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mHealth Israel_Becton Dickinson_US Healthcare Digital Transformation_July 2015
The document outlines the current transformation in U.S. healthcare driven by technology, policy changes, and new economic models such as value-based care. It emphasizes the need for improved patient-centric solutions and increased efficiency through digital health innovations, data analytics, and integrated care systems. BD's strategy focuses on leveraging technology and innovation to provide effective healthcare solutions while addressing emerging market opportunities.
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mHealth Israel_Becton Dickinson_US Healthcare Digital Transformation_July 2015
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- 2. COMPANY CONFIDENTIAL Rapid change driven by converging policy, clinical, demographic and technology trends • CoverageExpansion • Population Health • Value-Based Payments • Personalized Treatments • Provider Consolidation • Aging Population • Patient Consumerism • Provider Shortages • Healthcare IT & Informatics • Care Setting Shift RAPIDLY CHANGING HEALTHCARE ENVIRONMENT Patient-centric, evidence-driven, technology-enabled, cost-effective, location-optimized, high-quality HEALTHCARE Provider-centric, experimental, paper-based, wasteful, hospital-bound, inconsistent SICKCARE FROM: TO: PARADIGM SHIFT
- 3. COMPANY CONFIDENTIAL Reform and Data Are Creating New Opportunities to Improve Lives Shifting profitpools and creating vast new economically viable opportunities Hospitals Highly Connected (HIMSS Stage 4+) >55%>55%50 ‐70%50 ‐70% Hospital Revenue from Value Based Reimbursement by 202O Available, Connected DataValue Based Reimbursement
- 4. COMPANY CONFIDENTIAL As Incentives Align, Informatics Becomes Key to Addressing Major Needs Viable OpportunitiesFromTo Pay for service & provider incentives to maximize revenue Focus on what’s broken or inefficient (adherence, errors, ineffective treatments, overuse) Pay for performance and efficiency Individual components and products total solutions, portfolios of products and services Risk sharing service models, startups create key components Solutions for patients and providers Solutions for patients, providers and payers Data aggregation and analytics (big‐data), Population Health Management Solutions Cost reduction and Incremental Innovation Disruptive, innovations that solves health‐system level problems New skills, Bigger Problems Theoretically Equivalent “Non‐ Inferior” Products Proven Superior Products (Clinically Proven) Proven Superior Products (Clinically Proven) Pure focus on clinical outcomes Focus on clinical and economic outcomes Drive healthcare delivery efficiency and optimize processes Physician preference and custom Data driven, analytically proven, and standardized Automation, analytics (CDSS), big data Operating Rooms & Hospitals as primary Revenue Drivers Operating Rooms & Hospitals as primary Cost Drivers Technologies that keep patients out of the hospital and OR 4
- 5. COMPANY CONFIDENTIAL New “breed” of innovative Value Based Care (VBC) solutions leverage information technology to improve access, reduce cost, increase efficiency and manage risk 5 Care Coordination Connected Medical Devices Healthcare Consumer Engagement Analytics and Big Data Population Health Management Wearables and Biosensing Personalized Medicine Telemedicine EHR and Clinical Workflow Digital Diagnostics Home and Retail Care Convergingbiomolecular medicine with technology services and bioinformatics to empower physicians, patients and payers RECENT FUNDING: $375M Offers software, services and access to clinical services to anyone who wants to offer a complete telehealth service RECENT FUNDING: $130M Provides partners with a continuous care program, including care coordination, risk management, and IT enablement RECENT FUNDING: $125M
- 6. COMPANY CONFIDENTIAL Dave’s (Not So Insightful) Digital Health Predictions 1. Internet of Medical Things/Medical Industrial Internet will fundamentally improve patient care and reduce costs 2.Connecting well‐care, prevention and sick‐care will align with reimbursement incentives and consumer interest – but behavior change and fundamental differences in well‐care/sick‐care industry dynamics will slow change 3. Big Data will revolutionize healthcare, but generating and leveraging “the right”, real‐time data will drive more immediate value 4. Enhanced access to care (Tele‐Medicine), healthcare process and delivery automation (Kiosks) and the democratization of healthcare knowledge (digitized care paths) will drive care delivery toward lower costs professionals and patients themselves 5. The comprehensively digitized and individualized patient (wearable tech, genomics, etc.) will enable personalized/customized medicine at “mass‐produced” cost. 6. Care coordination across care teams (patient, family, retail, nurse, physician,), care sites (home, retail, acute) and along the continuum of care (wellness to monitoring) driven by connectivity and digital care plans, will identify tremendous opportunities for improved care which will be gradually addressed by broad‐based “solutions” 7. Healthcare best‐practices and clinical guidelines will be more defined by looking backward at robust historical data than looking forward at prospective clinical trials. Watson, Explorys, etc. will identify broad opportunities for healthcare efficiency improvement.
