<ul><li>Jan A. M. Kremer </li></ul><ul><li>Nijmegen 25-2-2009 </li></ul>
Introduction <ul><li>Healthcare is not complex, we have made it complex. </li></ul><ul><li>Sustaining innovations make goo...
Elements of disrupted innovation <ul><li>Technological innovations </li></ul><ul><li>Business model innovations </li></ul>...
Technological innovations <ul><li>Intuitive medicine    Empiric medicine    Precision medicine </li></ul><ul><li>Molecul...
Three kind of business models <ul><li>Solution shops:  diagnose problems and recommend solutions  (fee-for-service) </li><...
Disruption of hospital business model <ul><li>General hospital is not a viable business model.  </li></ul><ul><li>The want...
Disruption of hospital business model  (substitie ) <ul><li>Disrupt in focused solution shops, VAP’s and networks </li></u...
Disruption of general practise
Personal Health Record as coordinator PHR must be constructed from the point of the patient (Toyota)
Chronic diseases <ul><li>Facilitated networks is the best business model </li></ul>
Quality-cost paradox <ul><li>High quality, high costs?  </li></ul><ul><li>No! </li></ul><ul><li>Affordability comes from r...
Education Less highly specialized doctors and more nurses, NP and PA  Other medical trained professionals (IT, coaches )
Disrupt the pricing and reimbursement <ul><li>Problems with present pricing:  </li></ul><ul><li>Hospitals price all servic...
Who is the orchestrator for this disruption? <ul><li>Long-time perspective </li></ul><ul><li>Make money by keeping us well...
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Jan Kremer's presentation on "Innovative Prescription"

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Published in: Health & Medicine, Business

Jan Kremer's presentation on "Innovative Prescription"

  1. <ul><li>Jan A. M. Kremer </li></ul><ul><li>Nijmegen 25-2-2009 </li></ul>
  2. Introduction <ul><li>Healthcare is not complex, we have made it complex. </li></ul><ul><li>Sustaining innovations make good things better </li></ul><ul><li>Disruptive innovations make things simpler and more affordable </li></ul><ul><li>Transformation of expensive complicated products into high quality, low cost and conveniently accessible is not unique for healthcare </li></ul><ul><li>Disruptive innovations are rarely initiated by leading companies. </li></ul><ul><li>Disruptive innovations are not kind for the current companies, but is good for mankind. </li></ul>
  3. Elements of disrupted innovation <ul><li>Technological innovations </li></ul><ul><li>Business model innovations </li></ul><ul><li>Value network innovations </li></ul>
  4. Technological innovations <ul><li>Intuitive medicine  Empiric medicine  Precision medicine </li></ul><ul><li>Molecular genetics </li></ul><ul><li>Diagnostic images </li></ul><ul><li>EBM, QBM </li></ul><ul><li>Connectivity </li></ul>
  5. Three kind of business models <ul><li>Solution shops: diagnose problems and recommend solutions (fee-for-service) </li></ul><ul><li>Value-adding process businesses: treating diagnosed problems through a standard sequence of steps (fee-for-outcome) </li></ul><ul><li>Facilitated networks: professionals and patients exchange with and help each other (fee-for-membership) </li></ul>
  6. Disruption of hospital business model <ul><li>General hospital is not a viable business model. </li></ul><ul><li>The want to diagnose and treat any disorder that anyone might have. </li></ul><ul><li>Overhead is determined by the plant scale, the number of processes and the number of business models. </li></ul>
  7. Disruption of hospital business model (substitie ) <ul><li>Disrupt in focused solution shops, VAP’s and networks </li></ul><ul><li>Bring the solution to the patient in stead of bring the patient to the solution </li></ul>
  8. Disruption of general practise
  9. Personal Health Record as coordinator PHR must be constructed from the point of the patient (Toyota)
  10. Chronic diseases <ul><li>Facilitated networks is the best business model </li></ul>
  11. Quality-cost paradox <ul><li>High quality, high costs? </li></ul><ul><li>No! </li></ul><ul><li>Affordability comes from reducing complexity driven overhead </li></ul><ul><li>Quality comes form rational integration around the patients </li></ul>
  12. Education Less highly specialized doctors and more nurses, NP and PA Other medical trained professionals (IT, coaches )
  13. Disrupt the pricing and reimbursement <ul><li>Problems with present pricing: </li></ul><ul><li>Hospitals price all services on a fee-for-service basis. Therefore there are no transparent prices </li></ul><ul><li>Price formulas do not account for supply, demands, systemic values created, or the differences in business models </li></ul><ul><li>All present business models profit from patients’ sickness, rather than wellness </li></ul>
  14. Who is the orchestrator for this disruption? <ul><li>Long-time perspective </li></ul><ul><li>Make money by keeping us well, not beginning when we become sick </li></ul><ul><li>Know and care about us personally </li></ul><ul><li>Be in my region </li></ul><ul><li>Be capable to implement the needed changes </li></ul><ul><li> Integrated fixed fee providers? </li></ul><ul><li> The patient him/herself? (If MijnZorgNet succeeds in </li></ul><ul><li> facilitating the patient) </li></ul>

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