A modern industrial revolution:Connected Health as a driver of improvedoutcomes and economic growthGeorge MacGinnis8th May...
© PA Knowledge Limited 2012. Page 2PA Consulting Group is an independent, employee-owned firm,operating across the worldMa...
© PA Knowledge Limited 2012. Page 3Diabetes: Most NHS costs wasteful,says Diabetic MedicineThe majority of NHS spending on...
© PA Knowledge Limited 2012. Page 4CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsMany people experience unwa...
© PA Knowledge Limited 2012. Page 5Telehealth: Catholic Health InitiativesPlease find me aphysician moreprepared to movewi...
© PA Knowledge Limited 2012. Page 6CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsPA sees 3 key themes emergi...
© PA Knowledge Limited 2012. Page 7CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsAttention focuses on coordi...
© PA Knowledge Limited 2012. Page 8CONFIDENTIAL - between PA and J&J Ortho Clinical Diagnostics‘Paying for cures’ means un...
© PA Knowledge Limited 2012. Page 9CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsIntelligent health introduc...
© PA Knowledge Limited 2012. Page 10PPT presentation template V1-12.pptDeveloping new Connected Health markets
© PA Knowledge Limited 2012. Page 11CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsThe pace of innovation is ...
© PA Knowledge Limited 2012. Page 12Reform is driving providers along a staged move to new modelsMaximizing efficiencyof c...
© PA Knowledge Limited 2012. Page 13CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsExploiting the dynamics of...
© PA Knowledge Limited 2012. Page 14CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsRegional differences exist...
© PA Knowledge Limited 2012. Page 15CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsCompetitors or collaborato...
© PA Knowledge Limited 2012. Page 16CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsClosing thoughtsChanges in...
© PA Knowledge Limited 2012. Page 17PPT presentation template V1-12.pptQuestions
01514-4How to contact us for more informationLos AngelesLos AngelesBeijingBeijingCopenhagenCopenhagenStockholmOsloDublinMa...
Upcoming SlideShare
Loading in …5
×

The future of healthcare

615 views

Published on

Published in: Health & Medicine, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
615
On SlideShare
0
From Embeds
0
Number of Embeds
200
Actions
Shares
0
Downloads
14
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Articles taken fromEnglish-Online – citing UK office of national statisticshttp://www.english-online.at/news-articles/health-medicine/growing-old-living-to-be-hundred.htmAmerican Association for Clinical Chemistryhttp://www.aacc.org/publications/cln/2009/july/Pages/newsbrief0709.aspx#
  • Stratified: but issue that eligible population is much smaller with impact on potential turnoverDevice may be for increasingly sophisticated means to demonstrate medication adherence: opens possibilities for home/community delivered regimes like chemo
  • The future of healthcare

