Hirslanden: Lessons learned during COVID-19 · THE PHYSICAL AND DIGITAL «CONTINUUM OF CARE» Healthcare & Agile Symposium 2020. 19 ... hospital and corporate operational leadership

AGENDA

17 June 2020 Healthcare & Agile Symposium 2020 2

MEDICLINIC & HIRSLANDEN2

CONTINUUM OF CARE3

THE COVID-19-PANDEMIC4

CONCLUSION5

INTRODUCTION1

WELCHE POTENZIALE ERÖFFNEN NEUE ORGANISATIONS- UND ZUSAMMENARBEITSFORMEN UND

WIE LASSEN SICH DIESE KONKRET REALISIEREN?

INTRODUCTIONMEIN AUFTRAG

3

Im Generellen?→

In der COVID-19-Situation?→

Healthcare & Agile Symposium 202017 June 2020

PRE-COVID-19-PHASE COVID-19-PHASE POST-COVID-19-PHASE

OPPORTUNITIES FOR NEW ENTRANTS

INTRODUCTION

So

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e:

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30

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17 June 2020 4

GLOBAL HEALTHCARE MEGATRENDS

Healthcare & Agile Symposium 2020

MEDICAL APPROACH One-size-fits-all

Fragmented, one-way

Provider-centric

Centralised, hospital-based

Invasive

Procedure-based

Treating sickness

Intransparent / exclusive

Personalised medicine

Integrated, multiway

Patient-centric

Decentralised, outpatient, home-based

Less invasive

Outcomes-based

Preventing sickness

Fully transparent, rated and empowered

DIALOGUE

FOCUS

LOCATION

TREATMENT

COST

OBJECTIVE

TRANSPARENCY

INTRODUCTIONIMPACTING THE ENTIRE SPECTRUM OF CARE

INTRODUCTION

17 June 2020 6

HEALTHCARE & CLIENT EVOLUTION


INTRODUCTIONTHE FUTURE IS NOW

AGENDA


INTRODUCTION1

CONTINUUM OF CARE3


CONCLUSION5


CHARACTERISTICS KEY TO OUR SUCCESS

MEDICLINIC & HIRSLANDENSTRATEGIC INTENT

917 June 2020 Healthcare & Agile Symposium 2020

MEDICLINIC & HIRSLANDEN

17 June 2020 10

OUR PURPOSE & VISION

TO BE THE PARTNER

OF CHOICE THAT

PEOPLE TRUST FOR ALL

THEIR HEALTHCARE NEEDS

TO CREATE VALUE EVERY DAY BY PROVIDING COST-

EFFICIENT, QUALITY CARE AND

OUTSTANDING CLIENT EXPERIENCES.

TO ENHANCE

THE QUALITY OF LIFE



17 June 2020 11

OUR VALUES


SERVICE APPROACH KEY TO OUR SUCCESS:


17 June 2020 12

THE VALUE EQUATION




GROUP REVENUE

HIRSLANDEN

(47% of Group)

MEDICLINIC MIDDLE EAST

(24% of Group)

MEDICLINIC SOUTHERN AFRICA

(29% of Group)

3 693 CHFm

(in FY20)


17 June 2020 14

COMPETITIVE ENVIRONMENT

CO

RP

OR

AT

E

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VE

LB

US

INE

SS

UN

IT L

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EL

0

CO

MP

ET

ITO

RS


AGENDA


INTRODUCTION1



CONCLUSION5

CONTINUUM OF CARE3

CONTINUUM OF CARE

Me

dic

lin

ic’s

co

ntin

uu

m o

f ca

re m

od

el

17 June 2020 16

PRINCIPLE BEHIND CONTINUUM OF CARE

Become an integrated healthcare provider across the continuum of care

RECOVER

CARE

ENHANCE

PREVENT


CONTINUUM OF CARE

17 June 2020 17

INTERNATIONAL CONTINUUM OF CARE

RE-POSITIONING OF MEDICLINIC AND ITS DIVISIONS BEING

PREDOMINANTLY A PROVIDER IN THE ACUTE CARE INPATIENT

HOSPITAL SETTING TOWARDS AN INTEGRATED HEALTHCARE

PROVIDER ACROSS THE CONTINUUM OF CARE


CONTINUUM OF CARE

17 June 2020 18

DIVISIONAL CONTINUUM OF CARE

THE PHYSICAL AND DIGITAL «CONTINUUM OF CARE»


19

WHAT IS OUR COMPETITIVE ADVANTAGE ON CORPORATE LEVEL?

