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ISSUE 56 2022 www.asianhhm.com
FOSTERINGHEALTHCARE
PERSPECTIVES
An Executives Special Issue

stiegelmeyer.com
The Evario one from Stiegelmeyer is highly cost-effective and
also appreciably alleviates the workload of staff. Intuitive
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decisive strengths in the everyday routine. Discover the
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• Choice of two safety sides to protect and mobilise
• Tailor-made control concepts to suit the particular use
• Hygienic design with few niches
• Bed surrounds and optional holders offer space all round
for equipment and accessories
Evario one
The economical hospital bed
ESSENTIALLY BETTER

1
w w w . a s i a n h h m . c o m
EXECUTIVES SPECIAL ISSUE
Foreword
Fostering Healthcare Perspectives
trends, technical developments, scientific information
and managerial strategies. Here, I take a privilege to
acknowledge our contributors, who are dedicating their
efforts and valuable time by sharing their knowledge to
our readers.
This Executives Special Issue covers a mix of articles
on different topics like Healthcare ecosystem, Telehealth,
AI, Block chain, Digital health and many more by our
esteemed authors. As the journey continues, I would
like to take things forward with the same energy for our
future issues and deliver rich content for our readers. We
will continue to strive to disseminate healthcare insights
producing most relevant content and sincerely believe
that this collaboration with the contributors will make our
journey more successful in the future.
Please use the opportunity of reading our
knowledge-driven articles and post your comments to
prasanthi@ochre-media.com.
Prasanthi Sadhu
Editor
Digitisation has radically altered the publishing
industry over the years. Irrespective of technological
developments, print medium has its own place in the
industry. Taking pride of launching 56th issue of our
Asian Hospital & Healthcare Management magazine
in both print and digital formats: this is an Executives
special issue, aimed at facilitating subject matter experts
comprising the magazine’s advisory board and author
community share perspectives and insights on the
latest trends, key issues impacting and influencing the
healthcare industry.
Started our first step in 2005 and successfully running
towards the launch of issue 56 with a issue every quarter.
In this journey, we came across many changes and tried
our best to serve our audience and clients creating the
best possible platform increasing their visibility and
facilitating outreach to their target audience. From a bi-
annual publication to a quarterly edition, supplemented
by the newsletter, we have come a long way with the core
objective of delivering most insightful content covering
the latest in healthcare.
With cutting-edge content that revolves around the
latest trends and subject areas critical to the industry,
the magazine covers all the areas of the healthcare
industry. The perfect combination of articles on industry

CONTENTS
DIAGNOSTICS
35 Artificial Intelligence May Help Radiologists Detect
Fractures in Daily Practice
Ali Guermazi, Professor of Radiology and Medicine, Boston University
Nor-Eddine Regnard, Radiologist
MEDICAL SCIENCES
39 Cancer Care Roadblocks
How do we overcome them and what does the future
look like?
Mark Middleton, CEO, Icon Group
46 The Future of Integrated Eye Care is Digital
Vaibhav Saran, Area Vice President for Vision Care, Asia Pacific
Johnson & Johnson Vision
50 Role of Catheter Ablation in the Comprehensive
Management of Atrial Fibrillation
Rami Riziq Yousef Abumuaileq, Consultant Cardiologist, Palestinian Medical
Services, Gaza, Palestine
INFORMATION TECHNOLOGY
54 Telemedicine
An exclusive interview
Krishnan Ganapathy, Director Apollo Telemedicine Networking Foundation &, Apollo Tele Health
Services; Hon. Distinguished Professor, The Tamil Nadu Dr. MGR Medical University; Emeritus
Professor, National Academy of Medical Sciences, WHO Digital Health Expert
57 Integrated Healthcare
The Singapore story
Felix Lena Stephanie, Nanyang Technological University (NTU)
60 Overcoming the Barriers to Data-driven Healthcare
Stella Ramette, Director, Customer Relations & Sales, Southeast Asia, InterSystems
64 The Role of Digital Health in Changing COVID-19 Landscape
Anwar Rafique, CEO & Co-Founder, MyCLNQ Health Singapore
68 Accelerating Digital Transformation in Healthcare
Kenneth Tan, President, Varian, a Siemens Healthineers
72 The Business of Telehealth
Krishnan Ganapathy, Director Apollo Telemedicine Networking Foundation &, Apollo Tele Health
Services; Hon. Distinguished Professor, The Tamil Nadu Dr. MGR Medical University; Emeritus
Professor, National Academy of Medical Sciences, WHO Digital Health Expert
76 Application of Blockchain Technology in Hospital
Information System
Long Chiau Ming, PAPRSB Institute of Health Sciences, Universiti Brunei Darussalam
Khang Wen Goh, Faculty of Data Science and Information Technology
INTI International University
HEALTHCARE
MANAGEMENT
06 Helping Consumers be their Own Health Advocates
Kristy Appelhans, Vice President, Global Consumer Safety, Herbalife Nutrition
15 Technology Entrepreneurship in Healthcare
A practicum education perspective
Pradeep Ray and Kwee-Yan Teh,
University of Michigan-Shanghai Jiao Tong University Joint Institute
20 Behavioural Health and its Effects on Profits
Gurrit K Sethi, Founder, Miindmymiind
24 Axios International's 25th
Anniversary
Joseph Saba, CEO, Axios International
31 Building a New Healthcare Ecosystem
What the pandemic means for healthcare’s digital
transformation
Chris Khang, President & CEO
FOSTERINGHEALTHCARE
PERSPECTIVES
COVER
STORY

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Advisory
Board Beverly A Jensen
President/CEO
Women's Medicine Bowl, LLC
K Ganapathy
Director
Apollo Telemedicine Networking Foundation
& Apollo Tele health Services
Pradeep Kumar Ray
Honorary Professor and Founder
WHO Collaborating Centre on eHealth
UNSW
Nicola Pastorello
Data Analytics Manager
Daisee
Gurrit K Sethi
Founder, Miindmymiind
Pradeep Chowbey
Chairman
Minimal Access, Metabolic and Bariatric
Surgery Centre
Sir Ganga Ram Hospital
David A Shore
Adjunct Professor,
Organisational Development
Business School, University of Monterrey
Gabe Rijpma
Sr. Director Health &
Social Services for Asia
Microsoft
Peter Gross
Chair, Board of Managers
HackensackAlliance ACO
Malcom J Underwood
Chief, Division of Cardiothoracic Surgery,
Department of Surgery,
The Chinese University of Hong Kong,
Prince of Wales Hospital
EDITOR
Prasanthi Sadhu
EDITORIAL TEAM
Debi Jones
Grace Jones
Harry Callum
Rohith Nuguri
Swetha M
ART DIRECTOR
M Abdul Hannan
PRODUCT MANAGER
Jeff Kenney
SENIOR PRODUCT ASSOCIATES
Ben Johnson
David Nelson
Peter Thomas
Susanne Vincent
PRODUCT ASSOCIATE
John Milton
CIRCULATION TEAM
Sam Smith
SUBSCRIPTIONS IN-CHARGE
Vijay Kumar Gaddam
HEAD-OPERATIONS
S V Nageswara Rao
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5 ASIAN HOSPITAL & HEALTHCARE MANAGEMENT ISSUE - 56, 2022

HELPING
CONSUMERS
BE THEIR
OWN HEALTH
ADVOCATES
What comprises good health? With so many products
on the market, there is often confusing information
concerning its safety and efficacy. Amid a barrage of
product claims, contradicting news and erroneous product
claims, how should consumers decide? Reputation,
conducting preliminary research, tech assistants and
investing in mental health are some aspects both
consumers and healthcare professionals can look more
into, in the drive towards individual health advocacy.
Kristy Appelhans, Vice President, Global Consumer Safety, Herbalife Nutrition
W
hat comprises good health? For some, having a good
immune system and proper food consumption may suffice.
For others, it is increasingly about taking vitamins, minerals
and other dietary supplements that offer functional benefits that we
may not obtain from our everyday diets. Unfortunately, with so much
information sources and the wide array of nutritional supplements in
the market, it can get confusing for consumers to assess their needs, and
the safety and efficacy of the options available.
A report by Ernst & Young (EY)1
revealed that the pandemic has
underlined the importance of health, fitness and wellness in Asia-Pacific
consumers, and they are concerned with protecting their health and
1 https://www.ey.com/en_sg/consumer-products-retail/how-to-win-asia-pacific-consumers-in-the-new-era
HEALTHCARE MANAGEMENT