    1. 1. A modern industrial revolution:Connected Health as a driver of improvedoutcomes and economic growthGeorge MacGinnis8th May 2013
    2. 2. © PA Knowledge Limited 2012. Page 2PA Consulting Group is an independent, employee-owned firm,operating across the worldManufacturing Life Science EnergyHealthcareStrategy andMarketingTechnology andInnovationBusinessTransformationInformationtechnologyDefence &SecurityTransportCommunication FinanceA technology developmentcapability that few firmscan matchWe have a unique breadth of skills from strategy to IT to HR to applied technologyDeep expertise across key industries and governmentWe have won numerous awards for deliveringcomplex and highly innovative assignmentsWe run one of the mostsuccessful ventureprogrammes in our industry
    3. 3. © PA Knowledge Limited 2012. Page 3Diabetes: Most NHS costs wasteful,says Diabetic MedicineThe majority of NHS spending on diabetes is avoidable, says areport in the journal Diabetic Medicine. It suggests that 80% ofthe NHSs £9.8bn annual UK diabetes bill goes on the cost oftreating complicationsBBC 25 April 2012
    4. 4. © PA Knowledge Limited 2012. Page 4CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsMany people experience unwanted or avoidable care encounters• High costs and poor accessibility may mean putting off seeking care whenearly intervention would be better• Many chronic patients are poorly served by care in hospitals – yet for manythat is where they end up• Systems often reward activity regardless of the overall outcomesInfectious diseases1900-1950Episodic care1950-2000Personalised care2000-Health needs are evolving yet services have been slow to catch up
    5. 5. © PA Knowledge Limited 2012. Page 5Telehealth: Catholic Health InitiativesPlease find me aphysician moreprepared to movewith the times”Quote from an 85 year old patient whoserheumatology physician refused to do ateleConsult with her at Thayer CountyCritical Access Hospital, Nebraskarequiring her to make the 2.5 hrs.journey into St Elizabeth’s MedicalCenter in Lincoln, Nebraska
    6. 6. © PA Knowledge Limited 2012. Page 6CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsPA sees 3 key themes emerging that are critical for this change:• Creating and deployingstratified medicine• Challenging establishedstructures throughcommercial model innovation• Including greater patientinsight• Changing reimbursement toreward population healthDelivery of more effectivepatient outcomes basedon the integration of newtechnologies, businessmodels and partnershipsPatient Centric Healthcare• Removing cost and improvedaccess to new models ofhealthcare delivery.• Patients becoming activepartners in care management• Accessing new data andinformation• Developing eHR, medicaldevices, virtual health andwider technical infrastructureEffective use ofconnected technologiesis enabling a shift fromcurative/reactivehealthcare to preventionand health managementIntelligent HealthDelivering health reformsto create healthiercommunities andmaintain universal accessHealthcare Reforms• Keeping universal accessaffordable• Re-organising healthservices around people’sneeds and expectations• Securing healthiercommunities
    7. 7. © PA Knowledge Limited 2012. Page 7CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsAttention focuses on coordinated care to improve quality and outcomesThe PatientA Patient Centric perspective provides the driver for growth in theconnected health marketAcute careprovided in morespecialisedhospitalsWhere possible,care movescloser to thepatientImproved self care and preventionto stem rising demand
    8. 8. © PA Knowledge Limited 2012. Page 8CONFIDENTIAL - between PA and J&J Ortho Clinical Diagnostics‘Paying for cures’ means understanding the impact of eachintervention on the individual levelImproving outcomes involves:• Better targeting through personalisedmedicine and care packages• Maximising efficacy by understandingadherence and effect for each patient• Ensuring best clinical practice is appliedInformation drives performance and opens theway for innovative new approaches
    9. 9. © PA Knowledge Limited 2012. Page 9CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsIntelligent health introduces a new dynamic in fielding solutionsNew paradigms challenge the traditionaldrug / medical device innovation model:• Technology innovation outpaces abilityto gather traditional forms of evidence• Economics governed by serviceimplementation rather than productdesign• Impact and risk is harder to assess in‘preventative’ careContrasting environments are reflected intwo very different regulatory regimeswhich now have to work togetherPatient CentricSafety FirstDemonstrate efficacy‘at least, do no harm’Market CentricMaximize consumer valueFoster competition‘Just enough’
    10. 10. © PA Knowledge Limited 2012. Page 10PPT presentation template V1-12.pptDeveloping new Connected Health markets
    11. 11. © PA Knowledge Limited 2012. Page 11CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsThe pace of innovation is moderated by the complexity involvedThere is a significant drive for innovation:• Services that improve the efficiency of existingprovision have an immediate case• Services that change the location of existingprovision involve changing professional workingpractices, requiring investment in facilities and training.• Services that look to change the process ofhealthcare to achieve improved outcomes are likely tobe disruptive to existing reimbursement, organizationaland professional structures - and require significantreforms
