Stephen McComb - PA Consulting

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Stephen McComb - PA Consulting

  1. 1. Positioning within the Value Chain<br />Customers wants reliable, coordinated services. If one company is unable to offer all the necessary services, the customer needs an ecosystem based around the products and services of a primary partner within a value chain- today’s customers are won with ecosystems not products. <br />What are the challengesand barriers, and what are the opportunities.<br />
  2. 2. Background to the Presentation<br />- Network Testing<br />- Global Supply Chain Integration <br />- Health Reform <br />- Lean in Government and Services<br />
  3. 3. Definition of the Value Chain In Connected HealthUnderstanding Value<br />Series of activities that each provide value for the Customer.<br />The whole is greater than the sum of the parts for the customer.<br />
  4. 4. Who is the Customer for the Value Chain?The challenge of defining the customer<br />
  5. 5. Who are my Customers?Local, European and Global<br />NationalProgrammes<br />EU Programmes<br />LocalAuthorities<br />Direct to Patients <br />Hospitals<br />Direct to Citizens<br />Health Providers<br />Community Care <br />Multinational Companies<br />Employers<br />Universities <br />GP/Family Doctors<br />ResidentialCare<br />Patient Forums <br />Carer Forums <br />
  6. 6. What Does the Customer Value?A move from activity to outcomes<br />Health organisations, whether pharmaceutical companies or healthcare providers, will increasingly be rewarded based on the outcomes they achieve for their customers and patients.<br />Reduced Emergency <br />Admissions <br />Reduced Readmissions <br />Reduced Bed Days <br />Less sick days<br />Products and Service to compliment my services<br />Not having to attend any unnecessary reviews. <br />
  7. 7. Paying for Connected HealthTraditional Service V Cost dilemma <br />Cost/Budget<br />Premium<br />Service<br />Economy<br />Cost/Budget<br />
  8. 8. 1<br />2<br />3<br />4<br />5<br />Idea <br />Qualification<br />Product <br />Development<br />Trials<br />Market <br />Preparation<br />Market<br />Technology Push<br />New Requirements <br />Commercial sizing<br />Identify Funding<br />Design <br />Development<br />Rapid Prototyping <br />Packaging devices<br />Micro-fluidics<br />Ethical approval<br />Pre-clinical Trials<br />Clinical Trials<br />Result analysis <br />Sales and implementation <br />Peer Review<br />FDA/EU Compliance<br />Formalise IP<br />Packaging <br />Manufacturing <br />Distribution <br />Partnering agreements<br />1 Year<br />18 Months<br />2 Years<br />3 years <br />4 years<br />Value Chain for Connected Health to MarketA lengthy journey<br />
  9. 9. Clearer <br />Diagnosis<br />Early <br />Discharge<br />Referral to <br />appropriate service<br />Reduced <br />admission<br />Appropriate <br />Intervention<br />Level <br />Reduced Failure <br />Demand <br />Early <br />Intervention<br />4<br />1<br />3<br />5<br />2<br />Patient Selection and Recruitment<br />Alerting Clinical Intervention<br />Data <br />Interpretation<br />Service Response<br />Discharge Monitoring<br />Data driven Selection<br />Value in alerts and avoiding intervention through data. <br />Bringing consistency and intelligence <br />Appropriate intervention <br />Freeing up resources bringing support. <br />Value Chain for Tele-CareIdentifying Value Add in the Value Chain<br />
  10. 10. Non-Value Add in the ChainCommercial Opportunities in streamlining the value chain<br />Waste<br />Work<br />Non-Value <br />• Transferring patient data from system to system <br />• Monitoring and maintaining equipment that’s not used <br />• Reviewing statistic that don’t impact outcomes <br />• Unnecessary administration <br />• Duplicating reviews between disciplines<br />Demand<br />Failure<br />Demand<br />Value<br />Adding<br />Failure Demand <br />• Inappropriate referrals <br />• Patients attending for information/education <br />• Reviews that don’t create value<br />• Screenings that are not necessary<br />Essential Non Value-Adding<br />
  11. 11. Challenges of Operating in the Value ChainAreas to address in a business plan <br />Defining who your customer is? <br />Defining what your customer wants today. (By Country)<br />Will the customer pay for what s/he wants today?<br />Identifying the channel to market<br />Identifying partners to deliver the value chain<br />Defining what your customer wants tomorrow<br />Managing relationships in a complex supply chain<br />Protecting your IP or your Value <br />
  12. 12. Barriers in Operating in the Supply ChainAreas that must be resolved<br />Credible track record<br />Regulatory compliance per country<br />Standards – so many to choose from<br />Commercial risk<br />Time to market<br />Cash flow for small companies <br />Commercial patience for larger companies<br />
  13. 13. Value Chain Opportunities of the Healthcare of the futureFour key themes emerging in the future of healthcare<br />Health information and enhanced process/ cost efficiency<br />Intelligent health <br />Future of healthcare<br />Health reform<br />Personalised medicine<br />Delivering health reformmoving toward universal access and healthier communities<br />Improving outcomes through the use of health informationand enhancedprocess / cost efficiency<br />Delivering Intelligent Healthcare: Customer-centric innovation in health<br />Driving new business models across healthcare through Personalised Medicine<br />
  14. 14. Leveraging the Opportunities in the Value Chain Focusing on the Value Chain to create realise opportunities<br />Supplier Side<br />Understand who your real customers are. <br />Understand the value the you create. <br />Seek to understand non-value add in the value chain<br />Seek partners/customers in the Value Chain to meet end customer need. <br />Manage commercial risk but not over manage it.<br />Create a portfolio of products to manage time to market<br />Be realistic about the cost of sale.<br />Sell outcomes not product<br />Procurement Side <br /><ul><li>Create clarity on where real value can be created
  15. 15. Create clarity on the partnering with the Client side
  16. 16. Align your organisation to minimise unnecessary time delays in procurement.
  17. 17. Link commercial risk to reward.
  18. 18. Create realistic timescales. </li></li></ul><li>Further Reading on the Future of HealthcareEmerging Thought Leadership <br />What PA Consulting Does: <br />Delivering out of the ordinary programmes <br />Complex integration in healthcare <br />Innovative device development <br />Change management <br />Care pathway redesign <br />Supply chain transformation for products and services<br />Check out our material on the Future of Health Care at:: <br />http://tiny.cc/vtx4d<br />
  19. 19. PA Health Contacts in IrelandGlobal Company with Local Presence<br />For more information, contact:<br />Name: Stephen McComb <br />Potters Quay, Belfast <br />Mobile: +44 7912 799188 <br />E-mail: stephen.mccomb@paconsulting.com<br />Name: Sile Ryan<br />Embassy House, Herbert Park Lane<br />Ballsbridge, Dublin 4<br />Mobile+353 86806 2506<br />E-mail: sile.ryan@paconsulting.com<br />PA Consulting Group is a leading management and IT consulting and technology firm. Independent and employee-owned, we operate globally in more than 30 countries and transform the performance of major organisations in both the private and public sectors.<br />

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