Adopting New Business Models
Understanding dark forces below the waterline
Harnessing person-centered care to co-design the future
Andrew Boyd
Chief Executive – HealthShare Limited
Midland Regional Shared Services Organisation
Dark forces?
Bold new horizons
Your Customer
Why your Customer struggles to boldly explore new horizons
Dark forces at play - Sustainability
Constant Pressure, greater targets, stagnating funding.
Growing expectations, from a more demanding public.
Dark forces at play – Political Risk
Political Risk, both locally and nationally as communities hold onto outdated services.
Dark forces at play - Inertia
The business model of public health has taken decades to find an equilibrium at its current state.
Dark forces at play - Tribalism
Professional groups struggle to share territory which they have fought and won over many years of successful practice.
Dark forces at play – Cost not Value
Historical under-investment in information technology “enablers” Inability to directly link IT investments to smarter ways to deliver services. Where are demonstrable benefits in quality, safety, population health and/ or best use of scarce resources? There is no more money
Why do we care?
We all need high quality health and care services
Ultimately we are all customers of our own solutions… its not IF but WHEN
Carefully planned Disruption is good
Information Technology investment has a role in disrupting business models, health delivery models, care models and social models.
Not so much to disintermediate existing service suppliers, but as an integrator across existing and new business and social models
Digitization can improve health and care
The digital maturity and willingness to adopt among patients is growing and is unlikely to reverse.
Patients are already using more digital offerings every day.
Patients using digital delivery models will accelerate system transformation toward person centric health and care, creating new business opportunities.
Adoption
There is increasing evidence a large proportion of the population will use digital technologies to pro-actively manage their health and wellbeing.
Projected
Increase
247%
116%
166%
366%
Adoption
Future health and care “consumers” will demand more online services and connectivity to existing and new health and care service providers.
The future will require solutions to talk to each other (B2B) as well as directly with patients and their caregivers (B2C).
Costs of storage and communication will continue to fall. Common architecture and data standards will become an even greater critical success factor moving forward.
Mega Trends
Big Data in the Cloud Comparative effectiveness research, clinical decision support system, and dashboards for transparency into clinical data drive over 50% of big-
data enabled productivity gains(1).
(1) McKinsey Global Institute - Big data: The next frontier for innovation, competition, and productivity, June 2011, p50
(2) Siemens Publications - Pictures of the Future Spring 2014, p88 : Booz & Co., Navigating the Digital Future (2013)
(3) Siemens Publications - Pictures of the Future Spring 2014, p88 : IDC, The Digital Universe in 2020 (2012)
(2)
(3)
Mega Trends
Mobile computing & the Internet of Things Healthcare data CAGR 50%+! (1)
(1) McKinsey Global Institute - Big data: The next frontier for
innovation, competition, and productivity, June 2011, p22
Mega Trends
Online communities Aggregation of patient records to provide datasets and insights; online platforms and communities(1)
(1) McKinsey Global Institute - Big data: The next frontier for innovation, competition, and productivity, June 2011, p22
Let the people own “their” data
The cost of data storage,
the ease of data sharing, and
the access afforded to patients by mobile devices means,
Health and Care business opportunities will emerge to support patient controlled and managed data.
Our health journeys across a lifespan
Who better to lead the design of the future of health and care delivery but those that will use it…
Us.
http://www.dnv.com/binaries/
Healthcare_PersonCentred
Care_tcm4-598222.pdf
Move from Hospital to Person centric
Tertiary
Secondary
Primary & Community
Patients
People
Family Whanau Natural Supports
Primary and Community
Secondary
Tertiary
Get the end “consumer” more involved with their care and their families care
Is it:
• Better for the patient? (Evidence)
• Better for the clinician? (Chief Medical Officer)
• Financially better for the organisation? (COO)
• Proven technology? (Demonstration sites, CIO)
• Safe? (Quality & Risk)
• Fits within existing service plans? (Planning & Funding)
• Customer can afford to invest now? (CFO)
• Customer can manage change? (GM Human Resources)
• Benefits can be measured, reported, captured and most importantly reinvested elsewhere? (CEO)
If not, don’t make the sales call
No more money = Status Quo
Merely a better mouse trap won’t cut it
Health and care organisations are complex and increasingly interconnected to each other and patients.
Everything you can do to simplify the change process and help secure the long term benefits of information technology will enable DHB’s to invest.
HealthShares response
Resistance to change is NOT managed / mitigated / reduced / worked-around.
Resistance to change is embraced / welcomed / supported / engaged.
HealthShare
HealthShares response
Navigate local governance
Support regional roadmap
Reinforce national strategy
Common standards and architecture
Chief Medical Information Officer
Chief Technology Officer
Regional Portfolio Management
Regional Project Teams
Regional Co-ordinated services model
Local service delivery