    12. 12. © PA Knowledge Limited 2012. Page 12Reform is driving providers along a staged move to new modelsMaximizing efficiencyof current operationsManaging keybusiness risksOptimising populationhealth outcomes• Improving referralrates• Maximising clinicalthroughput• Reducing length ofstay• Reducing re-admissions• Improving adherence• Patient-centric carepackage• Evidence basedpathways• Payment foroutcomes• Accountable careThe challenge is developingcapability ahead of the reforms* HAI = Healthcare Acquired Infections
    13. 13. © PA Knowledge Limited 2012. Page 13CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsExploiting the dynamics of different marketsThere are opportunities to build business arising from:• Focusing on unregulated markets such as wellness• Identifying where the user is the payer and is able to pay• Looking at sectors that don’t need the same burden of proof• Targeting areas with strong clinical leadership• Building volume through consumerisation of medical offeringsThis challenges conventional paradigms for the spread of innovation –with the potential for reverse innovation spreading from emerging
    14. 14. © PA Knowledge Limited 2012. Page 14CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsRegional differences exist, creating opportunities for new offeringsRegional differences in need, reimbursement, regulation and infrastructure offeropportunities to incubate a business while waiting for reforms elsewhereUS: Highly regulated.Hospitals have significantpower. Policy is movingtowards entitlement reformand providers looking to getready for the future whilemaintaining revenues.Gulf: Emerging market for healthinfrastructure/ regulation. Mix ofsocial provision & powerfulconsumer base including non-nationals. Growing markets inmedical tourism.India: Relatively few regulatoryrestrictions: Strong growth of mobiletechnologies. High appetite forinnovation. Powerful consumerbase developing while also havingpressing issues of access to basiccare.Africa: Focus mainly on basichealth needs: infectious diseases,childbirth and nutrition. Pooraccess to care, much of which isdonor funded. Little regulationand significant supply chainissues.EU: Highly regulated. Publicpolicy led health withsignificant variations. Somecountries with a significanteHealth infrastructure.
    15. 15. © PA Knowledge Limited 2012. Page 15CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsCompetitors or collaborators:New entrants challenge current notions of the marketHealthcare reform is attracting the attention of global players as connectedhealth drives convergence between industries within healthcare:• Pharma – looking to find a new ‘value add’• Mobile – opening up the last untapped enterprise market with capabilities inmeeting consumer demand• Insurance – looking to move to new business models.• Media/Entertainment – bringing the customer revolution to healthcare• Utilities – moving to offer services enabled by smart meteringWho will be the winners and losers in the battle for a consumer health brand?
    16. 16. © PA Knowledge Limited 2012. Page 16CONFIDENTIAL - between PA and J&J Ortho Clinical DiagnosticsClosing thoughtsChanges in healthcare are challenging established concepts of who thecustomer is and what they see as a value proposition:• Governments and payers are seeking to reward positive outcomes, shiftingrisk onto healthcare providers and their suppliers• The customer is changing and bringing more complex buying behaviours• Solutions, rather than products, will be the key to defining value propositions• Collaborations involving innovative commercial models will become anengine for growth• Early growth markets in connected health may not be the traditionalinnovators• The UK and Ireland have a unique position as early adopters whoseexperience is shaping thinking globally
    17. 17. © PA Knowledge Limited 2012. Page 17PPT presentation template V1-12.pptQuestions
    18. 18. 01514-4How to contact us for more informationLos AngelesLos AngelesBeijingBeijingCopenhagenCopenhagenStockholmOsloDublinMadisonMadisonDenverDenverNew DelhiNew DelhiUtrechtFrankfurtMunichFrankfurtMunichBuenos AiresBuenos AiresBangaloreBangaloreDubaiAbu DhabiPA officeKeyPrincipal officePA officeKeyPrincipal officeWellingtonLondonCambridgeBelfastBirminghamEdinburghManchesterUK:BostonNew YorkPrincetonWashington, DCGeorge MacGinnis123 Buckingham Palace Rd Direct Dial: +44 20 7881 3784London SW1W 9SR Cell: +44 7880 743 189United Kingdomwww.paconsulting.comgeorge.macginnis@paconsulting.comUnited States headquarters4601 N. Fairfax DriveSuite 600Arlington, VA 22203Tel: +1 571 225 2700Fax: +1 571 227 9805www.paconsulting.comFor further information e-mail:healthcare@paconsulting.comCorporate headquarters123 Buckingham Palace RoadLondon SW1W 9SRUnited KingdomTel: +44 20 7730 9000Fax: +44 20 7333 5050Republic of IrelandEmbassy HouseHerbert Park LaneBallsbridgeDublin 4IrelandSubscribe free toPA’s Impactsnewsletter at:www.paconsulting.com/healthcare

    ×