Adopting New Business Models

Transcription

1 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

2 Dark forces? Bold new horizons Your Customer Why your Customer struggles to boldly explore new horizons

3 Life does exist South of the Bombay s

4 Tone from the top

5 Dark forces at play - Sustainability Constant Pressure, greater targets, stagnating funding. Growing expectations, from a more demanding public.

6 Dark forces at play Political Risk Political Risk, both locally and nationally as communities hold onto outdated services.

7 Dark forces at play - Inertia The business model of public health has taken decades to find an equilibrium at its current state.

8 Dark forces at play - Tribalism Professional groups struggle to share territory which they have fought and won over many years of successful practice.

9 Dark forces at play Silo Thinking

10 Dark forces at play Change Fatigue

11 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

12 Challenging sector?

13 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

14 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

15 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.

16 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%

17 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.

18 Opportunities where MegaTrends meet

19 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 bigdata enabled productivity gains(1). (2) (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) (3)

20 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

21 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

22 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.

23 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. Healthcare_PersonCentred Care_tcm pdf

24 Move from Hospital to Person centric Get the end consumer more involved with their care and their families care People Tertiary Secondary Primary & Community Family Whanau Natural Supports Primary and Community Secondary Patients Tertiary

25 No more money = Status Quo 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

26 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.

27 HealthShares response Resistance to change is NOT managed / mitigated / reduced / worked-around. Resistance to change is embraced / welcomed / supported / engaged. HealthShare

28 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

29 Remember why YOU care? We all need high quality health and care services Ultimately we are all customers of our own solutions its not IF but WHEN Nothing about me without me