7

9
that of their family. There is also strong
consumer interest 2
in using nutritional
supplements as one way to boost their
immune health. In parallel, a Herbalife
Nutrition Myths survey 3
revealed that
60 per cent of consumer respondents
in Asia-Pacific were confused about
nutrition facts, while less than a quarter
answered half or more questions of
a general knowledge nutrition quiz
accurately. Against this backdrop, it
is essential that consumers who are
receptive to and geared for a healthy
lifestyle, have adequate access to the
right information.
Consumers see healthcare
professionals (HCPs) as a trusted source
of nutritional information. As such,
HCPs are well positioned to educate
consumers on good nutrition and the
supportive role of supplements, so that
consumers can eventually become their
own health advocate. Here are a few
thoughts that can help HCPs guide
people to achieving their personal
wellness goals in a consistent and
sustainable way.
The importance of micronutrients
Vitamins and minerals are essential
nutrients that our bodies need in small
amounts to function properly. However,
more than 2 billion 4
people, or one
in every three individuals, suffer from
what is known as hidden hunger, or
micronutrient deficiencies globally.
In addition, a Herbalife Nutrition
survey 5
revealed that only 33 per
cent Asia-Pacific consumers are very
knowledgeable about the health benefits
of vitamins and supplements and four
in five said they would like to know
more about the benefits of different
vitamins and supplements. Therefore,
2 https://www.fortunebusinessinsights.com/vitamins-and-
supplements-market-104051
3 https://www.herbalife.com.sg/apacnews/press-release/
nutrition-myth-top8/
4 https://www.globalhungerindex.org/issues-in-focus/2014.
html
survey--changing-health-priorities-in-asia-pacific/
it is unsurprising that many individuals
do not meet the recommended intakes
for many essential micronutrients, to the
detriment of their overall wellbeing.
This is where HCPs can step
in to reinforce the importance of
micronutrients to their patients and
illustrate the various ways a healthy
diet and supplementation can boost
general immunity, health and physical
fitness; as well as educate the consumers
about thoughtful consumption. On the
other hand, nutritional needs vary from
person to person; they are influenced by
factors like age, gender, life stage, dietary
restrictions and wellness goals. It helps
to consider a multi-faceted approach
to wellness – targeted nutrition to
support the organs, sleep, and mood –
all contributing to an individual’s overall
well-being.
For these reasons, consumers may
find it difficult to get the right amount of
nutrients solely through diet or require
guidance to identify supplements that
may be best suited for their personal
dietary considerations. In these cases,
consumers can also consult with
their HCPs to properly incorporate
supplementationintheirdailynutritional
regimen. This kind of patient-doctor
transparency and partnership is critical
in helping to support favorable clinical
outcomes.
Reputation matters
The marketplace is filled with new
nutrition products that claim compelling
results. Consequently, consumers can
often be overwhelmed by the wide
selection of product options and have
trouble telling facts from myths due to
lack of research or understanding.
Beyond just looking at the lowest
cost, there are other factors to consider
because the quality of the ingredients
and manufacturing practices can vary.
To begin with, getting solid
information around the company’s
governance, management team and
group of advisors in public domains can
establish an initial level of credibility. The
next step is to understand the company’s
dedication to science, quality, and safety.
Does the company source their raw
ingredients with the utmost care? Look
for the company’s Good Manufacturing
Practices (GMP), product guarantee,
third-party verifications and certificates
(such as ISO 17025 or NSF) and level of
scientific and medical experts employed.
Another way that consumers can
keep track of updates regarding food
and nutritional quality information is
with their local government agencies and
nutrition organisations. Most often than
not, these agencies and organisations
work in parallel with industry players
to establish and improve food and
nutritional standards. By keeping
abreast with news from these agencies
and organisations, consumers can make
more informed decisions about their
product selections. Some examples of
credible information sources in the
region include those from GERMAS
in Indonesia, Korean Nutrition Society,
Nutrition Society of Malaysia (NSM),
International Life Sciences Institute
It helps to consider
a multi-faceted
approach to
wellness–targeted
nutrition to support
the organs, sleep,
and mood–all
contributing to an
individual’s overall
well-being.

Taiwan and National Institute of
Nutrition (NIN) in Vietnam.
Supplement formats
Thanks to innovation and technology,
consumers today have access to a wide
range of supplement formats. With
so many options, it may be difficult to
choose the best one, but ultimately, it
boils down to needs and preferences.
Some of the most common forms
include:
• Tablets: These pills are made by
crushing active ingredients. Since
tablets do not have coatings, they can
sometimes have an aftertaste to them
• Capsules: With capsules, ingredients
are enclosed in an outer shell. They
• Functional beverages and liquid
supplements: For consumers on the
go, these liquid products contain
supplemental nutrients and provide
a convenient alternative to other
formats. However, they commonly
have a shorter shelf life once opened.
Mental health is wealth
These days, health also includes
mental wellness and state of mind. It’s
estimated6
that mobility restrictions and
daily Covid-19 rates led to an additional
76.2 million cases of anxiety disorders
globally in 2020 alone.
Now more than ever, there has been
an urgent call to strengthen mental
health systems, as well as for individuals
to take steps towards promoting self-
mental wellbeing. In this light, both
HCPs and consumers should place
greater emphasis on the importance
of countering mental stress and other
psychological illnesses. HCPs can make
a conscious effort to engage with their
patients and evaluate their mental
wellbeing during consultations.
In the meantime, people should be
encouraged to reach out for help when
they feel their mental health is being
compromised. Community support
also makes a big difference. Joining a
support group with those of similar
6 https://www.sciencedirect.com/science/article/pii/
S0140673621021437
As the head of Global Consumer Safety at Herbalife
Nutrition, Kristy Appelhans oversees a comprehen-
sive global post-market safety surveillance program
and nutrition safety education. She is also frequently
involved in various industry-related harmonisation and
regulatory projects, including her advisory contributions
in 2012 in collaboration with other organisations in the
completion of IADSA’s (International Alliance of Dietary
Supplement Associations) Global Guide to the Handling
of Adverse Event Complaints. Amongst her numerous
publications related to global food and dietary supple-
ment safety and surveillance, Dr. Appelhans co-authored
a chapter on post-market safety surveillance in the book
titled New Product Development in Nutraceutical and
Functional Foods: from concept to market.
AUTHOR
BIO
may be in the form of pills that are
coated with an easy-to-digest casing
to prevent an aftertaste, or ingredients
may be enclosed in a two-part capsule
• Chews: Some consumers may
prefer the experience of chewing
supplements, so this alternative format
can be more desirable
• Gummies: Once just for children,
gummies are now widely available
for adults. The appeal is the easy-to-
chew and tasty format, and some may
feature unique flavours
• Powders: Many consumers prefer
powders because they are easy to
swallow and can be mixed with
beverages or other liquids for simple
consumption.

11
health and wellness goals or life stage
can help individuals feel encouraged and
motivated in their personal journey.
Staying fit with technological
assistants
Technology and social media also play
important roles in healthy active living.
Wearables and online platforms have
enabled home-based consumers, whose
mobility has been constricted due to
lockdowns, to get fit from the comforts
of their home. In a Herbalife Nutrition
Health Inertia survey7
among 5,500
consumers, one in two respondents use
technology tools such as fitness classes
and videos, fitness trackers, fitness and
workout apps and nutrition apps to
support their healthy living regimens.
Some also found that social media had
health-inertia---infographics/
a positive influence on their mental
health, and cited factors such as reading
motivational and light-hearted content
as well as inspirational posts from social
media influencers as having a positive
effect on their psyche.
Technology has also enabled HCPs
and even health entrepreneurs to reach
their audiences more easily. We have
witnessed more and more HCPs opting
for digital channels and tools such as
podcasts, webinars and Facebook Live
sessions to stay connected with their
communities. This has not just helped
in building their own brand online but
helped many consumers to be educated
and get access to useful health related
information.
Driving self-advocacy
Like anything – whether it is diet or
exercise–consistencyiskey.Supplements
are not a one-and-done deal; it needs to
be incorporated into daily routines and
a lifelong wellness plan. Recent studies
suggest that taking certain targeted
nutrition supplements like selenium and
CoQ10, lutein 8
and calcium9
may have
long-term benefits if taken consistently.
Encouraging self-health advocacy is
crucial, especially with the pandemic’s
need for HCPs to limit face-to-face
interactions and reach out to consumers
through other means. Helping
consumers gain the ability to make
more educated decisions about their
nutritional needs in relation to their
desired health outcomes is a step in the
right direction. As we move to a post-
pandemic reality, self-care attitudes are
essential in the longer term, with the deft
guiding hand of HCPs along the way.
8 https://www.ncbi.nlm.nih.gov/pmc/articles/
PMC5894963/
9 https://pubmed.ncbi.nlm.nih.gov/28351509/

Evario one – the
international bed with
attention to detail
New hospital bed provides relief on
international wards
Healthcare systems worldwide are under pressure like never before. High
time, therefore, for a hospital bed that can be used economically, notice-
ably relieves nursing staff and promotes patient recovery. Stiegelmeyer is
pleased to introduce the new Evario one. Technical product manager Lars
Schröder speaks about the new bed’s advantages.
Mr Schröder, what do you particularly like
about the Evario one?
I am proud that this bed meets many requirements
better than comparable models on the world market
at a very good price-performance ratio.
Can you give a few examples?
Let's take the height adjustment of the mattress base.
The Evario one has a range of 38 to 82 cm. That is
significantly more than many hospital beds, especially
in the upper range. Nurses of all body heights can
work with the Evario one in an upright posture and
relieve the strain on their backs. One of the biggest
causes of health problems is thus defused. And that's
not all: thanks to its modern motorisation, the bed
travels through this large adjustment range in only 23
seconds, which is 5 seconds faster than most compa-
rable models. Added up to a working day, this saves
a lot of time, and especially in an emergency, every
second counts.
LARS SCHRÖDER started working at Stiegelmeyer 18 years
ago. He has since been involved in the development of several
of Stiegelmeyer’s best-selling hospital beds such as Seta,
Puro, Evario and, of course, the newest model Evario one.

