Smart Health Envisioning Workshop Summary

© Commercial In Confidence
Abel Ahing, KTSH, 2019 Oct 30
Always with you.
For smarter, easier, happier life.

3DX
Smart Health Envisioning Workshop
2

3DX Smart Health DNA
Digitization is an
operational necessity.
Digitalization is a
business imperative.
Digital
The new
currency.
The lifeblood of
business.
Data
Disrupt or be disrupted.
Reallocate resources
aggressively to new digital
business models.
Disruption
Digital technologies
enabling new
business models.
Transformation
D D D X

1. For a lifetime of smarter, easier healthcare.
2. For optimizing customer lifetime value.

Some definitions
Smart Health Care area Impact
Tele-radiology Radio-diagnosis • Improved time-to-read and time-to-diagnosis across facilities
• Lower labor costs especially in rural and semi-urban facilities
• Addresses shortage of highly skilled radiologists
Remote
monitoring
Population health, Transitional care,
Chronic care.
• Continuous monitoring with predictive analytics can help detect adverse events
early or even before they occur avoiding cost of hospitalization
• Early discharge -> reduced office visits ->lower costs
mHealth Operations/Multiple areas (Scheduling,
Education, Monitoring, Compliance)
• Allows patients to more easily access healthcare information
• Increases patient engagement
• Improves ability to detect and track diseases
Virtual consults Specialist Consults (e.g. Dermatology,
Ophthalmology, Neurology, etc.)
• Improves access to specialists.
• Reduces cost of resources while addressing shortage of certain specialties
Virtual visits Chronic Care, Primary Care Visits,
Transitional Care, Chronic Care
• Increases patient access to providers
• Increases provider productivity
• Enables early discharge from inpatient facilities
• Increases frequency of monitoring of parameters essential for improved care of
chronic conditions such as Diabetes.

Uses cases 1/2
Smart Health Description Outcomes
Tele-rehab Developed by NUS, through the use of wearable sensors
and remote monitoring by therapists, patients can
undergo their rehabilitation exercises at a time and
location of their choice.
Greater convenience, cost savings and
better outcomes. Service provider benefit
from productivity improvements.
Physiological health
monitoring from
patient’s home
Heart failure patients self-monitor their physiological
health post-discharge for a four month period. Patients
then upload their information for physician review.
Reduction in health failure-related
readmission rates. Reduced mortality
rates. Improved patient satisfaction
Remote e-ICU monitoring Supports hospital-based critical case units with early
warning software and remote monitoring tools. The e-ICU
technology enables off-site critical care physicians and
nurses to support bedside staff in delivering high-quality
care via voice, video, and physiologic data monitoring.
15 – 20% reduction in ICU mortality rates.
10-15% reduction in ICU length of stay.
Reduced code blues. Reduced nurse
turnover. Improved patient satisfaction

Uses cases 2/2
Smart Health Description Outcomes
Multidisciplinary Video
collaboration; Bluetooth
electronic stethoscopes
Use video to connect understaffed rural hospitals with
remote specialists for cardiology and oncology services
and bariatric patients suffering from obesity. Use of
Bluetooth-capable electronic stethoscopes that enable
clinicians to remotely listen to lung and heart sounds.
Reduced readmissions. 100% ROI within
two months. Increased high quality care
access for rural patients.
Smart toolkit for
empowering individuals
to manage health.
Digital care program for those at risk for or living with
Type 2 Diabetes and heart disease. Smart toolkit
combines behavioral science and data science to create
personalized program for lasting behavioral change with
health coach and community support.
Reduction in risk:
Type 2 diabetes -30%,
Stroke -16%
Heart disease – 13%
DoctorOnCall virtual
visit.
Malaysia’s first online telehealth platform that connects
patients with an extensive network of doctors and
medical practitioners through the convenience of audio or
video call.
High availability, and minimal waiting time
of 5-7 minutes.

