2019 Global Health Care OutlookShaping the future
Staffing can represent up to
70% of a hospital’s cost
Recruiting, developing, and retaining top talent
Top issues
As data is becoming the new health care currency, protecting it will be key
Clinical innovations, digital interconnectivity, and market complexity is heightening the need for new government policies, regulatory oversight, and risk management in health care
Cybersecurity currently heads the list of regulatory issues for many health care leaders
Maintaining regulatory compliance and cyber security
Volume of dataInteroperabilityConnected devicesQualitySafetyCyberPrivacy
Experiencing a crisis teaches organizations to avoid them
Leaders need more development for crisis management
Confidence outstrips preparedness
Being at the ready significantly reduces the negative impact of a crisis
Third parties are part of the problem—and the solution
Crises are on the rise. Are organizations prepared?
increased demand/heavy workload
poor work/life balance
declining morale
well-being concerns
Causes of current staffing issues:
Three dimensions shaping the future of work
AI
Cognitive tech
Robotics
What work can be automated?
Telehealth
Digital medicine
Remote monitoring
Where is the work done?Clinical recruitment
Alternative models
Who can do the work?
Part-time
Contractors
Freelancers
Crowdsourced
Automated
Key point—innovative approaches to workforce planning, recruitment, skills development, and technology use will be key for the future of work
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There is an exponential increase in the pace and scale with which digital health care innovations are emerging Digital innovation impacting more
than just clinical—also impacting back-office operations like supply chain, finance, revenue cycle, HR
Digital technologies are supporting health systems’ efforts to transition to new models of patient-centered care and “smart health” approaches to driveinnovation, increase access and affordability, improve quality, and lower costs.
Digital innovations that are helping reshape the future of health care by making health care delivery more efficient and more accessible
How is digital helping?
Investing in digital innovation and transformation
Blockchain
Cloud-basedcomputing
VirtualhealthRobotic process
automation (RPA)
Cloud-based software as-a-service (SaaS)
AI
Robotics
Digital and virtual reality
Internet of Medical Things (IoMT)
diagnosis & treatment
quality
speed & accuracy
accelerating the development of new drugs and devices
personalization
self-service
patient experience
training
Digital innovation is supporting and augmenting workers and not replacing them. It is allowing highly trained resources to focus on more valuable, patient-facing activities.
Creating financial sustainability in an uncertain health economy
emergence of personalized medicine
exponential technologies
disruptive competitors
expanded delivery sites
revamped payment models
Health care spending in 2019 will likely be driven by the shared factors of:
aging and growing populations
developing market expansion
clinical and technology advances
rising labor costs
Financial disruptors
How are providers addressing this issue?Health technology
Health technology sector is expected to reach USD $280 billion by 2021, at a CAGR of 15.9% between 2016–2021
Mergers, acquisitions, and partnering
Vertical and horizontal
Alternative revenue sources
Digital technologies can improve engagement, enable convenience-driven access to care, and nurture a two-way relationship for the long term
Patient engagement strategies—digital health, telehealth, wearable monitoring and fitness devices, online resources, social media
New players in this area—consumer, retail, and technology sectors
There is emerging support for moving away from a reactive approach to chronic care management, in which coordination between stakeholders, therapy, and care is limited or ad hoc, to a proactive model in which engagement tools and support bolster both patients and health care providers
“Nudging”—a change in the way choices are presented or information is framed that alters people’s behavior in a predictable way without restricting choices—in increasingly seen as an option to help with patient adherence.
Adapting to changing consumer needs, demands, and expectations
Patients and caregivers appear to be demanding change. Dissatisfied with poor service and lack of transparency around price, quality, and safety, today’s health care consumers are expecting solutions that are coordinated, convenient, customized, and accessible.
Transformation to value and
outcomes-based health care
Using new care delivery models to improve access and affordability
64% of consumers point to convenience and access as important benefits of virtual health
improved patient access to care
staying connected with patients and their caregivers
improved patient satisfaction
Virtual healthBarriers of virtual health
Physicians’ top benefits:
A successful value-based payments strategy likely requires: virtual health/telehealth
wearables
sensors, biometrics
Technology is helping in this transition:
Continued transition from volume-based/fee-for-service (FFS) models
to value-based care (VBC)
Social determinants of health often have a greater impact on health outcomes than does health care
payer/provider collaboration
sharing of patients’ health data
IT and analytical support
lack of reimbursement
complex licensing requirements
high cost of the technologies
reliability/errors
privacy & security
Social determinants
of health factors
Socioeconomic status
Employment
Social care networks
Education/physical environment
Neighborhood
Health care access
is projected to reach
$10.059 trillion by 2022
2.9% 2013-2017
5.4% 2018-2022
Factors impacting health care costs
The need to partner with other sectors such as employment, housing, education, and transportation to address the social determinants of health, and with new sectors such as retail, banking, and technology giants to improve data and platform interoperability
“Superclusters” of public-private providers, payers, and market disruptor using a smart health community approach to collectively drive innovation, increase access and affordability, improve quality, and lower costs through more efficient delivery models.
Shifting the focus from ‘sick’ care to one of ‘health’ care, supported by:
Annual growth
rate
Global health care spending continues to increase dramatically
life expectancy continues to climb—number of people aged over 65 globally is more than 668 million, or 11.6%, of the total global population
Informed and empowered consumers
Change agents and active caretakers of their health who have high expectations of their health care ecosystem
These consumers will likely be “pulling” solutions rather than being “pushed” services (move from B2C to C2B).
How will stakeholders respond?
use innovative technologies and personalized programs to engage with consumers and improve the patient experience.
data interoperability, security, and ownership moves to the forefront
health care delivery and mobility may radically alter everything from the site of care to who delivers care and how.
winning the fight against communicable diseases
non-communicable diseases (NCDs)—most prominently, cancer, heart disease, and diabetes—continue to grow
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Spending is expected to continue to be uneven
Health care per person by 2022
$11,674 United States $54 Pakistan
Well-being Prevention Early intervention
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