13
13
w w w . a s i a n h h m . c o m 13
This brings us to the topic of operation.
What options does the Evario one offer?
There are several customised control concepts, all
of which can be used without training. Generally, a
handset with colour-highlighted buttons is available.
Thanks to easy-to-understand symbols, even cogni-
tively impaired patients can manage well. With the
help of an unlocking magnet, the nurse can also acti-
vate the CPR function and the Trendelenburg position
directly on the handset and thus react quickly in an
emergency and selectively lock individual functions.
What's the deal with the control panels
you just mentioned?
Since the introduction of our Evario hospital bed, we
have offered integrated control panels for the split
plastic safety sides. With the Evario one, we have
now reduced the functions to the essentials with the "
control panel light". The panels are integrated on both
sides of the head side safety side elements. Facing
inside they offer comfortable adjustment options for
the patient, facing outside they also contain helpful
functions for nursing staff and technicians. When the
backrest is adjusted, the safety sides and the panels
move with it so that they always remain within reach
of the patient.
And this speed is not at the expense of
load-bearing capacity?
No, the Evario one has a high safe working load of 250
kg, which it can handle in mains operation alone with-
out battery support. We have tested the load capacity
of all components far beyond the normative regula-
tions. In our test bay, the bed was even able to bear a
weight of 1,150 kg without damage when at standstill.
Of course, no one should imitate this in everyday life,
but it gives an idea of how durable the Evario one is.
Buyers are investing here at a very good price in qual-
ity that will pay off for many years. Especially since
Stiegelmeyer is always available as a strong partner
with its proverbial service and 15-year promise to
supply spare parts.
Keyword maintenance: How does the bed
support the technical staff in everyday
life?
A great advantage is the placement of the battery
and the control unit under the backrest. There they
are easily accessible at all times and can be removed
and replaced without loosening screws. If the bed
has split ¾-side safety sides with integrated control
panels, technicians will also find helpful options there
for maintaining the bed.

In addition to the handset and the panels, we offer
nurse controls at the foot end, which allow the nurses
to effortlessly lock individual adjustments. The smaller
operating module S again combines the essential
options in a very concentrated way, the larger nurse
control M provides a lot of comfort.
What choices do our customers have for
the safety sides?
There are two versions to choose from, both of which
cover three quarters of the mattress base and thus offer
standard-compliant safety. If a patient needs protec-
tion over the entire length of the bed, filler pieces can
be easily inserted.
The split ¾-safety side consists of two plastic
elements per bed side. In order for the patient to
stand up, it is sufficient to lower the larger foot-side
element. This can be done in seconds with one hand.
The second alternative is the continuous ¾-side safety
side with slender bars. Here, the patient enjoys an
unobstructed view into the room or out of the window
at all times. The continuous ¾-safety side swings
down parallel to the mattress base and therefore does
not require any additional space next to the bed – an
advantage in small multi-bed rooms, for example.
That sounds really promising. In
conclusion, can you think of any other
benefits of the bed?
But of course. The great thing about the Evario one is
the attention to detail, which is reflected in numerous
small strengths and innovations. Suppose the patient
has moved the bed to the comfortable sitting position
to enjoy his meal. When returning to the lying position,
the mattress base automatically stops in the horizontal
position – this is an advantage that by no means all
hospital beds offer.
Or the protection when moving and manoeuvring:
On the one hand, the bed can be steered very well
anyway, especially with a fifth castor as a directional
castor. On the other hand, it is optimally protected
against collision damage when manoeuvring and
during height adjustment by wall deflection rollers
and cones. Of course, the Evario one also offers
many attachment options for accessories all around.
The wishes of our customers and the requirements
of the international markets have shaped the design
of the bed. Now I am looking forward to seeing the
Evario one in use.
All in all, the Quado, with its excellent price-perfor-
mance ratio, is an asset for any facility. It saves space,
costs, physical effort during transport and cleaning,
and even saves on paperwork. At the same time, the
Quado is an attractive piece of furniture that gives the
rooms a modern look.
Advertorial

15
TECHNOLOGY
ENTREPRENEURSHIP
IN HEALTHCARE
Technology entrepreneurship plays a major role in the
healthcare today as seen from the massive increase in new
healthcare technology ventures. This article discusses the
experience of developing and implementing practicum
courses in technology entrepreneurship, integrating the
approaches of three related disciplines of education; high-
level approach of business, hands-on practical approach of
medicine and technology-driven approach of engineering.
Pradeep Ray and Kwee-Yan Teh,
University of Michigan-Shanghai Jiao Tong University Joint Institute
technology entrepreneurship. However,
entrepreneurship is risky (and prone to
failures). Hence researchers are working
on evolving techniques, such as Business
Model Canvas (BMC) to validate new
business ideas and reduce failures in
startups1
.
Many academic institutions all
over the world are now developing
entrepreneurship curricula to teach
young students in different fields
(business, engineering, healthcare etc.)
to exploit technological developments
and develop new products/services in
different business sectors including
healthcare. For example, The University
of Michigan-Shanghai Jiao Tong
University Joint Institute (JI) launched
the Minor in Entrepreneurship
program for engineering students
in 2017 by leveraging the world
leading entrepreneurship program of
the University of Michigan (USA)
and pioneering Chinese technology
entrepreneurship curricula in Shanghai
Jiao Tong University
Entrepreneurial education is focused
on equipping students with the ability
to understand the business issues in
taking a technology to the market
in the form a product and service.
In addition to the technical skills,
1 1-Caiwei Chen, Yongqi Zheng, Pradeep Ray. “Health-
care Technology Entrepreneurship in China.” Asian
Hospital & Healthcare Management (AHHM), Issue 55,
2022. https://www.asianhhm.com/magazine. Accessed
March 2022
A practicum education perspective
and Machine Learning) in healthcare,
resulting to cost effective, higher
quality, virtual (important during the
Covid 19 pandemic) services. This
is caused by a huge proliferation of
T
he world has seen a massive
growth in the development and
deployment of new technologies
(e.g. mobile phones, drones, Virtual
Reality devices, Artificial Intelligence

they need to understand the business
issues from the perspective of start-up
(entrepreneur) and also from the cultural
perspectives of an established business
(intrapreneur). Hence JI established the
Centre For Entrepreneurship (CFE) to
teach this minor in entrepreneurship
through a practical program involving
a combination of classroom courses,
practicum courses (in collaboration
with the industry) and extra-curricular
activities, such as talks by leading experts
in the field and competitions among
student groups.
This paper discusses the experience
of the University of Michigan-Shanghai
Jiao Tong University Joint Institute
in the development and operation
of the Minor In Entrepreneurship,
focusing on the key practicum courses
that distinguishes an entrepreneurship
curriculum from business, medicine
and engineering curricula. The paper
starts with a brief description of the JI
Minor In Entrepreneurship curriculum,
followed by practicum courses VX423,
VX425 and BUS2551J, each with
student learning in the context of
healthcare industry.
JI Minor in Entrepreneurship
This minor curriculum has three
components:
Two core courses (5 credits)
on business and entrepreneurship,
namely VX402-Managing a Business
(introducing business functions, such
as marketing, operations, finance/
accounting and human resources and
strategy) and VX420-Entrepreneurship
Basics (covering the Business Model
Canvas and its application in student
group ideas)
Two practicum courses (7 credits)
that apply the knowledge of core courses
in projects with industry partners,
namely VM/VE450-Capstone Design
Project (where a group of 5 students
develop and present a solution to a
problem given by an industry partner)
and Vx423-Intrapreneurship (where
each student works as an intern with an
industry partner for the semester, attends
classes on Saturdays, and finally presents
a report on possible innovations for
the company) or, VX425-Technology
Entrepreneurship (where a group of
2 or 3 students develop and pitch a
practical business plan for a technology
commercialization) or, BUS2551J-
Design for Sustainable Development
(where a group of 3 or 4 students work
on a practical, social entrepreneurship
project towards a sustainable
development goal)
Elective courses (at least 3 credits)
chosen from many courses in JI, such as
Brand Management (VX251/VX351),
Social Entrepreneurship (VX440),
E-Business Management (VX422),
Supply Chain Management (VG441),
Creativity (PSY3110J) and related
business courses in other institutions,
subject to the approval of the Director
of JI CFE.
To further immerse students
with extra-curricular entrepreneurship
activities, the UM-SJTU JI Center
for Entrepreneurship holds other
entrepreneurship events that aim at
stimulating interest for entrepreneurship
among students and connecting students
with successful real world entrepreneurs,
including talk series, entrepreneurship
competition, and entrepreneurship
week. ‘Meet the Entrepreneurs’ talks
(every six months) presented by a
successful entrepreneur or intrapreneur
to share his/her perspective on real-
world entrepreneurship opportunities.
Students are encouraged to participate in
activities,suchascompetitions(organised
by JI CFE and partners) and conferences
organised by global organisations, such
as IEEE with 400,000 members in more
than 100 countries.
Since such a practical curriculum
requires special expertise across industry
and academia, JI established the Centre
For Entrepreneurship (CFE) under the
leadership of a distinguished professor
(Pradeep Ray) with multi-disciplinary
expertise (across business, engineering
and medicine) in both academia and
industry. This minor also helped deepen
JI collaboration with local industry in
China and also with collaborators all
over the world that produced nearly 40
publications including three books .
Fifty JI students have completed this
minor (since its inception in 2017)
that enabled most of them to earn
admission in top business schools in
North America and Europe. This article
focuses on the three practicum courses
VX-423 (Intrapreneurship), VX-425
(Technology Entrepreneurship) and
BUS2551J (Design for Sustainable
Development, focusing on Healthy
Ageing).
VX423-Intrapreneurship
Intrapreneurship means entrepreneur-
ship from within an organisation. Many
companies in the world now want their
employees to come up with new entre-
preneurial ideas and convert them into
viable businesses. This course gives
students the critical thinking armed
with pivotal concepts to understand how
entrepreneurial innovation works within
an organisation. The course focuses on
the understanding how intrapreneur-
ship works, given the complexities in the
culture, business policies and procedures
and inter personal relationships that are
critical for the success of an intrapreneur-
ship project. A student actually works as
an intern in a company while doing this
course.
VX423 is by no means a traditional
coursewherestudentscompletetheentire
semester sitting in a classroom. Instead,
VX423 involves paid internship by
students in selected companies for about
three months and hence they must have
been accepted by a partner company. All
students joining this course need to have
completed the prerequisite core course
VX420-Entrepreneurship Basics that has
discussed the Business Model Canvas
(BMC) technique for the assessment of
entrepreneurship ideas. This is a small
class consisting of less than 15 students
so that the Instructor and the Teaching
Assistant can visit each company