Smarter, easier healthcare for growing customer lifetime value.
STRATEGIC
THRUSTS
STRATEGIC
FUNCTION
People Competencies
Data science & analytics
Design thinking
Project & change management
Mobile App Development
Process
Customer Relationship Mgmt
Co-creation with customers
Zero Trust Architecture-Security
GDPR & FHIR compliance
Technology
Trackers, biosensors, remote monitors
Virtual care tech
Mobile services development platform
Data management platform
Structure
Digital Advisory Council
Digital Transformation Unit
Data Centre of Excellence Unit
CX & Digital Marketing Units
ENABLERS
Marketing
• Data-driven Intelligent
Marketing Hub
• Value-added, rewarding
customer relationship
• Brand blueprint
• Experience design
• Participatory, emotional
• Brand storytelling
• Content marketing
• Multi-tier loyalty program
• Pin-point targeting, lifestyle,
psychographics
• RFM-based, personalized
Data Center of
Excellence
• Data lake
• Data science
• Big data management
• Data analytics
• Business intelligence.
• Digital healthcare platform.
Super App
• Malaysia Smart Health Super
App
• Digital Healthcare Business
Platform.
• Malaysia Web Health Portal
• Super App
• National Smart Health
Programs & Challenges
• Personal Tracker
• Rewards points
• EHR
• Bookings/Appointment
• Shopping & Payments
Digital Transformation
• Digitization as operational
necessity.
• Digitalization as a business
imperative.
• Visionary digital value
proposition
• Electronic Health Record
• Patient service portal.
• Subscription-based
services
• Decentralized, patient-
centric care, ecosystem
• Telemedicine

Implementation Approach
Enable Achieve Sustain
Process
People
Technology
Structure Develop Visionary Digital Strategy
Market Research, Marketing Strategy/Plan
Design & Map Customer Experiences
Define Performance Measures
National Smart Health Program
Multi-tier Loyalty Program
Person-centric CX
Smart Health Product/Service Portfolio
Digital Marketing Competency
Data Science & Analytics Competency
Setup Digital Transformation Team
Setup Digital Marketing Team
Setup CX Team
Deploy DMP Infrastructure
EMR Implemented
Patient Service Portal Rollout
Malaysia Health Super App
Rollout
Smart Health Tech Rollout
Performance and Rewards
Employee Wellness Program
AI & Big Data Competency
Work spaces established Restructure for changing needs.
Develop Data Management Strategy
Design Super App Architecture
Define Smart Health Solution
Plan solution rollout
Develop/Procure Solution
Digital Leadership Training
Design Thinking Workshop
Project & Change Management Training
Mobile App Architecture & Dev Training
Data Analytics
AI App Rollout
Intelligent Marketing Hub
Personalized Products/Services
AI-enabled Person-centered Care
Data-driven Performance Management

Organizing for digital transformation
Technical
• Applying DevOps.
• Digital infra, systems & apps architecture.
• Integrating systems.
• Understanding emerging technologies.
• Designing & developing mobile apps.
• Applying digital in marketing & CX.
• Applying AI, data science & analytics.
Business
• Market intelligence, insights on industry
dynamics driven by digital.
• Derive business value from data, AI.
• Project & change management.
• Managing change in the biz from digital
transformation.
• High digital quotient.
• Focusing on customers & CX.
Behavioral
• Drive economic performance with digital
leadership.
• Thinking strategically, creatively &
innovating.
• Leading, inspiring & building trust.
• Being fast learner, adaptable & agile.
• Entrepreneurial, disruptor, insurgent.
• Loves data, curious, inquisitive.
Digital
Leadership
• Have a single,
integrated digital
strategy portfolio.
• Have a clear
digital & biz
alignment.
• Drive the use of
digital, AI & data
to achieve biz
goals &
innovation.
Architecture
Development
• Architecture
planning &
decision-making.
• Digital platform
architect.
• Mobile native.
• DevOps
Business
Enhancement
• New Business
Model
• Cost-centric to
future value-centric
focus.
• Digital business
platform builder.
• Care ecosystem.
• Subscription-based.
• Razor blade model
Technology
Advancement
• Introduce
emerging
technologies that
will directly
support business
goals.
• Increase focus on
innovation.
• Machine learning,
AI.
• Big data mgmt.
Customer
Experience
• Person-centered
CX.
• Functional to
emotional,
consuming to
participatory.
• Rewarding
• Robust captivity.
• Max network
effect.
Competencies
Structure
Roles
Organized for process-based work, featuring centers of excellence.
Project Mgmt
Data Centre of
Excellence
Super App &
Digital Platform
Marketing &
CX
Digital Advisory
Council

