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

Life does exist South of the Bombay’s

Tone from the top

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Political Risk, both locally and nationally as communities hold onto outdated services.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 – Silo Thinking

Dark forces at play – Change Fatigue

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

Challenging sector?

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.

Opportunities where MegaTrends meet

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

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