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(where an enrolled student is an
intern) in the beginning of semester (to
introduce the course and assessments to
company supervisors) and at the end of
the semester during the final presentation
of the student about the internship (and
mark the student performance from
the company perspective). A student
works closely under the supervision of a
company executive and the instructor of
the course.
During the internship, not only do
students fulfil their job responsibilities,
but they are also required by the
course instructor to submit a report
on existing company environment for
intrapreneurship. In order to achieve
this, students apply the concepts of
intrapreneurship learned from lecture
sections (concentrated on Saturdays) of
VX423 and actively gain information
about the company culture, business
processes and procedures at their
internship companies either by direct
observation or talking to other people
within the company. Since this is a
practicum course, students are required
to present and discuss the application
of above knowledge in Fortune 1000
companies and also their company of
internship.
Severalstudentscompletedthiscourse
while doing internships in healthcare
companies. As an example, one of our
students participated in VX423 when
he was a sophomore (2nd year) student,
and served as a software engineer intern
at MediTool, a medical technology
company in Shanghai. He developed an
automatic lung segmentation algorithm
that could speed up surgical planning
and provide reference images to surgeons
during the actual surgeries. The way his
internship experience differed from an
ordinary internship was that he should
bear in mind what benefits and profits he
could create for MediTool. Per request
by VX423 course instructor, he needed
to analyse the business environment for
MediTool and came up with a potential
intrapreneurship plan on how his
engineering efforts at the company could
be turned into a profitable sub-business
for the company. According to his report,
his automatic lung segmentation could
be sold either as a standalone product
or as an add-on for MediTool’s existing
medical image processing software. He
further gave an estimate of the annual
profit from his software based on
statistics about lung surgeries in China.
As a consequence, his understanding of
the concept of intrapreneurship as well
as the medical technology industry was
greatly deepened thanks to VX423.
Although this course has consistently
obtained very high student satisfaction
(due to solid practical learning
opportunity), the course faced challenges
and here are the lessons learned:
Interested students need to be
interviewed by several companies before
any of them gets the paid internship.
Hence the process of selection needs
to start at least six months (unlike
all other courses in JI) before the
course enrolment, particularly in large
multinational companies
Since the process had to start so
early and students had other options (e.g.
international exchange visits) at the same
time, many selected students dropped
out. Consequently, we had to start with
20 internship positions but less than 15
actually started the internship. This led
to a disappointment of some industry
partners
While JI CFE had to work closely
with industry partners on the course
learning outcomes, it had to stay out
of the internship contracts between
a student and the company because
different companies had different terms
(payment etc.).
VX425-Technology entrepreneurship
High technology, such as Artificial
Intelligence, biomedical and space
technologies improve the quality
of life in the society and their
growing acceptance offer tremendous
opportunities for engineers and
technologists to become entrepreneurs.
For example, mobile devices (e.g.,
smart phones, drones and robots)
provide one of the most prolific
and popular ways to implement
entrepreneurship ideas in the service
industry today. Since UM-SJTU JI is
primarily an engineering education
provider, students here can learn and
exploit opportunities in technology
entrepreneurship in a big way.
This course builds upon the
entrepreneurship knowledge gained
in the prerequisite core course
VX420-Entrepreneurship Basics on
fundamentals of entrepreneurship
(including Business Model Canvas) to
take a business idea to the next stage
of entrepreneurship/intrapreneurship,
using an attractive business plan to
communicate with various stakeholders,
such as funding agencies, corporate
establishments, governments etc.
The course discusses best practices in
entrepreneurship (and case studies) in the
context of technology entrepreneurship.
Students learn to apply entrepreneurship
concepts in a technology they are
familiar with. They start with a
technology they have used in their first
engineering project in UM-SJTU JI
(e.g., VG100 course) or in their past
internship experience and then apply
various commercialization techniques
including customer development, design
thinking and practical entrepreneurial
development environment (patents,
regulations, incubators, accelerators
etc.) and discussions with mentors
Many companies
in the world now want
their employees to
come up with new
entrepreneurial ideas
and convert them into
viable businesses.

19
(from industry) to commercialize the
technology of their choice.
This is a practicum course and
hence students learn technology
entrepreneurship by applying the
concepts of entrepreneurship taught
in this course and other previous
entrepreneurship courses (e.g., VX420/
VX402). They may also use any
Minimal Viable Product (MVP) they
may have experienced as part of an
entrepreneurship competition or in
an internship job. Students develop
(in small groups of 2-3) a business
plan iteratively (with industry mentor
support) based on a technology they
select in consultation with the instructor.
Student groups also carry out detailed
market analysis including customer
development (including interviews).
This necessitates students to understand
thoroughly all aspects of the proposed
technology entrepreneurship project,
such as the value proposition of the
product, customer /market segments,
channels for the product to reach the
targeted customer segments, resource
mobilisation (intellectual property,
finance, people and infrastructure),
partners and alliances, legal issues, role of
supporting ecosystems (e.g., incubators),
all costs etc. Hence this course involves
several guest lecturers from industry and
government to give students a hands-on,
practical perspective.
This course had nearly 12 students
each year since its inception in 2019.
Students seem satisfied with the current
contents that evolved over these years.
Here are the lessons learned:
It is important o present all content
in the context of a real entrepreneurship
project, otherwise students get lost in
abstract details.
It is important to help create
(assess) the business plan step-by-step,
iteratively based on textbook, lectures
and guest lectures, otherwise students
tend to ignore many of them
The iteratively process requires
students to make a series of presentations
to the class and documented feedback
from the instructor and industry mentors
Healthcare technology is quite
popular among students and nearly 50
per cent projects are from this industry,
as published in AHHM in 20212
.
BUS2551J-Design for sustainable
development, focusing on healthy
ageing
This began as an action-based learning
course in which students worked in
teams of three or four and applied
engineering design practices and
entrepreneurial concepts to address
sustainable development needs of
entrepreneurial and community partner
organisations. The global sustainable
development agenda aims at balancing
social wellbeing and environmental
protection with economic progress. This
agenda crosscuts with the accelerating
challenges of population ageing
worldwide, especially in China.
The rapidly ageing population of
China brings strong and still growing
demands for elderly care services. Several
industry partners of the UM-SJTU JI
2 Pradeep Ray, Steven Wijaya and Junxiang Zhang,
mHealth in China: A Growing Market, Asian Hospital
and Healthcare Management (2021) Issue 51, https://
www.asianhhm.com/magazine accessed Feb 2021.
AUTHOR
BIO
Kwee-Yan Teh is Associate Teaching Professor at
UM-SJTU Joint Institute, Assistant Director of its
Center for Entrepreneurship, and lead instructor
of Design for Sustainable Development and its
predecessor practicum course, in which students
designed an underground water salinity monitoring
system to help elucidate the nexus between sea
level rise, drinking water salinity, and public health
in coastal Bangladesh.
Pradeep Kumar Ray is the Founder Director
of the Centre For Entrepreneurship (CFE) at
the University of Michigan-Shanghai Jiao Tong
University Joint Institute and is currently leading an
international research initiative called Technology
Entrepreneurship for Sustainable Development
(TESD) involving more than twenty partners from
all over the world. He is the founder of the WHO
Collaborating Centre on eHealth in the University
of New South Wales (UNSW)-Australia (2013).
Center for Entrepreneurship are market
leaders in meeting these demands. We
have leveraged the JI CFE tie with
Haiyang Group, the largest integrated
eldercare service provider in China, to
structure the BU2551J course around
the theme of Healthy Ageing. Multiple
field trips to Haiyang residential care
homes and other eldercare service
providers are organised, during which
students apply tools of human-centred
design (immersion, interviewing,
prototyping, etc.) to gain deeper
empathy for the stakeholders, and
thereby better understand the context
in which design and entrepreneurial
opportunities may be present in the
Healthy Ageing space.
Conclusion
This article has presented the
development of a practicum courses
on technology entrepreneurship in the
University of Michigan-Shanghai Jiao
TongUniversity,Chinaforbothdomestic
and international students. Since such
courses require the collaboration with
various stake holders (e.g., industry
partners.), they are different from usual
university courses and hence the articles
has discussed some lessons learned.

