OVER THE PAST DECADE, the use of clinical cancer pathways has increased. In its 2017 State of Cancer Care in America report, the American Society of Clinical Oncology (ASCO) noted a 42% increase from 2014 to 2016 in practices using a clinical pathways program. 1 This growing trend reflects a need for structured decision support among clinicians, clinical practices, and payer systems. As cancer care becomes more complex and more expensive, these decision-support algorithms offer a mechanism to define best practice, reduce unwarranted variation, and control costs across growing networks. 2-4 At the heart of the pathways movement lies a desire to improve treatment-its outcomes, its tolerability, its efficiency, and its value. Achieving these goals requires commitment not just to an electronic platform but also to a broader pathways program. At the Dana-Farber Cancer Institute (DFCI), we believe that this requires a tripartite dedication to expert content development; integration into physician and practice workflow; and the capture, analysis, and practical use of data (Figure 1). These are, in fact, the same 3 areas identified as key for high-quality pathways programs by the ASCO Pathways Committee. 5 Ultimately, the successful creation and implementation of a pathways program within any institution or network depends on understanding the interdependence of these 3 areas and using each to improve the others.