Digital Centre of Excellence
CDO
Project Manager
Smart Health
Head
Data Centre of
Excellence
Head
Marketing
Manager
Change
Management
Head
CX
Head
QA, Risk Mgmt
Head
Training
Digital
Marketing
Loyalty
Program
National
Smart Health
Program
Community
Manager
CX
Design
Product
Design &
Development
DevOps
EMR
Data
Scientists,
Informaticist
Data
Management
Platform
Patient
Service
Portal
Security
Super App
Smart
Devices
Finance
Support
HR
Support
Enterprise
Architecture
Chairman
Mgmt steering
Committee
Core Management Team
Supporting
Services
Product
Portfolio
Management

Why are we here ?
Vision
• Transformative vision of the
digital future.
• Clear intent and outcome.
Engagement
• Vision sets direction, engaged
people make it happen.
• Connect the organization.
• Foster new ways of working.
• Encourage wider conversation.
Digital Leadership
• Strong digital leadership.
• Reimagine business – scope,
ecosystem, business model.
• Rebuild the organization –
structure, capabilities, learning.
• Reconnect with customers.
Governance
• Governance goals.
• Mechanism.
• Ownership.

What shall we achieve today?
Goals,
Business benefits,
Success factors.
Vision,
Value Proposition
Initiatives, Deliverables,
Products,
Business models.
MVPs,
Roadmaps,
Releases
Success Metrics,
Governance
Committee,
Talent staffing.
Governance,
Funding,
Manpower
1
2
3
4
5

Envisioning
Scrum Team Goal
1 Internal Process – Finance Function
2 Customer Experience
3 Business Model – New Digital Business
4 Digitally Modified Business

Business goals
Grow new revenue streams.
New business model
Grow income
Sustainable profitability
Strategic Cost
Management
Easy, convenient
omnichannel experience.
Process
efficiency
Rewarding,
personalized
Customer
Relationship
Improve GP & EBITDA
Cost and spend
savings.
Grow customer base.
Reduce customer
churn.
Expand digital footprint. Delightful customer experience.
Maximise customer lifetime
value.

Threats and opportunities
Pressures on healthcare services to be more efficient and affordable .
Chronic
diseases
• Increasing
prevalence.
Rising costs
Overhead,
material,
manpower costs.
Aging
Population
• Demand for
affordability.
• Service-mix
optimization.
Reimbursement
pressure
Payors demanding
lower price
Regulatory
compliance
CKAPS, KKLIU
GDPR,
FHIR

Threats and opportunities
Competitive landscape in perpetual motion.
Globalised competition.
Blurring industry boundaries.
Falling barriers to entry.
Access vs ownership of assets.
Everything connected.

Disruptors
The uberisation of healthcare in Malaysia.
https://www.theedgemarkets.
com/article/uberisation-
healthcare-malaysia

Disruptors
Digital natives.
Naluri Life
Doc2Us
Doc2U
DoctorOnCall
Healthify
Ping An Good Doctor
WeDoctor
Gojek
Alodokter

Disruptors
Our biggest threat is . . . .
Us
Our current operating model is not fit-for-purpose
for the new disruptive reality.

Practices of successful companies
Success criteria
Link investments in digital solutions to strategic priorities.
Deep understanding of what customers value.
Economic model - How we will make money.
Waves and stepping stones approach.
Superior digital talent and an Agile culture as a source of digital advantage.
Operating model and partnerships that accelerate digital progress.

Strategic agenda: 1. Operational Excellence
Customer lifetime value
Personalised, pin-point targeting.
Participatory, emotional brand engagement.
Data-driven intelligent marketing
Increase EBITDA growth by 10 to 20 percentage points.
Reduce costs by 15% to 30%.
Reduce discharge time by up to 25%.
Reduce time nurses spend on documentation by 30%.
Better, faster, lower-cost operations
Finance function excellence
Customer Effort Score > 6. NPS > 60.
CSAT at Excellent > 80.
4 Stars rating on social media reviews.
Uplifting customer experience
3DX
Report-driven Insights and analytics-driven.
Book-keeping/accounting centric Decision-centric.
Expense-focused Value and growth-oriented.
Retrospective-focused Forward looking.
Spreadsheet-driven Digitally powered.