- 7. Updated January 2014 BDOverview
- 8. • Enabling safer,simpler and more effective parenteral drug delivery • Improving clinical outcomes through new, accurate and faster diagnostics; • Providing tools and technologies to the research community that facilitate basic science, drug discovery and cell therapy; • Enhancing disease management in diabetes, women’s health and cancer, and infection control. • Improving clinical, laboratory and research practices in emerging markets Strategy and Focus Areas Drive revenue growth through investment in innovation BD’s Strategy is to Apply Technology and Clinical Knowledge to Make Healthcare More Effective, Efficient and Safe. The Five Areas of Focus Are: BD’s Strategy is to Apply Technology and Clinical Knowledge to Make Healthcare More Effective, Efficient and Safe. The Five Areas of Focus Are:
- 9. 9 BD SafetyGlide™ Injection Needle BDNexiva™ Closed IV Catheter System BD PosiFlush™ Heparin-filled Flush Syringe BD Soluvia™ Prefillable Microinjection System Enabling safer, simpler and more effective parenteral drug delivery BD Emerald™ Syringe BD Sterifill Advance™ Plastic Prefillable Syringe Insert BD Simplist here BD Simplist™ line of ready-to-administer prefilled injectables
- 10. Improving clinical outcomesthrough new, accurate and faster diagnostics 10 BD Viper™ System with XTR Technology BD MAX™ System BD FocalPoint ™ GS Imaging System BD Kiestra™ Total Lab Automation BD Veritor™ System BD BACTEC™ FX
- 11. 11 Providing tools andtechnologies to the research community that facilitate basic science, drug discovery and cell therapy BD FACSVerse™ Analyzer BD™ LSR II BD FACSCanto II™ Flow Cytometer BD Accuri® C6 Flow Cytometer BD FACSCount™ SystemBD LSR Fortessa™ Cell Analyzer Research Technologies Clinical Technologies BD FACS Jazz™ BD FACSCalibur™ BD FACS™ Lyse Wash Assistant
- 12. Enhancing disease managementin diabetes, women’s health and cancer, and infection control 12 BD Viper™ System with XTR Technology BD BACTEC™ FX Women’s Health and Cancer Infection Control and Patient Safety BD PosiFlush™ Heparin-filled Flush Syringe BD SurePath™ PAP Collection System Diabetes Care BD Ultra-Fine™ Nano 4mm Pen Needles with PentaPoint™ Comfort BD AutoShield™ Pen Needle
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- 14. ConfidentialConfidential BD TO ACQUIRECAREFUSION FOR $12.2 BILLION Combination of Complementary Portfolios Creates Global Leader in Medication Management and Patient Safety Solutions Accelerates BD’s Strategy to Improve Quality of Care and Reduce Healthcare Costs; Enhances Emerging Market Growth Opportunities Generates Significant Value for Shareholders; Accretive to Cash EPS on a Double-Digit Percentage Basis in the First Full Year 14
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- 16. COMPANY CONFIDENTIAL The CombinedProduct Portfolios Would Enable an End-to-End Medication Management Solution from Pharmacy to Patient Coronado Portfolio BD Portfolio 1 6
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- 21. ConfidentialConfidential What’s Next … 21 “LinkDiagnosis and Care Delivery to Solve Health System Problems and Improve the Lives of Individual Patients” “Link Diagnosis and Care Delivery to Solve Health System Problems and Improve the Lives of Individual Patients” BD’s Medical Internet of Things!BD’s Medical Internet of Things! Personalized Health System Level Solutions (Reduce Cost & Improve Outcomes) Personalized Health System Level Solutions (Reduce Cost & Improve Outcomes)
- 22. ConfidentialConfidential Entrepreneurship (Medical Robotics Startup) ProductsProducts DavidFeygin, VP Health IT Integration & Strategic Innovation (Former VP Corporate Strategic Innovation) 22 Deep Technical & Medical Understanding (Ph.D. in Medical Robotics) ScienceScience Slides!Slides! Commercial Strategy & Innovation (MBA & Business Strategy) I am driven to create new understanding, new products and new enterprises that dramatically improve people’s livesCommon Thread:
- 23. Mission: To provide a clear path for outside‐the‐home‐court innovation that supports our corporate growth strategy and corporate mission of helping all people live healthy lives. Our first area of focus (Part 1) is ensuring a clear path for OTHC innovation that lead to solutions beyond our core. Mission: To provide a clear path foroutside‐the‐home‐court innovation that supports our corporate growth strategy and corporate mission of helping all people live healthy lives. Our first area of focus (Part 1) is ensuring a clear path for OTHC innovation that lead to solutions beyond our core.
- 24. Unfortunately, BD HasNot Been Able to Capture Such High Value Opportunities Outside Our Core…but Change is Coming! Comprehensive Examination • Leading Growth and Innovation Course • Growth Leader Panel • GM Accelerator Innovation Diagnostic • Innovation Profile Consistent Diagnosis Significant Gaps •Bias toward home court when competing w/innovations •Insufficient, dedicated resources for synthesis •No innovation process or funnel (ideas have no pathway) •No accountability for innovation •Risk averse & inwardly focused behaviors Clear Prescription BD Innovation Work System •Search, Synthesis, Select & Execution •BU, Regional & Corporate Systems •Innovation clearinghouse enables oversight and like vs. like comparisons •Dedicated corporate group accountable for innovation system and search/synthesis of white space opportunities 24
- 25. Purpose of ourBD Innovation System 25 Outside the Home Court Home Court The BD Innovation System: • Provides a clear path for outside‐the‐home‐ court innovation that leads to solutions beyond our core • Enables us to search for opportunities, synthesize ideas into innovation, select innovations for greatest impact, and execute innovation
- 26. Why do weneed an Innovation System? 26 • Today, the healthcare industry is changing in fundamental ways Upgrades to BD’s core products not sufficient to completely achieve our desired growth aspirations Need outside‐the‐home‐court innovation as well • Established structures, behaviors, and processes acting like “prevailing winds” against efforts to seek and pursue outside‐ the‐home‐court innovation Need different structures, behaviors, and processes to support outside‐the‐ home‐court innovation Outside the Home Court Home Court
- 27. What is theBD Innovation System? 27 • New Accountable Structures, new Behaviors and Culture, such as Constructive Challenge, and a new rigorous yet dynamic, multi‐stage Innovation Process • The Step 5 Coalition is our leadership change network that will build critical awareness and make connections across BD • Implementation is already well underway
- 28. Accountable Structures, CustomerCentricity, Innovation Process, Cultural Change and “Network Based” Change Enable OTHC Innovation 28 Red Teams Negative Experts Functional Challenge Rules of Challenge Robust Innovation Process & Portfolio BDX Innovation Council Strategic Innovation Groups Established OSMT Constructive Challenge Accountable Structures Leadership Change Network BDT “Innovation Center” 6 BU Innovation systems Execution Leads Shared Value Europe Innovation BD Tech HR/Talent Synthesis Leads Asia Innovation Policy/Regulatory & Medical R&D & Science Bus‐Dev/Corp‐Dev Finance IP and Legal BU Strategic Marketing HEOR CSIG, Strategic Innovation Leads Emerging Regional Innovation Systems Step 5 Coalition
