating data into decisions that drive growth, improve outcomes and strengthen market position.
For hospital CEOs, this represents a major opportunity. Cancer registries capture rich longitudinal data on patients, treatments and outcomes. When used strategically, that information can guide service line planning, improve operational performance and position the hospital as a leader in oncology care.
The illusion of efficiency
Cancer registries capture rich, longitudinal patient data. But too often, that data is treated as merely a compliance checkbox, thus missing its potential to inform broader strategy.
The National Cancer Institute’s SEER Program, widely considered the gold standard in cancer surveillance, covers only about 46 percent of the U.S. population. That means more than half of Americans aren’t represented in the nation’s most sophisticated registry system, making it more critical to use data wisely.
Hospital executives often buy into the idea that better software leads to better outcomes. But without skilled interpretation, data becomes a dead end. Dashboards can show what’s happening, but they don’t explain why AI can flag anomalies, but it can’t determine what to do next. That’s where strategy comes in, and that requires people.
Tools can’t think for you
Automation has its place – it reduces manual abstraction, standardizes reporting and improves data completeness. However, no software can replace the insight of a skilled team that understands both data and context.
For instance, a recent multinational study presented at the 2025 ASCO annual meeting found that artificial intelligence (AI) assistance during HER2 assessment improved pathologists’ accuracy in identifying HER2-low and HER2-ultralow breast cancers. The study revealed that pathologists' agreement with central reference scores increased from 76.3 percent to 89.6 percent with AI support. The accuracy in correctly identifying cases as HER2-positive, HER2-low, HER2-ultralow or HER2-null improved from 66.7 percent to 88.5 percent. Crucially, AI assistance reduced the misclassification of HER2-ultralow cases as HER2-null by more than 25 percent, from 29.5 percent to 4 percent.
These findings underscore the fact that AI can enhance diagnostic accuracy, but it is not a replacement for human expertise. Pathologists still play a vital role in interpreting results within the clinical context, making decisions that software alone cannot.
When reporting isn’t enough
In many hospitals, registry data flows through performance reports but rarely sparks action. It’s often treated as a checkbox — something to submit, not something to lead with.
Oncology programs that use registry insights strategically ask different questions, such as the following. Are cancer incidence rates rising in specific populations? How do treatment pathways vary by location, provider or insurance? Are survivorship services aligned with follow-up trends?
A cluster randomized clinical trial published in JAMA demonstrated that combining electronic health record reminders with patient outreach and navigation improved timely follow-up of abnormal cancer screening results from about 23 percent to more than 31 percent.
This example shows that registry data alone won’t move the needle, but when paired with strategic, human-driven action, it becomes the foundation for a smarter oncology registry strategy.
Build strategy from the inside out
To unlock the full value of an oncology registry, an organization needs more than tools. It needs a team with analytical curiosity and clinical context, as well as a seat at the table.
That shift starts by integrating registry professionals into cross-functional teams. They don’t belong tucked away in compliance offices. They should work alongside oncology service line leaders, quality teams and marketing to turn data into direction.
A strong strategy also includes training for teams so they ask better questions of the data, not just generate reports; embedding registry insights into regular planning meetings, not just survey cycles; and investing in cross-functional collaboration, so data doesn’t die in a vacuum.
The cost of inaction
When cancer programs underuse their registries, they miss critical opportunities. Outreach falls short of the right communities, and service lines stall. Accreditation efforts shift from proactive to reactive.
Worse, hospitals may make high-stakes decisions without fully understanding the patient population they serve. That’s not just a missed opportunity. It’s a strategic liability.
According to the Centers for Disease Control and Prevention, cancer remains the second leading cause of death in the U.S., with persistent disparities in outcomes. Registries can surface those disparities, but only if you’re looking, and only if you have the people and processes in place can insight be turned into action.
Time to rethink the role of registries
If an oncology registry is not informing strategic decisions, a hospital is leaving value on the table. The data is already there, but without leadership that prioritizes its use, opportunities to improve outcomes, guide growth and strengthen market position are lost.
Hospital CEOs can realize the full potential of their registries by integrating registry professionals into cross-functional teams, asking deeper questions of the data and embedding insights into regular planning. Growth and differentiation do not come from better dashboards alone. They come from thoughtful strategy and strong leadership that turns data into action.
Taylor Parker is vice president of oncology accreditation services at Registry Partners, where she leads all accreditation services within the oncology service line. Before joining Registry Partners, Taylor worked as an ODS-C and outpatient coder.