Strategic agenda: 2. Reframe Business Model
Constantly challenge our
business model.
Somewhere somebody is
doing that for us.

Archetype choices:
Reinventing industries Airbnb, e-hailing
Substituting products and services Netflix
Crafting new digital business. Apple, Nike
Reconfiguring delivery models Progressive, Volvo
Rethinking value propositions Tokio Marine

Lifestyle-oriented healthcare experience centers.
Modern neighborhood health destinations.
Expand footprint, asset-light approach.
The Starbucks of Healthcare
Predictable stream of recurring revenues.
Imposes cost barrier to switching brand.
Subscription-based services
On-demand, direct to consumer.
Free up in-hospital capacity – facilities and manpower.
Competitive advantage in a convenience economy.
Expand digital footprint.
Telehealth
Redefine value proposition for customers.
- Easier omnichannel experience.
- Enriched products/services.
Network effect - self-sustaining growth momentum.
Ecosystem of partners.
Digital Platform

Team 1 Vision – Finance Function Excellence
Redesign Finance Function From: To Finance Centre of Excellence
Report-driven Insights and analytics-driven
Book-keeping centric Decision-centric
Cost-focused Value & growth-oriented
Retrospective-focused Forward looking.
Spreadsheet-driven Digitally-powered
i. Performance Management
ii. Pricing Strategy and Cost Structure Management
iii. AR/AP, Cash Conversion Cycle and Working Capital Management
iv. Procurement
v. Material Management
vi. Asset Lifecycle Management
vii. Patient Administration
viii. Payor Administration
ix. Consultant Administration
x. Employee Administration
xi. Efficient balance sheet.
Redesign core internal processes:

Team 2 Vision – Frictionless, personalized CX
1. Map customer experience journeys based on
various personas. Apply Disney Compass
model, Kano Model, Conjoint Analysis and
Value Equivalence Line.
2. Enable convenience across channels; physical
and online.
3. One app for all transactions in order to
provide seamless experience.
4. Set up omnichannel for unifying customer
engagement and for enabling faster response
to customers.
5. Accept various types of payments.
6. Embed follow-ups.
7. Implement CRM.

Team 3 Vision – New Digital Business Model
HOME CARE
1. New revenue stream.
2. New business unit and profit centre.
3. To be a KMI product brand.
4. Already started by KTS Hospital.
5. To develop mobile app.
6. Digital platform MVP.
7. To do market research for each
territory – Conjoint Analysis, VEL, Kano
Model, Personas, Psychographics of
target market.

Team 4 Vision – Digital Platform
To develop smart health digital platform.
1. A digital platform on which services are built and
accessed.
2. The smart health super app for:
i. Appointments and Queue System
ii. Home Care
iii. E-Commerce
iv. Rewards and loyalty
v. Billing and Payment
vi. Telehealth services
vii. Personal health record, tracker and coach,
viii. Any future microservices.
3. For engaging partners in the ecosystem.
4. Expand digital reach and footprint.
5. Source of revenue.

3DX Smart Health Steering Committee
Dr Jasmeet Saren
Dr Mohamad Yusof
Dr Syed Nazir
Prof Dr Mokhtar Awang
Salina Long
Norliza Razali
Nik Zainon
Khairulfahmi Matsom
Dr Rayney Azmi
Mat Yula
3DX
Chairman

3DX Steering Committee Roles and Responsibilities
1. Provide advice, support, guidance and oversight for the program.
2. Set strategic direction and outcomes of the program.
3. Set priorities where the most effort, energy, funding and
resources should be directed.
4. Help to ensure availability of the required resources, manpower
and funding for the projects.
5. Monitor risks, timelines and quality of the projects.
6. Advocate the program and help to promote it.