EXCELLENT CONCEPTION, CONFIGURATION AND COORDINATION OF THE

PHYSICAL AND DIGITAL CONTINUUM OF CARE FOR THE SWISS POPULATION

WHAT IS OUR COMPETITIVE ADVANTAGE ON BUSINESS UNITS LEVEL?

EXCELLENT SPECIALISED DIAGNOSTICS, CONSULTING AND TREATMENTS PER BUSINESS UNIT

BUSINESS

UNIT

BUSINESS

UNIT(in development)

DIGITAL

HEALTH

COOPERATIONS

PREVENTION DIAGNOSTICS:

(LAB & RAD)PRIMARY

CARE / GP

BUSINESS

UNIT

DAY CASE

CLINICS

BUSINESS

UNIT

HOSPITALS REHABILI-

TATION

HOME CARE

THE CLIENT JOURNEY

STRATEGIC

ALLIANCE &

COOPERATIONS

KEY PARTNERS & RESOURCES: HEALTH PROFESSIONALS

COOPERATIONS COOPERATIONS

17 June 2020

CONTINUUM OF CARE: OPERATIONAL MODEL


CONTINUUM OF CARE

20

STRATEGIC ALLIANCE: COOPERATION WITH

• Growth in primary care,

pharmacies and outpatient

rehabilitation along the continuum

of care

• Easy access to / cooperate with:

• Specialized Doctors

• Hospitals & Day Clinics

• Specialised Radiology

17 June 2020

• Growth in hospital medicine

specialized day care and radiology

along the continuum of care

• Easy access to / cooperate with

• Primary care providers

• Pharmacies

• Outpatient rehabilitation

• Best quality and affordable health

care along the CoC

• Integrated and transparent health

care

• Unconditional customer orientation

POPULATION

Client journey and the benefit


STRATEGIC ALLIANCE WITH

CONTINUUM OF CARE

17 June 2020 21

EXAMPLE: CLIENT JOURNEY

EXCELLENT CONCEPTION, CONFIGURATION AND COORDINATION OF THE

PHYSICAL AND DIGITAL CONTINUUM OF CARE FOR THE SWISS POPULATION

DIGITAL

HEALTHPREVENTION DIAGNOSTICS:

(LAB & RAD)PRIMARY

CARE / GP

DAY CASE

CLINICS

HOSPITALS REHABILI-

TATION

HOME CARE

? ?


CONTINUUM OF CARE

17 June 2020 22

SERVICE DEVELOPMENT & MANAGEMENT

Treatment pathways

Musculoskeletal diseases

Back pain

Arthrosis hip

Arthrosis knee

Shoulder pain

Inflammatory Arthritis

Cardiovascular diseases

Atrial fibrillation

Hypertension

Heart Failure

Coronary heart disease

Neurological diseases

Stroke

Parkinson

Dementia

Tumour diseases

Colon Cancer

Breast Cancer

Prostate cancer

Lung Cancer

Other selected services

Diabetes

Chronic renal insufficiency

Inflammatory bowel movements

Prevention

Sports Injuries

Elderly people

Medical model for performance differentiation per client journey

Service model for service differentiation along the client journey

Services Standard WZW Premium

(added value VVG)

Choice of doctor and therapist No: according to availability Yes

Allocation of appointments as desired No: arranging appointments according to medical urgency Yes

Health Care Coaching (Doctor's recommendation according to ranking) No Yes

Access to medically newest and innovative treatment methods No: according to WZW standard Yes

Additional medical, nursing & therapeutic services No: according to WZW standard Yes

Hotellerie & Gastronomy No Yes


AGENDA


INTRODUCTION1


CONTINUUM OF CARE3

CONCLUSION5


LESSONS LEARNED4.1

THE COVID-19-PANDEMIC

IMPLICATION ON STRATEGY EXECUTION

24

February March April May June

LESSONS LEARNED


IMPLICATION ON STRATEGY EXECUTION

THE COVID-19-PANDEMIC AND ITS

IMPLICATION ON STRATEGY

EXECUTION:

• During the COVID-19-pandemic we

were able to make many valuable

«lessons learned» (how can we do

things differently/better in the

future?)

