The document discusses the challenges and potential of the Indian healthcare industry, highlighting issues such as inadequate workforce, rising expenses, and regulatory gaps. It emphasizes the need for digital transformation, customer-centric services, and the development of new capabilities to address these challenges. The future focus involves balancing exploration and exploitation while integrating technology and innovative practices to enhance healthcare delivery.

1. Becoming Future Ready
building new capabilities to thrive
Kapil Dev Singh
Founder & CEO, Coeus Age
+91 9811771187
kds@kdsnext.com

2. India Healthcare Industry
under served and under developed
Lagging
Health
Indicators
Rising Health
Expenses
Inadequate
and
Underutilized
Workforce
Low Scale of
PPP
Partial
Regulatory
Framework
Infrastructur
e Gaps
Low Growth in
Health Spend
by the Govt.
India Healthcare, 2012
McKinsey & Co.
Healthcare in
India

3. Leading Digitally, 2015
Smart (Healthcare) Industry
6 defining characteristics
Customer
Centric
Technology
Driven
Regulated (not
controlled)
Competitive
AND
Collaborative
Innovative &
Disruptive
Systemic
Intelligence
Smart
Industry

4. Doctors Target- Supply Hospitals
Individual
Patients
Target-
Demand
Corporates
Disruptive Forces
Practo.com
eVaidya.com
wellwiser.com
Insurance
Payment
Regulator
Medical
Equipments
Diagnostics
IT
Solutions
Government
1. The new
entrants
2. The lateral
entrants
3. The digital
market place
creators
4. The supply
intermediaries
5. The digital
institutions
6. The digital
advocates
Leading Digitally, 2015
Smart Healthcare Study, 2015

5. Internal Efficiencies
& Effectiveness
Connected Supply Chain
Efficiencies & Effectiveness
Connected Ecosystem
Efficiencies & Effectiveness
Smart Industry, Digital
Value Chain
Journey towards Smart Healthcare
disruptive forces, though latent, shall emerge
Traditional Industry,
Physical Value Chain
Digital
Disruptors
Leading Digitally, 2015
10%
56%
34%
19%
63%
19%
Islands of
automation
Integration
Intelligent
business system
2016 2015
Smart Healthcare Study, 2015 & 2016
N=30/ 16 CIOs

6. Healthcare, 2015
balancing exploration & exploitation
38%
31%
31%
31%
31%
31%
IT Efficiency
IT Security
New Technology
Overhaul Infra
Overhaul Appls
Others
Smart Healthcare Study, 2016N=16 CIOs
69%
31%
31%
25%
19%
13%
13%
Business Growth
Customer Management
Compliance
Efficiency & Productivity
Cultural Alignment
Risk Management
Others
Smart Healthcare Study, 2016N=16 CIOs

7. Low Focus- Depth High
Low
Focus-
Breadth
High
The Growth Agenda
geo expansion versus services depth
Business focus on the existing
set of customers, extension or
depth of portfolio , services
differentiation
IT focus on customer touch
points integration, CRM,
analytics, digital innovation,
integration across domains
Business focus on both geo
expansion and services depth
IT focus on infrastructure
consolidation and
modernization, applications
integration, m2m integration
Business focus on physical/
geographical expansion
IT focus on capacity
enhancement, internal
operations, integration
across premises and with
acquired entities
Lack of business focus
IT focus on mandatory
regulatory requirements,
basic operations
IT Focus Areas
• IT infrastructure- building,
consolidation,
modernization etc.
• Core operations automation,
modernization
• Core operations expansion &
integration with merged/
acquired entities
• Supply chain integration
• eMR
• CRM, customer touch point
integration
• Digital initiatives (SMAC+,
sensors, m2m)
Smart Healthcare Study, 2016

8. Healthcare Today
focus on exploiting the organizational assets

9. Healthcare Tomorrow
harnessing the platform

10. Initial Stage
but a sure way forward

11. Fixing Healthcare
from Inside & Out
• Rigorously applying
scientifically established
best practices for
diagnosing and treating
diseases that we well
understood
• Using a trial-and- error
process to deal with
conditions that are
complicated or poorly
understood
• Capturing and applying the
knowledge generated from
day-to-day care

12. RGCI&RC
operationalizing organizational values by digital
Evidence
Empathy
Ethics
Doctors
EHR
Processes
AnalyticsCompliance
Practices
Patients

13. Healthcare
building the organization to remain relevant!
• Who?
• When?
• Where?
• What?
1. Manage the care
2. Corral variability
3. Reorganize resources
4. Learn from everyday care
• Fragmented &
independent providers
• At the patient’s request
• Specifically configured
healthcare settings
• Customized diagnosis
and treatment
• Not necessarily doctors
always
• Before complications
manifest
• Patient’s home or other
places he goes to
• Protocol driven diagnosis
and treatment
Current Future

14. Future Path
• Move from process automation focus towards
knowledge creation and leverage focus
• Identify, design and build systemic capabilities to
operate and compete
– Motivate stakeholders to actively participate
• Rejig the organizational design to deal with the
paradoxes of
– Exploitation and exploration
– Patient care quality and affordability
– Reach & profitability

15. Becoming Future Ready
Building Capabilities to Thrive
Kapil Dev Singh
Founder & CEO, Coeus Age
+91 9811771187
kds@kdsnext.com