- 29. 29 Innovation System –Idea Journey Manages the entire BD Innovation Portfolio BDX Innovation Council BU/Regional Innovation Council Strategic Innovation Leader BDT Corporate Strategic Innovation Group Medical Strategic Marketing HEOR R&D Regulatory Transitional or Adjacent Spaces Outside Business and Regional Efforts or Cross‐Business Initiatives Idea 2 Idea 1 X‐Functional Support & Challenge
- 30. 30 Outside‐the‐home‐court innovations move through the Stages of the Innovation Process: 0 Direction for Innovation ‐ Explore spaces and trends in order to uncover unmet needs of select current and potential customers, and connect our innovation efforts to benefits and outcomes they desire and deem essential. 1Needs & Problems – What is the problem you are trying to address? What is the scale of the problem? 2 Business Opportunities – Is the need clearly identified? Could the hypothesized solution achieve significant differentiation for BD? 3 Characterized Space & Opportunities – What do we know about this space? Who are the competitors? What does the environment and landscape look like? What opportunities exist and how could BD capitalize on those opportunities? 4 Actionable Strategy – How does BD win? How do we capture and maintain sustainable competitive advantage? 5 Incubate & Execution – How do we nurture and support this new solution? Where in BD does it fit? How do we ensure a smooth transition into our existing infrastructure? Stages of Innovation
- 31. 31 Innovation System –Idea Synthesis Market Analytics Market sizing, segmentation, pricing, trending, primary, secondary market research Market creation strategies Portfolio approach , sustainable differentiation, stakeholder Analysis, EcoSystem Analysis Business Development Relationship management, diligence, negotiating & deal structuring, external partner management Global Sensing/Sourcing Angel Networks, VC connections, Investor conferences, regional sensing/sourcing External Associations to Understand Problems KOL relationships, Research Centers, Universities Macro‐economic, Policy, Market, Clinical Trends Macro Trend Analysis Health Economics Assessment Including Market Development Identify large cost areas … cost‐benefit, comparative effectiveness …. market development studis/trials Policy/Regulatory Changes Alignment of incentives, regulatory paths, reimbursement, establishment of regulatory barriers to entry, policy influence, etc. Concept Development Consolidated business plans, Evaluation of novel concepts X‐Functional Innovation Synthesis
- 32. Corporate Strategic InnovationGroup (CSIG) 32 Responsibilities • Shares responsibility for innovation performance with BD Innovation Council • Engages on selection of innovations • Implements support and challenge systems • Manages innovation funnel Cross Business & Outside the Core Search & Synthesis Center Of Excellence for Innovation Ownership of BD Innovation System • Support Business Unit implementation of Innovation IIG to synthesize or execute a >$250M top‐line innovation • Coordinate global Search & Synthesis • Track innovation performance metrics • Drive Search, Synthesize, Select excellence • Work with Business Unit Innovation Systems (Cells, Councils, etc.) to implement and coordinate best‐practices • Develop white space and cross business opportunities • Ensure constant flow of innovation opportunities that enable long term growth by moving the company into new growth markets
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- 34. BD Locations Industrialized Markets Emerging Markets Latin America- 1952 • ~5,200 Associates • 8 Countries, 5 Plants U.S.A. - 1897 • ~12,000 Associates • 29 Plants • Canada - 1951 • ~550 Associates • 1 Plant Asia Pacific - 1971 • ~4,600 Associates • 16 Countries, 5 Plants India - 1995 • ~550 Associates China - 1994 • ~2,200 Associates Europe - 1952 • ~6,000 Associates • 21 Countries, 10 Plants • Japan - 1971 • ~600 Associates • 1 Plant • EMA - 1994 •~ 250 Associates • 10 Countries *note: last updated April 2013