• We now have to combine those

«lessons learned» with our pre-

COVID strategy

• Continue with the planned strategy,

but lessons learned must be

incorporated into the plan

AGENDA


INTRODUCTION1


CONTINUUM OF CARE3

CONCLUSION5


LESSONS LEARNED4.1

LESSONS LEARNEDEXAMPLES

17 June 2020 27

Many examples of lessons learned during

COVID-19Focus today: 6 lessons learned

1. Excellent patient work is highly depending on

individuals in the hospitals

2. Continuous exchange with health professionals is

key

3. The business unit management has to adhere to

local requirements in the first line

4. Fast and regular communication and dialogue by

digital tools supports trust by patients, health

professionals, employees and management

5. By offering telemedicine and digital services, the

relationship with patients gains market share

6. Successful collaboration was possible due to well-

trained, fully dedicated medical staff ad strong

hospital and corporate operational leadership facing

the crisis with determination and expertise

LESSONS LEARNED

• Excellent patient work is highly depending on individuals

• Hospital business is local business, highly depending on the local, social and

political environment

• The close, honest and reliable relationship with our doctors and health

professionals increased our brand value

• Local political relations per Canton are very important

• Communication and dialogue by digital tools supports trust by management,

employees and doctors

• The relationship with patients by offering telemedicine and digital services gains

market share

• To be closer to our customers and patients in order to serve better their needs

throughout their entire life

• Become leaner and more agile and get rid of some ballast

• By reducing project work, personnel costs can be either reduced or staff can be

used for pushing initiatives with the high potential of new revenue (e.g. digital

health, prevention, genomics etc.)

• Improving efficiency in back-office functions by automation

• Travelling for business purposes can be significantly reduced

• Home Office will continue as an option for employees even after the Corona

pandemic

• Group-wide clinical exchange was and is a corporate surplus

• Group-wide procurement organisation was and is a corporate surplus

• Group-wide finance organisation was and is a corporate surplus

• Etc.


LESSONS LEARNEDEXCELLENT PATIENT WORK

17 June 2020 28

Patient Work Lesson Learned

• Excellent patient work is highly depending on individuals in the

hospitals

• The lead and accountability for working with / on the patient lies

clearly in the units

• Learn from those who went through the crisis before

• The exchange with the Clinica Luganese Moncucco was

valuable for scenario planning, processes and clinical exchange

Learning:

• In general: Don’t reinvent the wheel

• The corporate management formulates rough guidelines, which

the unit management then adapt to their local conditions

Clinica Luganese Moncucco

LESSONS LEARNED


LESSONS LEARNEDCONTINUOUS EXCHANGE IS KEY

17 June 2020 29

Continuous exchange with health professionals Lesson Learned

• Continuous exchange with health professionals is key

• There is still limited evidence around the different issues of

COVID-19 (PPE, diagnostics, treatment, etc.)

• Broad support for clinical recommendations is needed but there

are many eminences around

• «Doctors’ Update»: communicate locally operative actions and

create a nation-wide overview/planning security centrally

Learning:

• Unit management: close and continuous contact to health

professionals, differentiate political statements from clinical

insight,

• Corporate management: create planning security


LESSONS LEARNEDHOSPITAL BUSINESS IS LOCAL BUSINESS

17 June 2020 30

Vision: Hub & Spoke Model Lesson Learned

• In principle we follow the «Hub & Spoke Model» per delivery

region

• Right in the beginning of the lockdown it became obvious that

cantonal, governmental and scientific national policies are

contradicting

• International policies were interfering with some items of the

regulations as well

• Therefore policies were changed in recommendations and

applied where cantonal policies were missing

Learning:

