The document discusses the opportunities for digital health and new models of remote healthcare delivery. It identifies four categories of remote healthcare services: telehealth consultations, remote chronic disease management, population health management using big data, and connected wellness tools for self-care. While telehealth consultations have seen the most development, the document argues that remote chronic disease management and population health management enabled by digital tools have great potential to improve care and outcomes. It notes uncertainties around regulatory acceptance of new digital health models and whether traditional players will embrace digital transformation.

1. Jose Antonio Martin
Fundación Ramón Areces, 30 de mayo de 2016
La oportunidad digital de la sanidad

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3. Un mundo crecientemente conectado y digital
Number of world connections
(million units) Source: ITU
Digital players among the top 10
companies by market cap, US
Source: FT, Fortune
3

4. Vivimos tiempos de cambio exponencial
Forecasted number of world
connections in 2020 (billion units)
Source: Ericsson, Cisco
Powerful technologies are converging
4

5. New digital
economics
• Network effect
• Platform plays
• Disruptive
innovations
Changes in demand
• Consumerism
• Chronicity
• Self-care and wellbeing
New tech and types of
communication
• H2H, H2M/M2H, M2M
• IoT, big data, cloud
Paradigm
shifts
• Value-based
healthcare
• Bundled
payments
Healthcare delivery
• New players
• New business
models
5
La revolución digital provoca cambios en la estructura y
dinámica competitiva de la provisión sanitaria

6. No existe consenso sobre la taxonomía de los modelos de
sanidad digital
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Nueva clasificación usa como ejes el modo de comunicación
y las etapas en la cadena de valor de la provisión

8. 8
Cuatro categorías de modelos de provisión remota de
servicios sanitarios

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Las teleconsultas son el segmento con mayor
desarrollo hasta el momento
1
Reality Potential
• Compelling economics (good
example of disruptive
innovation). B2B + B2C models
• Already a growing reality in the
US due to changes in
reimbursement and coverage
• Teladoc IPO
• Salient players:
• Market potential (if only acute
ailments) > $50 billion / year
• On-demand model has low ceiling:
is an Uber for healthcare possible?
• Entry into chronic disease
management?
• Challenge: will this model be
allowed to cross geographical
borders? (licensing, accreditation)

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La gestión remota de enfermedad crónica
aporta mejoras en el manejo de la cronicidad
2
Reality Potential
• Digital tools (remote patient
monitoring, patient engagement)
currently used only selectively
in isolation or within integral
disease management programs
• “Digital prescription” or
digiceuticals (prescription of
RPM, apps, remote services) is
a big, underused possibility
• Digital creates opportunities for
pharma and med-tech to go
“beyond the product”
• Chronicity is the top priority of
health systems globally (will cause
3 in 4 deaths in 2030 –WHO-)
• Big opportunity for digital players
through comprehensive offerings

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La gestión de salud poblacional puede
despegar con el uso del Big Data
3
Reality Potential
• Digital tools enhance the
stratification of populations and
the delivery of segmented,
targeted programs
• Application of Big Data will enable
i) a more refined and updated
segmentation; ii) a better
monitoring of metrics along clinical
pathways; iii) real-time
interventions and predictive
models
• A PHM approach, enabled by
digital, is a must for health
systems and an area of
opportunity for pharma and med-
tech

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Las herramientas de bienestar conectado
inauguran una nueva categoría de (auto)cuidado
4
Reality Potential
• Connected wellness (wearables,
Internet search, apps, wellness
services) rides the
consumerism wave. Main
challenge is not adoption but
minimizing churn
• Fragmented industry with
players of diverse nature and
size. Traditional healthcare
players risk being sidelined
• Decreased asymmetry of
information, increased
transparency?
• Potential to create additional value
through behavioral change
(quantified info linking behavior to
outcomes) and integration with
legacy IT systems and services
• Platform plays (Apple, Microsoft,
telcos) may result in new types of
dominant players in healthcare
delivery
• Will pharma and med-tech forward
integrate into delivery of
healthcare services?

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El ritmo de avance de la sanidad digital puede ser
incremental … o exponencial
?
Will regulators and policymakers
delay, promote, accelerate adoption
of digital health solutions? Will
traditional HC players go digital?
Will venture capital continue to grow
its investments in digital health? Will
established telcos and tech
companies move to HC delivery?
Will game changing technologies
or business models emerge?
Will patients be the “killer app” in
healthcare? (Rachel Carrell)