Healthcare disrupted : next generation business models and strategies

著者

書誌事項

Healthcare disrupted : next generation business models and strategies

Jeff Elton and Anne O'Riordan

Wiley, c2016

  • : [hardback]

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注記

Includes index

内容説明・目次

内容説明

"During a time of tremendous change and uncertainty, Healthcare Disrupted gives executives a framework and language to determine how they will evolve their products, services, and strategies to flourish in a increasingly value-based healthcare system. Using a powerful mix of real world examples and unanswered questions, Elton and O'Riordan lead you to see that 'no action' is not an option-and push you to answer the most important question: 'What is your role in this digitally driven change and how can your firm can gain competitive advantage and lead?'"-David Epstein, Division Head, Novartis Pharmaceuticals "Healthcare Disrupted is an inspirational call-to-action for everyone associated with healthcare, especially the innovators who will develop the next generation of therapeutics, diagnostics, and devices."-Bob Horvitz, Ph.D., David H. Koch Professor of Biology, MIT; Nobel Prize in Physiology or Medicine "In a time of dizzying change across all fronts: from biology, to delivery, to the use of big data, Health Disrupted captures the impact of these forces and thoughtfully develops new approaches to value creation in the healthcare industry. A must-read for those who strive to capitalize on change and reinvent the industry."-Deborah Dunsire, M.D., president and CEO, FORUM Pharmaceuticals Healthcare at a Crossroad: Seismic Shifts, New Business Models for Success Healthcare Disrupted is an in-depth look at the disruptive forces driving change in the the healthcare industry and provides guide for defining new operating and business models in response to these profound changes. Based on original research conducted by Accenture and years of experience working with the most successful companies in the industry, healthcare experts Jeff Elton and Anne O'Riordan provide an informed, insightful view of the state of the industry, what's to come, and new emerging business models for life sciences companies play a different role from the past in to driving superior outcomes for patients and playing a bigger role in creating greater value for healthcare overall. Their book explains how critical global healthcare trends are challenging legacy strategies and business models, and examines why historical leaders in the industy must evolve, to stay relevant and compete with new entrants. Healthcare Disrupted captures this pivotal point in time to give executives and senior managers across pharmaceutical, biopharmaceutical, medical device, medical diagnostics, digital technology, and health services companies an opportunity to step back and consider the changing landscape. This book gives companies options for how to adapt and stay relevant and outlines four new business models that can drive sustainable growth and performance. It demonstrates how real-world data (from Electronic Medical Records, health wearables, Internet of Things, digital media, social media, and other sources) is combining with scalable technologies and advanced analytics to fundamentally change how and where healthcare is delivered, bridging to the health of populations, and broadening the resposibility for both. It reveals how this shift in healthcare delivery will significantly improve patient outcomes and the value health systems realize.

目次

Preface ix Acknowledgments xiii Introduction xvii Then, Now, and Potential xviii Emerging Models xxi Disrupting and Reshaping Responsibly xxii Part I The Tsunami of Change 1 Chapter 1 Why and How the Healthcare Industry Is Changing So Rapidly 3 Opportunities 5 The Signs of Change 6 A Closer Look at Healthcare Reform 7 Real Reform: Why This Time Will Be Different 9 From Reactive to Proactive 19 Chapter 2 Strategic Choices No Healthcare Company Can Avoid 23 Market Positioning: "What Market Will My Organization Seek to Shape and What Will It Take to Influence That Marketplace?" 24 Differentiating Capabilities: "What Internal and External Capabilities Does My Organization Need in Order to Gain and Maintain a Leading Market Position?" 31 Performance Anatomy: Pivoting the Operating Structures to Patients and Ensuring Differentiating Capabilities 37 A Responsibility for Your Company's Future 40 Part II From Strategy To Value With New Business Models 43 Chapter 3 Old Models and New 45 A Profile of the Old Way (The Starting Point for Many Organizations) 47 Fundamental Shifts in the Operating Environment 47 The New Models Array Themselves on Value and Payment Dimensions 51 The Emerging Business Models 52 Hybrids and Other Novel Solutions 60 Chapter 4 Lean Innovators 63 The Generic Chassis and How It Evolved 64 Shifting Opportunities and Rising Pressures 66 Enter the Lean Innovator Model 68 Early Challenges to the Lean Innovator Model 74 The Techniques of a Lean Innovator 76 The "Lean" Operating Model Position: Execution, Execution, Execution 79 Lean Innovators: Spoilers or Value Vanguard? 83 Chapter 5 Around-the-Patient Innovators 85 Identifying Unmet Needs 88 Innovating to Meet Needs, Fill Gaps 94 Examples of Emerging Around-the-Patient Innovators 100 The Questions That Around-the-Patient Innovators Ask and Why They Ask Them 104 The Around-the-Patient Operating Model: Innovating the Therapy and Patient Care 108 Around-the-Patient: New Commercial Model or Value Vanguard? 113 Chapter 6 Value Innovators 115 A Mindset Shift ("Health" as Opposed to "Disease") 116 Value Innovators: The "Living" Service Providers 121 Better Operators: Examples of Emerging Value Innovators 125 How to Succeed as a Value Innovator 127 Suites of Solutions 129 The Value Innovator Operating Model Is Integrated, Digital, and Services- and Outcomes-Centric 129 The Value Innovator: Value Partner and Services Provider 135 Chapter 7 The New Health Digitals 137 Digital Gone Healthcare 139 Healthcare Gone Digital 142 Start-Up Digitals 145 Digital Economics in Healthcare 146 Implications Now, Soon, Later On 147 Working with the New Health Digitals 149 Health Digitals Positioning, Capabilities, and Anatomy 150 The Health Digitals: Disruptions and New Foundations 156 Part III Building New Organizations 157 Chapter 8 Toward a New Model of Collaboration and Competition 159 Critical Innovations from "Without" 161 Value Innovating with Your Customers 162 Driving Convergence: At the Intersection of Therapeutics, Devices, and Process 166 Mapping Big Digital: Where Digital Consumer and Digital Healthcare Meet 170 Competition: Protecting the Business 174 Change Catalyzing Collaboration Catalyzing Change 176 Chapter 9 Talent Strategy for the New Healthcare Ecosystem 179 Transforming through Talent 180 Recruiting 183 Onboarding 186 Skills to Create Value 188 Part IV Looking Back-Looking Forward 191 Chapter 10 A New Age of Healthcare-Placing Patient and Value at the Center 193 New Future 195 New Language 198 New Economics 199 Your Starting Point, Your Strategies 200 Glossary 203 Notes 219 About the Authors 253 Index 255

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