BEHAVIOURAL
HEALTH AND ITS
EFFECTS ON PROFITS
While the VUCA (Volatile, Uncertain, Complex,
Ambiguous) environment is changing the consumers’
buying behaviours, it is time to recognise the employees’
behavioural patterns for delivery to the consumers as
well. The effects of mental health and changing behavioral
patterns in the pandemic affected times impacts the
businesses not just from the outside but the inside as much.
Gurrit K Sethi, Founder, Miindmymiind
felt this way every day. Furthermore, 57
per cent complained of tiredness or low
energy regularly. Another study done
in 2020 using the DASS (Depression,
Anxiety, Stress Scale), published in the
NIH, showed similar results. 25 per
cent, 28 per cent and 11.6 per cent of the
participants were moderate to extremely
severely depressed, anxious and stressed
respectively. 36 per cent of workers in
India concurred that their mental health
worsened with work from home – a
critical outcome of the pandemic. On a
more severe note, on December 7 2021,
the Indian government said in Rajya
Sabha that 10.6 per cent of adults in
India face some kind of mental disorder.
This sure is a tall acceptance.
In October 2021 the UNICEF, as
per a survey done across 21 countries,
reiterated about India that only 41 per
cent of young people in India said that it
is good to seek support for mental health
problems, compared to an average of 83
per cent for the other 21 countries. This
points to the suppressive nature of the
society. A question to all of us is, does
the corporate world reflect a similar
trajectory?
As per a recent study by GOQii, 43
per cent Indians suffer from depression
because of the changing scenarios owing
to the COVID-19 pandemic. What’s
more alarming for the businesses is
that 59 per cent of the under-study
population said they had no pleasure in
doing things these days, and, 12 per cent
I
t is about time for us all to wake
up. Wake up to the problems that
our mental states present. Given
the statistics of the number of people
suffering from depression, this is bound
to have an impact on the businesses that
we run, given the productivity levels of
the employees.

21
A study by Assocham showed that
nearly 42.5 per cent of employees in
the private sector in India suffer from
mental health issues at work. A study by
Oracle in 2020 stated that 84 per cent
employees reported increased stress and
or anxiety at work than any other year.
These are alarming numbers. Data
from the various studies above point to
a simple fact – these trends are bound
to impact our output. The loss of
productivity at the individual level is
bound to add up to the business level
and finally aggregate to economic losses.
On a different note, another study
reflected that out of the country’s
approximately 1.1 million active
registered companies, barely a 1000 are
estimated to have a structured employee
assistance programme (EAP) for
mental health. A Deloitte 2020 survey
also reported that while 80 per cent
organisations recognised the importance
of employee well-being, only 12 per cent
were ready to address the issue.
According to the World Health
Organization (WHO), the economic
losses due to mental health conditions
between 2012-2030 is estimated to be
US$1.03 trillion in India. WHO also
points out that for every US$1 invested
in treating common mental disorders,
there is a return of US$4 in improved
health and productivity.
The 7th
Fold survey also concluded
that for every rupee spent on employee
wellness, employers get a saving of
Rs.132.33 as savings on absenteeism
costs, and Rs.6.62 back as reduced
healthcare costs. Approximately US$20
Billion is the estimated loss to Indian
companies due to the lack of employee
wellness programmes.
Despite all these surveys, mental
health remains the most underplayed and
underestimated problem in the country
today. We either refuse to recognise it or
refuse to accept it. A redressal can come
only after admittance.
From the perspective of
Organisationnel Behaviour (OB),
productivity of the organisation is
directly linked to the employee wellness
factor. This needs organisations to
be proactive about wellness—and
this means not just physical wellness
but also mental well-being of the
workforce. They need to knead in
the socio emotional factors as well
because these are critical factors to the
employees’ overall well-being. Thus, the
importance of the Culture at the work
place as this defines the environment
for the workforce, which impacts their
emotional selves and subsequently the
psychological expressions. There are
various studies today that also point to
the link between a person’s psychological
well-being and the physical health. A
conducive and supportive environment
can help better the productivity of the
employees which impacts the financial
health of the company in multifarious
ways.
The Human Resource department’s
responsibility does not simply end at
hiring, record keeping, complying with
labour laws of the land and getting the
right insurances. Rather it only begins
from there. Creating a conducive
environment and then maintaining it is
not just a string of activities any more,
rather this needs to be a well thought
through strategy in sync with the overall
direction of the business and the annual
goals to be achieved.
Today, it is critical to choose which
OB model an organization needs to
adopt and why. This may change along
the trajectory of growth. And when the
change needs to happen, a professional
and well thought through intervention is
required.
The changing scenarios and
dynamism in the business world needs
to be matched with a similar dynamism
and adoption in the OB (organisational
behaviours) strategy to ensure that the
organization remains relevant and in
the game. This is defined not just by the
revenue numbers and the marketing
strategy. We need to understand
that the OB will finally define the
employee behaviours that will drive
these numbers. Organisations that have
focused on ‘internal branding’ and
taken care of what the employees think
of their employer and have invested
in people’s development and growth
have shown a good growth trajectory.
Of course, this needs to be in sync and
alongside the product innovation and
development, the sales and marketing
strategies and other important elements
of business.
So, it’s time to invest in
Organisational Behaviour – this is a
slightly long and tedious process – to
understand the challenges through the
right kind of diagnostics, which can help
in the choice of models to be adopted
and then structure a series of change
actionables.
However, an immediate call to action
can be to start to invest in the physical
and mental well-being of employees.
A happy and healthy employee is a
productive employee, it’s that simple.
Gurrit K Sethi, Founder,
MIINDMYMIIND, contributes to
healthcare by bringing to life
new concepts which enhance
accessibility, helps providers
re-engineer businesses, works with
Global Challenges Forum (a Swiss
Foundation) on sustainable health
initiatives. An avid traveller and
voracious reader, these attributes
provide her with incisive insights
about people and systems and
what drives them.
AUTHOR
BIO

MEDICAL FAIR ASIA Gears
up for ‘Business as usual’ but
Better with a Phygital Edition
In-person trade fair and extended
online engagement
The 14th edition of MEDICAL FAIR ASIA will see its return to Marina
Bay Sands, Singapore, from 31 August – 2 September 2022, with a
3-day physical trade fair, followed by a week-long digital extension.
After the successful full-digital edition in 2020 which
saw participation from 345 companies and over 8,500
online visitors, this year will see MEDICAL FAIR ASIA
presenting a hybrid model - a winning approach
that brings the best of the in-person experience and
essential digital tools so participants can continue to
connect and engage. The digital extension will offer
value-added opportunities for networking, smart busi-
ness matching, and access to on-demand content
from anywhere in the world.

23
23
Mr Gernot Ringling, Managing Director, Messe
Düsseldorf Asia, said, “We are very much looking
forward to reconnecting in-person with our exhibitors,
visitors, and industry partners, which is essential to
developing and maintaining relationships. A trade fair
is a full sensory experience and is about both planned
and spontaneous encounters on the show floor. With
the challenges brought on by the pandemic, it has
presented opportunities for us to re-think how we
deliver our events; so reconnecting, rebuilding and
recovering will be a main focus for us – thus, with
MEDICAL FAIR ASIA 2022 we will provide the best
offerings of a physical trade fair enhanced with the
power of digital so the medical and healthcare indus-
try can continue to do business, share best practices,
innovate, and learn.”
Beyond a networking, sourcing and procurement
platform, MEDICAL FAIR ASIA Phygital Edition will
also feature a comprehensive line-up of concurrent
events, including:
2nd edition of Paradigm Shifts in Healthcare
Symposium - Prehabilitation and Pandemic Manage-
ment in Community Health
• Medicine+Sports Conference Asia
• Medical Festival Asia
MEDICAL FAIR ASIA will once again co-locate with
MEDICAL MANUFACTURING ASIA, a trade fair focus-
ing on the medical technology and medical manu-
facturing sector, jointly organised by Messe Düssel-
dorf Asia and the Singapore Precision Engineering &
Technology Association (SPETA). Together, the two
trade fairs will present a synergistic one-stop event
representing the medical and healthcare.
Reflecting the well-established credentials of the
region’s hallmark medical and healthcare event, MEDI-
CAL FAIR ASIA 2022 Phygital Edition draws reference
from the many lessons learnt over the last edition and will
present special highlights such as Pandemic Manage-
ment Solutions, as well as a focus on Mental Health –
together with the Community Care Pavilion and Start-Up
Park; two regular features over the last three editions
which have seen growing relevance and interest from
trade visitors.
With 650 exhibitors and key national and country
pavilions expected to participate in 2022 representing a
diverse range of medical and healthcare products, solu-
tions, equipment and new technology, the international-
ity of the trade fair is also expected to be well-reflected
in visitor participation. As a must-visit sourcing plat-
form, MEDICAL FAIR ASIA is anticipated to draw 10,000
in-person and online visitors with 40 percent coming
from overseas.
Advertorial
“Adding the hybrid component
to the in-person trade fair expands
MEDICAL FAIR ASIA’s reach to a
wider international audience, both
because of potential capacity
limits on-site and travel limitations.
The digital extension also offers
additional benefits for exhibitors
in terms of branding exposure
and a more seamless approach
to follow up on sales leads, and
more importantly for both exhibi-
tors and visitors – a robust envi-
ronment in which to continue
connecting and to do business
effectively,” said Ms Daphne Yeo,
Senior Project Manager, MEDI-
CAL FAIR ASIA, Messe Düssel-
dorf Asia.

