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Quality & technologyA blessing or a curse?
Unamec Symposium27th October 2015
www.pwc.com
Erik CotmanPwC healthcare management consulting
Quality & technologyPwC 2
Quality – Qualité- kwaliteit
October 2015
Quality & technologyPwC
Definition of Quality in healthcare
Effective, evidence based and results in improved health outcomes for individuals and communities, based on need;
Efficient, maximizes resources use and where skills and resources are appropriate to medical need;
Patient-centred, care taking into account the patient wishes;
Accessible & Equitable, timely and affordable health care which does not vary in quality because of personal characteristics such as gender, race, ethnicity, geographical location, or socioeconomic status;
Safe, delivering health care which minimizes risks and harm to service users.
3October 2015
Relative Cost
Healthcare Value
Clinical Outcomes
Patient Centricity
Safety+
+
Source: World health Organization guide “Quality of Care, a process for making strategic choices in health systems ”
PwC
Building blocks for Quality care
4
Partnerships &organisational
alignment
Value Based Healthcare
Innovati0n
Risk management Strategical &
Organisational
Efficient Resource utilisationAccreditation
Sustainable cost reductions
Big Data &Digitalisation
Middelen, Mensen en Organisatie
Sustainable
Quality Care
Governance &
Compliance
Strategy & Business
Model
Healthcare Value
Analysis
Integrated care
Clinical &Operational Excellence
Risk, Quality & FinancialAssurance
Financial Optimization
Technology &
Data
Quality & technologyPwC 5
Medical science and technology has advanced at a rapid pace, did the health care delivery system provide consistently high quality care to all?
October 2015
Healthcare
ExpenditureAffordable, Accessible Quality of
Care
Providing Care, a balancing act
Projected increase in annual healthcare expenditure (in billions) between 2010 &
2040 $200 $200$300$3,50
0
UK Japan US Canada
Quality & technology6PwC
Belgium is a microcosm of what’s happening across the globe
October 2015
Increase in chronic disease
Ageing population
Increasing system costs
Inefficiency and waste
Fragmentation of care
More volume than value
Consumerism
Reform/Talk of reform
7PwC
Health care is at an important turning point to ensure quality of care
• 3 strengths of the Belgian healthcare system: (perceived) Quality, Accessibility and Affordability;
• Risk: less affordability resulting in potential loss of quality and accessibility to our healthcare system;
• High expectations from our populations, that are very well informed;
• Demographic (life expectancy, multi-morbidity), economic (slow economic recovery), medical-technical (innovation) developments put pressure on our healthcare expenditure
• Structural reforms considered by our policymakers (refinancing healthcare, Pay for Quality,...)
Quality & technologyPwC 8
Quality concerns the entire healthcare ecosystem
October 2015
Provider
Producer(MedTech)
Payer(Government)
Quality & technologyPwC 9
Eliminate re-admissions or worse
October 2015
PwC
Enhanced patients Safety with full Traceability
IOM report concluded yearly > 50.000 people die as a result of preventable medical errors with 7.000 due to medication error. These errors result in a 3,5 billion $ cost in US alone
Importance of final check at the bedside
Prevent adverse events
Complete identification according to
standards is a key element of Sustainable &
Quality healthcare
Right medicatio
n
Right dose
Right medical device
Right patient
Right time
Right route
Quality & technologyPwC 11
Patient-centric
October 2015
www.pwc.com/thrivewithcancer
Quality & technologyPwC 12
Bring back house call?
New York Times – 14 October
October 2015
PreventionBeyond Medical diagnose
PwC
Growing needs for prevention Moving from Healthcare to Health
13Source: PwC analysis (2014)
Fitness and wellness is a fast growing market across the globe$1.49 trillion
total global ancillary/wellness market size
$391BGlobal
nutritionmarket
$236.5BSporting
goodsand apparel
$595BWeight loss
industry
$8.02BMobile
health apps
$114BAlternative medicine
$48BMedical tourism
$3.1BWearable
devices
$113. 4BNatural &
organic foods
$109.5BSupplements
$43BNatural and
organicpersonal care &
household products
$125.1BFunctional
foods
$19.4BRPM/
Telemedicine
$78.4BGlobal fitness
industry
PwC
US consumers are ready to abandon traditional care models for more digital, do-it-yourself optionsPercent of US respondents answering “Very likely” and “Somewhat likely” to consider these alternatives:
Check for ear infection
using device attached
to phone
46.9%54.8%
Evaluation of minor skin conditions
Ah
Use an at-home
strep test
58.6%
Source: PwC Health Research Institute, April 2014, “Healthcare’s New Entrants: Who will be the industry’s Amazon.com?”
14
Digital is not a set of channels. It’s a cultural shift in behavior.
This is the new reality also in Belgium.
BEHAVIORAL SHIFT
15PwC
Digital Natives make decisions to engage or not in 1/20 of a second.
Sources: MillwardBrown, Nielsen Norman Group
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SENSOR
DRUG ELUTING DEVICE
SECONDARY DATA USEHeart rate, blood
glucose, etc.
Patch, sensor,watch
Trials, Watson
HealthyCircles
“CONNECTED” APPLICATION
INTERACTION HUB “INDIVIDUAL” APPLICATIONiPhone MyFitnessPal
ECOSYSTEM
Technology Investment – Show Me the Money
Slide 17
Source: Rock Health Funding Database
PwC
Blurring lines between traditional players combined with Digital DNA from new entrants are shaping new Digital Innovation Zones
Healthcare providers
Government
Healthcare payers
Pharmaceuticals and life sciences
Retail and
consumer
Financial services
Telco
Technology
ConsumerPrimary Caregiver
Specialty Caregiver
Family Caregiver
Payer, Employer, other risk-bearing entity
USERS
4
DIGITAL INNOVATION
ZONES
Care Transparency
Digital Therapy & Delivery
Care Coordination
PwC
…and are being enabled and driven by collaborative plays between pharma life sciences and new entrant players
Teva Pharmaceuticals and IBM Partner to Build Global e-Health Solutions on the IBM Watson
Health Cloud
Proteus Digital Health and Otsuka Seek FDA Approval
for World’s First Digital Pill
Roche and Qualcomm join forces for next-gen remote patient monitoring solution
7
Biogen CEO says the biotech aims to develop wearable and ingestible devicesWearables
Novartis to Begin Human Testing of Google’s Smart Contact Lens in 2016
PwC
This fertile ecosystem is attracting diverse, sophisticated new entrants into healthcare
20
3 Telecom
7 Retailers
4 Finance
14Traditional Healthcare Companies
24New
Entrants
12Non
healthcare players
2 Automotive
3 Consumer Products
5 Technology
Fortune 50
Large Conglomerates
Start Ups & Niche Players
Source: PwC Health Research Institute, April 2014, “Healthcare’s New Entrants: Who will be the industry’s Amazon.com?”
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PwC
MedTech needs new services and business models to survive and grow, through radical innovation
22
The Level of Innovation
The degree of technology and business model change determine the level of innovation.
MedTech companies should:
• Be ambidextrous;• Collaborate to get
closer to the patient;
• Measure innovation
Tech
nolo
gy C
hang
e
Business Model Change
Incremental
Break through
Radical
Low
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Becoming the disruptor, not the disrupted.
Move DigitalMove PartnershipsMove Patient CentricMove forward & provide Value
PwC
The term innovation needs redefining in an environment that rewards VALUE – measured in affordable patient outcomes and customer satisfaction – over Volume.
PwC
Thank youwww.pwc.com/us/healthcarenewentrants
www.pwc.com/global-health
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