The unit management has to adhere to local requirements in the

first line


LESSONS LEARNEDCOMMUNICATION

17 June 2020 31

Communication Lesson Learned

• Fast and regular communication and dialogue by digital tools

supports trust by patients, health professionals, employees and

management

• As a team we are stronger: the units and the corporate staff

unite their forces and work together → local and group

perspective come together

Examples:

• Immediate introduction of our employee App «Beekeeper» was

initiated centrally (corporate management), developed and

implemented togetherMailing to all our clients

>65 years to introduce the

«Hirslanden Healthline»


COMMUNICATIONEXAMPLES

17 June 2020 32

HIRSLANDEN WEBSITE

HIRSLANDEN HEALTHLINE

VIDEO INTERVIEWS WITH DOCTORS

SOCIAL MEDIA


LESSONS LEARNEDTELEMEDICINE & DIGITAL SERVICES

17 June 2020 33

Vision: physical and digital continuum of care Lesson Learned

• By offering telemedicine and digital services, the relationship

with patients gains market share

• The corporate management is accountable for the orchestration,

whereas the commitment and the execution need to be

managed on business unit-level

«Hirslanden Healthline»: implementation in one week

Centered around the provider Centered around the patient


LESSONS LEARNEDIN GENERAL

17 June 2020 34

Advantages Corporate Office and Business Units?

Prof. em. Dr. Müller-Stewens 2016, Professor at University St. Gallen

Lesson Learned

• Impressive, how fast we were able to work together as a cross-

functional crisis team – both at hospital and corporate office

level

• Collaboration ensured operations remain as effective and

efficient as possible

• Successful collaboration was possible due to well-trained, fully

dedicated medical staff ad strong hospital and corporate

operational leadership facing the crisis with determination and

expertise

• Outlook: a stronger focus on the Hirslandens’ corporate surplus

is needed


AGENDA


INTRODUCTION1


CONTINUUM OF CARE3


CONCLUSION5

• Switzerland (and Hirslanden) are back to a new normality → our activity level in May compared with our budgets by 100% and will most

probably not drop again

• COVID-19 has shown, that intensive medical treatment for severe and complex conditions will still be requested by patients and provided by

specialised health care professional teams, requiring high-end technology and dedicated infrastructure

• There will always be a need for high-end tertiary medical infrastructure (i.e. «hubs»), for dedicated diagnostics infrastructure and increasingly

for home based physical health care, (i.e. «spokes») → these hubs and spokes are the physical backbone and the heart of the modern

integrated physical and digital continuum of care

• The crisis and the peoples’ related changed behaviour showed that new ways of delivering medical advice and services to people is critical

• People want to reach out to doctors and hospitals without leaving their «comfort zone» (home) → digital health (telemedicine) are key for the future success of

healthcare providers

• New technology and advanced application will open new digital revenue streams and support the demand of the traditional specialised physical diagnostics and

treatments

• To be close to clients, patients and health professionals is key

CONCLUSION

17 June 2020 36Healthcare & Agile Symposium 2020

THANK YOU

DR DANIEL LIEDTKE

CHIEF EXECUTIVE OFFICER

Hirslanden Private Hospital Group:

Hirslanden Klinik Aarau – Klinik Beau-Site, Bern – Klinik Permanence, Bern – Salem-Spital, Bern – Hirslanden Klinik Linde, Biel –

AndreasKlinik, Cham Zug – Klinik Am Rosenberg, Düdingen – Clinique des Grangettes, Geneva – Clinique La Colline, Geneva – Clinique

Bois-Cerf, Lausanne – Clinique Cecil, Lausanne – Klinik St. Anna, Lucerne – Hirslanden St. Anna in Meggen, Lucerne – St. Anna am Bahnhof,

Lucerne – Klinik Birshof, Münchenstein BasEL –Klinik Stephanshorn, St Gallen – Klinik Hirslanden, Zurich – Klinik Im Park, Zurich

www.hirslanden.ch

3817 June 2020 Healthcare & Agile Symposium 2020

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Hirslanden: Lessons learned during COVID-19 · THE PHYSICAL AND DIGITAL «CONTINUUM OF CARE» Healthcare & Agile Symposium 2020. 19 ... hospital and corporate operational leadership