AxiosInternational's
25th
Anniversary
Axios International completes 25 years of operation in 2022. What
has been the key inspiration / vision that has helped the company
grow?
The building of Axios International1
is very strongly connected with my
experience of working with WHO, as part of the UNAIDS Drug Access
Initiative. As a part of this initiative, I was in-charge of negotiating with
pharmaceutical companies to launch one of the first antiretroviral (ARV)
access programs in some of the emerging economies of the world which
helped address the rising incidence of AIDS. Once these programs
were successful, I realised that access would not be limited to just HIV
treatment but in fact, should be used to address several unmet needs of
people across different diseases. And with that vision, we founded Axios
International in 1997. And ever since, our vision has remained the same –
to enhance healthcare access for people across the world.
How has Axios International impacted the lives of patients over
the last 25 years? What has been the company's global and, more
specifically, Asian footprint till now?
At a global level, Axios International has reached more than 9 million patients
over 100 countries in the last 25 years.
In the early days, we were only focused on supporting poor patients with
access to healthcare, but we gradually realised that there is a large segment
of middle-class people who are neither rich enough to buy medication
nor poor enough to get donation. Over the years, we've tried to address
the needs of this segment through innovative tools and personalised
cost sharing programs. We strongly believe that simple price reduction
or rebates are not the route to build healthcare access, and companies
need to consider the entire treatment cycle, and constantly follow up with
patients to ensure that they stay on treatment and benefit from optimum
health outcomes.
1 https://axiosint.com/
In Asia, ageing populations and high
healthcare needs demand that healthcare
stakeholders work with each other so that
their combined strengths can effectively
address the diverse needs of people.
Axios has always believed in multi-sectoral
collaborations, and we look forward to
working with Asian governments and
other stakeholders to support people in
JOSEPH SABA
CEO, Axios International

25
the most effective manner possible. In
fact, in Malaysia, we've a partnership
with the National Cancer Society2
to
ensure that cancer patients are compre-
hensively cared for , covering all aspects
of treatment right from understanding
of the disease, to access to healthcare
and finally, to adherence for long term
benefits. Apart from oncology, we also
run a range of patient support programs
in Asia that cover multiple therapeutic
areas, including immunology, haema-
tology, psychiatry, pulmonology and
gastroenterology.
How do you define healthcare
access and adherence and how
do you ensure that your patient
support programs can help
achieve both?
Going back to my initial working days
when I was a part of the UNAIDS
program, I had a strong realisation that
treatment plans only work if they are
followed through by patients completely
and are not left mid-way. This is the
only way to maximise patient’s medical
benefits. And so, this has been our
guiding principle while working at
Axios International throughout. We've
always ensured that our patient support
programs carried a critical component
of patient follow-up. This component
ensures that Axios is engaged with
patients even after they leave the
physical settings of a hospital or clinic
2 https://cancer.org.my/
leading to long durations of treatment
cycles and hence, optimum health
outcomes. In fact, some of our past
studies have demonstrated that patients
who are part of the Axios' programs
have much longer treatment durations
than even patients who are completely
reimbursed, highlighting that a proper
follow up with patients after they leave
the hospital is key to delivering quality
treatment.
What has also assisted treatment
adherence is the development of scien-
tific tools like Patient Needs Assessment
Test (PNAT)3
by our team at Axios
International. PNAT is an insightful tool
that understands why certain patients
drop out of treatment cycles, the various
reasons beyond price affordability that
can play an important role in impacting
patient will to stay on treatment. This
tool has further expanded the scope of
our programs, ensuring that adherence
is strongly ingrained in all our access
solutions.
How big is the Axios family
currently, and how do you ensure
that all of them have a strong
commitment towards building
healthcare access?
Our Axios family has grown substantially
over the years, and we have a strong
team of over 200 employees today.
We’ve our international offices located
in Africa, Asia, Middle East, and Europe
that work with healthcare stakeholders
across the globe to ensure that we can
support populations in most of the
developing countries and emerging
economies of the world.
While our teams have different
areas of expertise but the one thing,
they've in common is the commitment to
empower people with healthcare access.
We ensure that when we seek staff, we
look out for this commitment in particular
and as we work together, we further
instil the spirit of this purpose through
internal engagement. Patient-centricity
3 https://axiosint.com/adherence
or providing highest quality service to
our patients has always been the motto
at Axios International; our employees
understand and practice it sincerely and
all our patient support programs are
designed accordingly.
Tell us about some of the key
initiatives undertaken by Axios
International that have helped the
company improve patient experi-
ence while setting new bench-
marks in the industry?
We’re proud that Axios International has
always evolved over the years to build
tools and systems that serve patients
in the most effective manner, immaterial
of where they are.
Our fundamental achievement is
in the design and development of our
patient support programs that are based
on scientific analysis and are personal-
ized for optimum outcomes. Unlike many
players in the healthcare access space
who seek to support patients through
subsidies and short-term incentives,
our programs take a comprehensive
view of treatment plans and offer access
solutions with the help of scientific and
insightful tools like Patient Financial
Eligibility Tool (PFET) and PNAT.
PFET is a unique confidential assess-
ment tool that helps determine the true
financial capability of patients by consid-
ering three key parameters – income,
assets and standard of living. PFET
ensures that we can offer treatments
to a large community of patients who are
neither rich enough to buy medication
nor poor enough to receive donations.
Based on this tool, we design our cost
sharing programs where patients pay
only a part of the treatment cost, and
the rest is funded by other healthcare
stakeholders in the ecosystem.
PNAT, on the other hand ensures
that patients stay on treatment for longer
durations, increasing their overall prob-
ability of improvement and full recovery.
PNAT aims to understand the unique
requirements of each patient across 5
key dimensions - social and economic,

Joseph Saba is Co-Founder
and Chief Executive Officer of
Axios International, a global
healthcare access company
with approximately 25 years of
specialised experience developing
practical and sustainable solutions
to patient access challenges in
emerging markets. Under his
leadership, the company has
launched a number of successful
drug access programs and
developed innovative access
strategies and new models for
healthcare systems strengthening.
A
U
T
H
O
R
B
I
O
therapy related, patient related, health-
care team and system, and condition
related aspects. It is used to understand
and address the many barriers, patients
and their families encounter daily as
they strive to maintain optimal health.
Our other big initiative that has
helped patients tremendously, espe-
cially during the ongoing pandemic,
has been the offering of our digital
healthcare solutions, Axios+4
. We are
in the digital age and we need to lever-
age this technology to better serve our
patients. These tools have further helped
us engage with patients after they leave
the physical settings of a hospital and
have allowed us to communicate and
follow-up with them through their treat-
ment cycle. It is after all, the follow-up
with the patient which is of tremendous
importance and plays a big role in them
sticking to their overall treatment plan.
COVID-19 has exposed several
inefficiencies within the health-
care sector in Southeast Asia and
beyond. How did Axios respond
to the pandemic and how did you
ensure that your patients were
looked after throughout?
In the middle of 2016, when we were
working on our access and adherence
solutions, we realised that a gap existed
once patients left the physical settings
of a hospital. Since patients were not
in touch with healthcare providers
anymore, there was no certainty that
they would follow their treatment
schedules as planned which could lead
to suboptimal health outcomes. And
that is when, we started working on our
digital healthcare solutions to ensure
that the engagement between Axios
International and patients is continuous
and unhampered.
As a result, when the COVID-19
pandemic struck the world, I'm proud to
share that our patient support programs
remained untouched, we looked after
our patients just the way we were caring
4 https://axiosint.com/digitalsolutions
for them before, and there was no nega-
tive impact on their treatments. With the
help of our digital solutions, our program
managers ensured that we constantly
communicated with our patients, that
they received their treatments and
there were regular follow-ups. In fact,
COVID-19 illustrated the need to be in
touch with patients in the space outside
hospital settings and throughout their
treatment journey, something that we at
Axios International were anyhow doing
through our programs.
What is the future of healthcare
access in Asia and what role do
you see Axios International playing
in it?
Healthcare access will be strongly linked
to reaching patients outside the hospital
space going forward, and digtialisation
will play a big role in achieving it. Also,
access will not just be about making
medication available, but it will focus
on patients receiving their full course of
treatment for optimum health benefits.
The healthcare sector will also need
to prepare itself holistically to ensure that
whenever next public health emergency
strikes, we have all the resources to
tackle it efficiently. We should be able
to reach out to our most vulnerable
patients and look after them in the most
comprehensive manner.
The future of healthcare will also
be about personalisation. We will see
lots of personalised medicines being
produced which will have to be matched
with personalised treatment plans and
follow ups.
Multi-sectoral collaboration is
another area which will be important
in the future of healthcare. No single
stakeholder has the wherewithal to serve
large communities of patients, partner-
ships between public and private sectors
will gain more importance leading to
the development of synergistic models
which will strengthen healthcare access.
Finally, more relevant data will be
needed to inform decision-making -
data from access programs will provide
breakthrough insights on the disease
evolution, treatment, patients’ percep-
tions, outcomes and cost. Healthcare
actors and professionals will need to
explore approaches to capture access-
related real-world insights (RWI) to better
understand the impact of access inter-
ventions so that more efficient ones can
be designed in the future.
I believe that Axios International will
continue to play a dynamic role in the
future of healthcare access. Equipped
with our comprehensive patient support
programs, strong adherence initiatives,
digital healthcare solutions, our inclina-
tion for partnerships in global/ regional
healthcare ecosystem and our invest-
ments in capturing RWI, we will always
ensure that we serve our patients in the
best possible manner. Going forward, we
intend to widen our reach across Asia
by expanding our patient assistance
programs and by covering new chronic
diseases to serve a wider spectrum of
patients. Building sustainable healthcare
access is our vision for Asia, and we
will keep working towards it.