- 35. 35 BD Foundation: OurPurpose and Values “Helping all people live healthy lives” We treat each other with respect We do what is right We always seek to improve We accept personal responsibility
- 36. 36 The “Three Greats” Greatperformance for customers and shareholders Great contributions to society Great place to work
- 37. FY 2013 Revenues:$8.054B BD Biosciences $1.1B BD Medical $4.3B BD Diagnostics $2.7B By Segment: By Geography:
- 38. 38 BD Medical Focuses onproviding innovative solutions to reduce the spread of infection, enhance diabetes treatment and advance drug delivery. Customers Served • Hospitals and clinics • Physicians’ office practices • Consumers and retail pharmacies • Governmental and nonprofit public health agencies • Pharmaceutical companies • Healthcare workers Products • Needles and syringes • Intravenous catheters • Safety-engineered and auto-disable devices • Prefillable drug delivery systems • Prefilled IV flush syringes • Insulin syringes and pen needles • Regional anesthesia needles and trays • Sharps disposal containers • Closed-system drug transfer devices • BD Simplist™ line of ready-to-administer prefilled injectables • Medication workflow solutions
- 39. 39 BD Diagnostics Focuses onimproving quality, increasing productivity and ensuring flexibility to help laboratories guide medical decisions. Customers Served • Hospitals, laboratories and clinics • Reference laboratories • Blood banks • Healthcare workers • Public health agencies • Physicians’ office practices • Industrial and food microbiology laboratories Products • Integrated systems for specimen collection • Safety-engineered blood collection products and systems • Automated blood culturing systems • Molecular testing systems for infectious diseases and women’s health • Microorganism identification and drug susceptibility systems • Liquid-based cytology systems for cervical cancer screening • Rapid diagnostic assays • Plated media • Microbiology laboratory automation
- 40. 40 BD Biosciences Focuses oncontinually advancing the science and applications associated with cellular analysis. Customers Served • Research and clinical laboratories • Academic and government institutions • Pharmaceutical and biotechnology companies • Hospitals and reference laboratories • Blood banks Products • Fluorescence-activated cell sorters and analyzers • Monoclonal antibodies and kits for cell analysis • Reagent systems for life science research • Cell imaging systems • Cell culture media and supplements for biopharmaceutical manufacturing
- 41. 41 FY2013 Shared ValueOutreach • Pursue our purpose through long-standing relationships with non-governmental organizations. • Corporate grants, product donations, volunteer service initiatives and disaster relief programs • Donate time, technical expertise and resources • Contributions: ~$11 million – Product donations: $5.1 million (fair market value) – Cash support: >$5.9 million, including $940,000 in matching gifts
- 42. 42 FY2013 Shared ValueOutreach Associate engagement programs: – International volunteer opportunities: • BD Volunteer Service Trip Program • BD/PEPFAR Lab Strengthening and Safe Blood Collection Programs – Henry P. Becton Volunteer Impact Awards Program – Paid-time off for Volunteer Community Service hours (U.S.) – U.S. Matching Gifts Program: $940,000 to match associate giving
- 43. 43 FY2013 – TopCorporate Contributions* 1. AmeriCares* 2. Catholic Medical Mission Board* 3. Heart to Heart* 4. Project HOPE* 5. Direct Relief International* 6. National Cancer Coalition* 7. U.S. Fund for UNICEF 8. Joint Commission’s Center for Transforming Healthcare 9. GHESKIO TB Hospital, Haiti 10.Accordia Global Health Foundation
- 44. Awards and Recognitions:Highlights 44