3DX Smart Health Roadmap 2020
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Home Care Service - MVP 1
Loyalty Program MVP 1
Loyalty Program - MVP 1
Corporate Wellness Program - MVP 1
EMR – Phase 2
Smart Health Digital Platform
Lifestyle Program - MVP 1
Finance Function Digitalization
Electronic Medical Record (EMR) Phase 1
Customer Experience Enhancement

Thinking through our digital strategy
Digital departure: What is underway in the company today?
Industry direction: What will our industry look like in 5, 10 and 20 years time?
Company vision: How will we play and win in that future?
Waves and
stepping stones:
How do we make progress without being sure of the endgame?

Digital Disruption: A Discussion Guide
The
Disruption
is….
Detectable
Faint signals with lots of noise
Clear
Emergence of a validated business model
Inevitable
Critical mass adoption achieved
New normal
At scale and mature
Questions
What drives the economics of my
business model, and could current
technologies challenge it?
Are there new business models that
can better match the needs of at least
some of my customers?
Can I be a winner in the new business
models? What would that take?
Can I do anything to halt or delay the disruption?
What is the baseline trajectory of my business if I stay on
the current path?
How important is pre-emptive action?
Do I really have time to wait?
What options and capabilities should I build now? How
close should they be to the core business?
How can I rally support within the organization?
Do any of my new ventures give me a base from
which to compete in the new model? Can I get
one?
Do I understand the radical changes required to
create a new economic engine?
What do I do with the old core: Keep running it
for cash, radically transform it, downsize or exit?
How can I make the case for aggressively
shifting resources?
What is a realistic aspiration in the
new industry context?
Is my business capable of continual
self-disruption?
Is an exit the best option?
Actions
Acuity
Gather sharp and privileged insight to
work through the noise.
Challenge your own story.
View your business through a potential
disrupter’s lens.
Action
Develop a pipeline of new initiatives with stage-gated
investment approach, to create options and build
capabilities
Expose the core business to competition with the new
ventures
If needed, begin transformation of the core business
Acceleration
Shift resources (including management focus)
from core business to double down on new
ventures.
Build a coalition of believers to change mindsets
across the organization.
Adaptation
Develop talent and capabilities
required to compete in the new
model.
Structurally realign the cost base to
match the new profit pools.
Evaluate ‘best owner’ scenarios
Dangers
Myopia
Overconfidence
Wilful ignorance (i.e., not looking for or
wanting to see disruptive trends)
Entrenchment in orthodoxy
Pain avoidance
Reluctance to endure pain of upfront cost
Unwillingness to cannibalize the core business
Putting short-term results ahead of long-term value
Inertia
Old centers of power lock in increasingly scarce
resources
Legacy cost base becomes an anchor
New initiatives get lip service but little actual
commitment
Fit
Lack of people or capabilities to
compete in the new world.
Likelihood that you’re too late to the
game.
Unwillingness to make tough
ownership decisions.
Possibility that the industry is no
longer profitable.

Factors to consider
Factors Key points
Financial • How is the financial strength of the organization?
• Are there other large, ongoing investments underway? If so, would they conflict
with a smart health endeavour?
• Can the organization invest in new applications or large capital investments now? If
so, how quickly could the organization scale up?
Personnel • Do we have staffing bandwidth to support services? Would we need to hire new
employees?
• Do we have a change-resistant culture that won’t adapt new work methods?
• Does our staff have the technical knowledge and skills to support a smart health
project or would we need to hire outside contractors?
Reimbursement • Do payors provide reimbursement for virtual visits and other smart health care?
• Would they be open to exploring new arrangement models?
Technology • Do we already have EHR capabilities?
• How shall we acquire desired capabilities?
• Which vendors do we partner with? Do they have smart health products and
roadmap for future development?
• How do we integrate with other technologies in a smart health ecosystem?
• Do we already share information electronically with outside providers?

Smart Health Envisioning Workshop Summary

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Smart Health Envisioning Workshop Summary

Similar to Smart Health Envisioning Workshop Summary (20)

More from Abel Ahing

More from Abel Ahing (6)

Recently uploaded

Recently uploaded (20)

Smart Health Envisioning Workshop Summary