27
27
Erbe Academy
in Singapore
Learn, Experience, Share
Education is one of the core pillars of the Erbe Group vision. The Erbe Academy program
is one of the company's success stories. It provides a network for doctors, nurses and
the company's global sales team to gain new knowledge and experience and share it
with peers. In addition, the Erbe Academy qualifies employees to act as reliable partners
for healthcare professionals and institutions worldwide. Erbe does not merely want to
offer products, but also holistic solutions for their customers. Now they are taking the
next step and starting to enhance the success story of the Erbe Academy.
As a family-owned and operated business, Erbe devel-
ops, manufactures and markets surgical systems for
professional use in various medical disciplines all
over the world. Erbe technology leads the market in
many countries and is therefore an inherent part of the
working processes in the OR. The portfolio comprises
devices and instruments for electrosurgery, thermofu-
sion, plasma surgery, cryosurgery and hydro surgery.
By combining these technologies, innovative applica-
tions become possible, particularly in General Surgery,
Gastroenterology, Gynaecology, Pulmonology and
Urology. Erbe employs more than 1300 people world-
wide, over 650 of them in Germany. Approx. 170
employees work in research and development. The
intensive collaboration with renowned users from
medical schools and hospitals is the key to success
with which Erbe successfully furthers developments in
medicine.
Christian O. Erbe has been running it in fifth genera-
tion since 1996. Following Reiner Thede's retirement,
Christian O. Erbe restructures the management board
in 2020 with Dr. Helmut Scherer, Daniel Zimmermann,
Prof. Markus Enderle and Marcus Felstead.

This new management structure strengthens the
future viability of the company, enabling it to achieve
the goals of the Group's strategy for sustained profit-
able growth. To continue this positive development, the
Management is focusing on internationalization, digiti-
zation, and environmental sustainability and promoting
a culture of responsibility in all departments and Areas.
Erbe is opening up new markets and thus expand-
ing its competitive position to be able to offer superior
customer benefits as a solution provider, both medi-
cally and economically.
Erbe Singapore
Erbe Singapore was founded in 2013 with Fritz Maier
as its appointed Managing Director. Erbe Singapore’s
core activities are sales, marketing and education and
technical services for our products in our region. Our
region spans Australia, New Zealand, South East Asia,
South Asia, and Korea including the Pacific Islands. In
the recent years, Erbe Singapore has taken on global
roles in the field of clinical studies, marketing commu-
nication and digital solutions.
Fritz Maier spoke to Asian Hospital and Health-
care Management Magazine, about their recent
venture: The Erbe Academy in Singapore
Why is education so important for Erbe
Singapore?
We work with employees and distribution partners in
the region to ensure that our customers receive the
right products at the right time and know exactly how
to use them. It is therefore important that they are
consistently educated on the latest developments of
our product portfolio. Our products are safety-related
and, if wrongly used, can cause harm to the user and/
or the patient. Therefore, proper education is of utmost
importance to us, and a mandatory requirement from
the regulators. Furthermore, our products are an inte-
gral part during the education of the next generation
of Surgeons and Gastroenterologists. We partner up
with societies to train basic techniques and new and
advanced procedures that incorporate the use of our
products.
Tell us more about the Erbe Academy in Singapore.
What’s that and how did you establish it?
At the Erbe Academy, we offer many courses and train-
ings. We share our experience and our know-how and
train the participants in using our technologies. We do
this for our own employees in sales, technical service
and marketing. And we do this for external parties like
doctors, nurse technicians, and many more medi-
cal disciplines. In the meantime, more than 40,000
persons have taken part in our trainings! At our head-
quarters in Tübingen, we have a physical academy,
worldwide we have been training people “on the road”.
Erbe Academy in Singapore will be the first academy
abroad. It is based in the German Centre in Singapore
and it a makes use of a facility called the Life Science
Incubator (LSI) which is a hands-on lab with a simu-
lated operating theatre where people can experience
our devices first hand. We can use the meeting and
conference facilities for small and large groups. Our
office is located there as well.
Which target groups/medical professionals do you
address with your academy?
While we certainly address our own employees as
well as our distribution partners with typical 1-week
seminars, we are planning a large portfolio of custom-
ized trainings for nurses as well as doctors in differ-
ent specialties and fields of expertise. We want our
customers to be comfortable and at ease once we
install our products, therefore we created this virtual
training ground where they can familiarize themselves
with our products before they use them in their hospi-
tals.
Do the trainings take place at your premises,
on-site at the hospital or digitally via Zoom?
During the pandemic, it got increasingly difficult for us
to visit the hospitals themselves, hence we decided
to create this space so that our customers can come
and visit us with any group size that is allowed. At the
same time, our space also has hybrid connectivity,
which allows our customers to be trained remotely, not
only because of Covid-19 but also the sheer size of
APAC that we cover. If a doctor from French Polynesia
or Tahiti would like to join us for a training, it would take
him or her several days to reach Singapore, imagine
that! Therefore, it is more convenient for them to join
our trainings digitally.

29
29
will be targeted at surgeons, endoscopists, nurses and
biomedical engineers.
We plan to have these didactic sessions on a week-
day afternoon, combined with lectures, cases discus-
sions and practical session into a 2-4hrs package. Now,
let’s have a look at how such a customized gastroen-
terology and pulmonology training is conducted.
Gastroenterology:
The session starts off with lectures on the fundamen-
tals of electrosurgery (power, modes, effects), before
focusing on how electrosurgery can be utilized in
gastroenterology applications. (including the intro-
duction of some of our proprietary waveforms such
as endoCUT, preciseSECT and softCOAG). The next
focus will be on the basics and application of Argon
Plasma Coagulation (for angioectasias, radiation
proctitis, post polypectomy/EMR margin ablation,
etc). Participants will then be given the opportunity to
discuss challenging cases and share experiences and
solutions. The session will conclude with a practical
session in the Erbe Academy – LSI Lab, where partici-
pants will be able to apply what they have learned on
porcine explants with the endoscope together with
Erbe technology.
Interventional Pulmonology:
With a similar training style, IP sessions start off with
lectures, explaining ‘Fire & Ice’; electrosurgery, plasma
surgery & cryosurgery. Before focusing on the various
applicative regions of the lung; central airway obstruc-
tion, peripheral pulmonary lesions, interstitial lung
disease, lymph nodes and nodule biopsies. After case
What is the content of the training? What are the
objectives of the training?
The content of the training can be a large range but
will always include the actual use of our devices and
instruments. It could be more focused on how to set
them up and how to operate them correctly. Or it
could be a training of a specific procedure for example
endoscopic submucosal dissection (ESD) which is the
resection of early cancer in the gastrointestinal tract.
This procedure can be conveniently trained on ex-vivo
models and requires repetitive hand skill training that
doctors can ideally perform in our new premises.
Training Programs at the Erbe Academy in
Singapore – training our employees, distribution
partners and healthcare professionals
In a typical seminar for our employees and or distribu-
tion partners …we conduct both lectures and hands
on sessions that educate them on the different topics/
disciplines, technologies and clinical applications. We
mainly conduct two 5-day seminars, 1) Surgery and
Resection Seminar and 2) Flexible Endoscopy Semi-
nar. The Surgery and Resection Seminar focuses on
General Surgery, Gynaecology, Urology and Hepatol-
ogy in correlation with both open surgery and laparos-
copy. During this seminar, we also focus on imaging
technologies, that is used during laparoscopy. The
Flexible Endoscopy Seminar focuses on Gastroen-
terology and Pulmonology. These trainings help our
employees and distribution partners to better under-
stand our products and technologies.
The trainings for healthcare professionals will be
kicked off with customized trainings for Gastroenter-
ology and Interventional Pulmonology as well as a
course covering Basics of Electrosurgery & Safety in
the OR. Before developing trainings for other special-
ties such as General Surgery, Urology, thyroid surgery,
liver surgery, breast surgery (which could incorporate
the use of ICG fluorescence imaging). These trainings
What is the initial feedback?
During the first Academy training, we
conducted the first 5-day International
Surgery and Resection seminar. We had 9
participants from four countries and they all
enjoyed not only the location of the training
but also the training content and the concept
of theory and hands-on which gives them
excellent theoretical as well as experiential
learning experience.
I was impressed with the focus on
technology and clinical outcomes. I
was fascinated by the dedication and
passion displayed by the trainers and
their profound ability to explain complex
theories in a simpler manner.
JAMIE GRIMSHAW
Managing Director
Erbe UK

