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Healthcare Disrupted

Healthcare Disrupted

by Anne O'Riordan, Jeff Elton
Publisher: Wiley
Release Date: February 2016
ISBN: 9781119171881
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Book Description

“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.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Preface
  5. Acknowledgments
  6. Introduction
    1. Then, Now, and Potential
    2. Emerging Models
    3. Disrupting and Reshaping Responsibly
  7. Part I: The Tsunami of Change
    1. Chapter 1: Why and How the Healthcare Industry is Changing So Rapidly
      1. Opportunities
      2. The Signs of Change
      3. A Closer Look at Healthcare Reform
      4. Real Reform: Why This Time Will be Different
      5. From Reactive to Proactive
    2. Chapter 2: Strategic Choices no Healthcare Company Can Avoid
      1. Market Positioning: “What Market Will My Organization Seek to Shape and What Will it Take to Influence that Marketplace?”
      2. Differentiating Capabilities: “What Internal and External Capabilities does My Organization Need in Order to Gain and Maintain a Leading Market Position?”
      3. Performance Anatomy: Pivoting the Operating Structures to Patients and Ensuring Differentiating Capabilities
      4. A Responsibility for Your Company's Future
  8. Part II: From Strategy to Value with New Business Models
    1. Chapter 3: Old Models and New
      1. A Profile of the Old Way (The Starting Point for Many Organizations)
      2. Fundamental Shifts in the Operating Environment
      3. The New Models Array Themselves on Value and Payment Dimensions
      4. The Emerging Business Models
      5. Hybrids and Other Novel Solutions
    2. Chapter 4: Lean Innovators
      1. The Generic Chassis and How It Evolved
      2. Shifting Opportunities and Rising Pressures
      3. Enter The Lean Innovator Model
      4. Early Challenges to the Lean Innovator Model
      5. The Techniques of a Lean Innovator
      6. The “lean” Operating Model Position: Execution, Execution, Execution
      7. Lean Innovators: Spoilers or Value Vanguard?
    3. Chapter 5: Around-the-Patient Innovators
      1. Identifying Unmet Needs
      2. Innovating to Meet Needs, Fill Gaps
      3. Examples of Emerging Around-the-Patient Innovators
      4. The Questions That Around-the-Patient Innovators Ask and Why They Ask Them
      5. The Around-the-Patient Operating Model: Innovating the Therapy and Patient Care
      6. Around-the-Patient: New Commercial Model or Value Vanguard?
    4. Chapter 6: Value Innovators
      1. A Mindset Shift (“Health” as Opposed to “Disease”)
      2. Value Innovators: The “living” Service Providers
      3. Better Operators: Examples of Emerging Value Innovators
      4. How to Succeed as a Value Innovator
      5. Suites of Solutions
      6. The Value Innovator Operating Model is Integrated, Digital, and Services- and Outcomes-Centric
      7. The Value Innovator: Value Partner and Services Provider
    5. Chapter 7: The New Health Digitals
      1. Digital Gone Healthcare
      2. Healthcare Gone Digital
      3. Start-Up Digitals
      4. Digital Economics in Healthcare
      5. Implications Now, Soon, Later On
      6. Working With The New Health Digitals
      7. Health Digitals Positioning, Capabilities, and Anatomy
      8. The Health Digitals: Disruptions and New Foundations
  9. Part III: Building New Organizations
    1. Chapter 8: Toward a New Model of Collaboration and Competition
      1. Critical Innovations from “Without”
      2. Value Innovating With Your Customers
      3. Driving Convergence: At The Intersection of Therapeutics, Devices, and Process
      4. Mapping Big Digital: Where Digital Consumer and Digital Healthcare Meet
      5. Competition: Protecting The Business
      6. Change Catalyzing Collaboration Catalyzing Change
    2. Chapter 9: Talent Strategy for the New Healthcare Ecosystem
      1. Transforming Through Talent
      2. Recruiting
      3. Onboarding
      4. Skills to Create Value
  10. Part IV: Looking Back—Looking Forward
    1. Chapter 10: A New Age of Healthcare—Placing Patient and Value at the Center
      1. New Future
      2. New Language
      3. New Economics
      4. Your Starting Point, Your Strategies
  11. Glossary
  12. About the Authors
  13. Index
  14. End User License Agreement