• Relevant and Relatable – solving real problems that
the learner has
• Blend and Bind – merging the real world with digital
With these challenging requirements- fulfilling the
needs of our employees and customers within a
blended hybrid world of learning and having to stimu-
late the next generation - the Erbe Singapore team is
looking forward to fulfilling programs of education in
our new space.
The Erbe Academy in Singapore – the future is ours.
discussions and sharing, participants will experience
Erbe technology on porcine explants through a bron-
choscope.
The Covid-19 pandemic has taught us the bene-
fits of remote streaming and virtual capabilities. Such
trainings could tap on the global reach of experts and
connect them to our session. These experts could facil-
itate the session with live/recorded lectures, demon-
strations, surgeries.
How big is your training team, who are the
trainers?
The training team currently consists of 8 people and
we have started with the first resource here in APAC
and we will add more with the course of the growth of
the Academy. We have full support from our headquar-
ters in Tübingen, Germany. The trainers from the train-
ing team came down to Singapore and it was a great
pleasure to collaborate closely with our training team.
Our clinical and hands-on trainings are developed
and conducted in tandem with the Clinical Application
Team, a global team of specialists who spends their
time with physicians, figuring out their needs and the
appropriate way to teach in simulated environments.
What do the participants particularly appreciate?
The participants enjoyed the hands-on sessions
during the training. This allowed them to understand
the technologies much better in terms of application to
real-life settings. The technicalities behind electrosur-
gery helped our participants understand our products
better.
Getting hands-on on the actual devices and perform-
ing minimally invasive surgery techniques on ex-vivo
models is always exciting and allows even non-physi-
cians to get a glimpse of how difficult it is for example
to hold a flexible endoscope.
What are the challenges of training the next
generation?
For our next generation, which is used to access their
gadgets at any point of time, training has to follow new
learning elements. We have particularly singled out 6
elements which are:
• Brief and Beautiful – mirroring what they see on their
mobile devices
• Agile and Accessible – short intervals of digital bursts
– just like TikTok
• Instant and Intelligent – quick videos and how to
articles
• Collaborative and Communal – Creating digital
communities
Advertorial
Fritz Maier is the Managing Director of Erbe Singapore
Pte Ltd, a wholly-owned subsidiary of Erbe Elektromedizin
GmbH Germany. The electrical engineering graduate
joined a French automotive company in Paris from
2000-2004 upon completing his MSc (EE) in Germany.
After obtaining experience in the automotive industry, the
German native joined Venture Corp, a Singapore-based
OEM/ODMmanufacturer, and started their European
marketing and design office in Frankfurt, Germany.
Despite his busy schedule travelling and managing the
two subsidiaries, Mr. Maier completed a Global Executive
MBA from INSEAD Business School in 2016

31
BUILDING
A NEW
HEALTHCARE
ECOSYSTEM
What the pandemic means for
healthcare’s digital transformation
As healthcare organisations grapple with
responding to the endemic and adapting their
operations to fulfil other aspects of their care
mission, they must also begin to define and
prepare for the future of care amid economic,
regulatory, and social uncertainties. What might
the post-Covid-19 landscape look like? How
can health systems address a range of possible
challenges? What are the opportunities to
revolutionise care? To succeed in the future,
healthcare leaders need to rethink what this
crisis revealed and continue to drive these
new movements in how we deliver care.
Chris Khang, President & CEO
COVID-19 exposed vast weaknesses in health
systems around the world and has exacerbated
gaps in quality and service while highlighting
the critical role of quality healthcare during
an emergency. Though it has inflicted
devastating health and economic costs, it has
also created a once-in-a-generation chance for
transformational health system changes.
Now, as healthcare organisations grapple
with responding to the endemic and adapting
their operations to fulfil other aspects of their
care mission, they must begin to define and
prepare for the future of care amid economic,
regulatory, and social uncertainties.
What might the post-pandemic landscape
look like? How can health systems address
a range of possible challenges? What are the
opportunities to revolutionise healthcare?

To succeed in the future, healthcare
leaders need to rethink what this crisis
revealed and continue to drive these new
movements in how we deliver care, to
“build back better”.
Healthcare in ASEAN
The pandemic not only brought with it
a new level of stress for providers, but
also for patients, and technology was
the solution that calmed fears, provided
relief, and most importantly, allowed
for communication between providers
and patients who needed care.
It seemed that almost overnight,
technology provided access where
access was limited, and the flexibility
of telehealth increased the workflow
efficiency for providers. More
importantly, the world witnessed the
“proof of concept” for how technology
can positively impact the healthcare
industry—at scale.
However, demographic,
epidemiological, and socioeconomic
trends show that even greater challenges
lie ahead for health systems, especially
in ASEAN. Populations are rising
fast in some of the poorest countries
and ageing rapidly in higher-income
settings.
Many countries face a protracted
epidemiological transition, where
stunting coexists with obesity, and
surging non-communicable disease
burdens, such as cardiovascular disease
and cancer, come atop persistent
infectious threats.
Rising citizen expectations for
healthcare have followed urbanisation
and globalisation, even as climate
change, economic crises, institutional
fragility, and conflict threaten to
overwhelm fragile health gains in
many countries. It’s no surprise then
that healthcare expenditure in the
ASEAN region is on a pre-COVID
path to grow by over 70 per cent
between 2018 and 2025—with the
fastest growth expected in emerging
economies who can leapfrog into this
new paradigm.
In seeking a sustainable solution
to healthcare, countries in ASEAN
have had to narrow their focus towards
ensuring access to its citizens, both
from a cost perspective as well as a
geographic standpoint, while shifting
their focus from treatment of disease to
prevention.
While the utilisation of technology
in healthcare is not new, the importance
of intelligent applications of technology
to improve efficiencies is critical,
deploying it to improve patient care
and to improve the lives of healthcare
providers as healthcare demand rises.
Powering the future of healthcare
through precision health
As the world slowly emerges from
the COVID-19 crisis, health systems
will enter a period of critical risk and
opportunity. Bold choices now can
transform health systems for the decades
to come, bringing goals like precision
health within reach.
Where most medical therapies are
designed with the average patient in
mind, precision health1
aims to deliver a
highly personalised course of treatment
1 https://www.gehealthcare.com/campaigns/healthcare-it/
precision-health
based on a patient’s genetic makeup,
health history, family medical history
and lifestyle choices .
By using healthcare artificial
intelligence (AI) applications to better
understand, monitor and predict a
patient’s health journey, precision health
can help with disease prevention and
when diseases occur, enable clinicians
to make more informed treatment
decisions.
The key to the success of precision
health is the use of healthcare AI
technologies that can analyse massive
sets of health data and distill actionable
insight for the care of individual patients.
GEHealthcarehasdevelopedintelligence
platforms to support organisations on
the path to precision health by enabling
more than 50 healthcare applications
and medical AI algorithms.
With technological advances,
clinicians will have the opportunity to
increasingly harness precision health
in 2022 to treat various diseases and
disorders. The solutions currently in
development are expected to radically
change care delivery models and improve
outcomes for generations to come.
Towards building a more resilient
healthcare ecosystem
So how do we get there? The hard-earned
wisdom earned during the pandemic
has led to visions of a new, more
resilient healthcare ecosystem—one
that is Intelligently Efficient, leverages
technology to reduce burnout, expands
access with virtual care and improves
data management to strengthen clinical
decision-making.
Apply the principles of intelligent
efficiency
Inefficiency in health systems is a
global problem. The World Health
Organization (WHO) estimates that
20-40 per cent of health systems’
resources are wasted, which undermines
service delivery.
During the pandemic, healthcare
institutions everywhere were forced to
Remote monitoring
solutions are fast
emerging as a
reliable and cost-
effective technology
to connect ICUs
using a hub and
spoke model.

33
re-evaluate their operations. For some
institutions, viewing efficiency as a
process that improves every component
of the care system and one that uplifts
every individual who interacts with that
system is already becoming a reality.
These institutions strive for a state in
which quality care flows seamlessly and
efficiently for providers and patients,
guided by relevant insights. A concept
GE Healthcare has termed Intelligent
Efficiency.
Any new technology must help
clinicians diagnose earlier, better, and
faster so that healthcare providers can
achieve a more precise diagnosis. After
all, operational efficiency can only be
improved with real-time visibility.
With more patients, fewer open
beds, and workflow chokepoints,
hospitals, and health systems in ASEAN
for example are turning to single data
infrastructure software known as
“command centres,” featuring real-time
decision support tools.
These hospitals would now be able
to see unprecedented orchestration of
patient care activity in real-time, using
apps or “tiles” on a central dashboard.
Enabled by AI—including machine
learning, natural language processing
(NLP), computer vision, and other
modes—tiles are built for specialised
use cases related to patient flow,
quality, risk management and system
optimisation.
This can lead to substantial savings
for hospitals as the result of operating at
maximum capacity, improving metrics
such as a decrease in the average length
of stay, and reduced emergency room
diversion.
Leverage technology to reduce burnout
In the COVID-19 era, burnout has
become an issue across healthcare
professions, with GE Healthcare
research revealing that nearly two-thirds
of doctors surveyed still cite excessive
bureaucratic demands as the primary
cause for burnout, more than one-third
pointed to long hours, and eight per
cent of doctors said the stress of treating
Covid-19 patients was the primary cause
of their burnout.
And although electronic health
records – a frequently cited contributor
to burnout in other studies – certainly
made the list of culprits, clinicians
also pointed to chaotic workplaces,
after-hours workloads and too many
bureaucratic tasks as major factors.
But when technology works for
clinicians by surfacing actionable data
on command, healthcare has a stronger
chance to hold on to the people who
keep the system running smoothly.
In using an ultrasound, for instance,
examining the central nervous system of
a foetus can require multiple keystrokes.
But a deep learning model built into the
device can cut the number of keystrokes
by 78 per cent, streamlining the process,
reducing the opportunity for error, and
limiting repetitive tasks.
Technology for MR and CT also
leverages AI to make imaging faster for
both technicians and patients. Intelligent
MR slice prescription software uses deep
learning algorithms to automatically
detect and prescribe slices for routine
and challenging knee and brain exams,
delivering consistent and quantifiable
results. It automates the workflow
and optimises technologist efficiency
and reproducible planning to ensure
exam consistency for the same patient
follow-up.
All this helps to take time off
clinicians’ plates and makes things more
efficient, so they can focus on what truly
matters: patient care.
Expand the care ecosystem with virtual
care
In Asia, where healthcare systems
have long been familiar with SARS
outbreaks, hospitals were the quickest
to deploy telehealth and remote-
monitoring technologies in the face of
COVID-19.
The COVID-19 pandemic has
now led to examining the necessary
frameworks for supporting the wider
adoption of telemedicine worldwide.
Under-utilised care paths like

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