*Key issues and obstacles to effective healthcare delivery in Asia *Expectations, focus and strategy for healthcare delivery to consumers *Aligning human skill sets, processes and technology for effective delivery *Deciding '”what's next?” and starting points

1. OPTIMIZING SKILL SETS, PROCESSES AND TECHNOLOGY TO BOOST THE EFFECTIVENESS OF HEALTHCARE DELIVERY TO CUSTOMERS Case studies, Concepts, and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com

3. Summary: Today’s presentation 1. Solution Model 2. Strategy 3. Resources www.myCNI.com.my www.OOBEY.com

6. Income Groups Expensive, cutting edge, private funds Government priority, high subsidy, rural stations, cheap No money for high-end, no access to low-end www.myCNI.com.my www.OOBEY.com Urban, Affluent Middle Class Poor, Rural

7. Our Role? Healthcare Industry Customers, Patients Main Healthcare Providers Delivery Request Request Service Request Service www.myCNI.com.my www.OOBEY.com

8. What is the Business Model? USP Market Discipline Profit Model www.myCNI.com.my www.OOBEY.com

9. What is the Healthcare Model? USP Market Discipline Funding Model www.myCNI.com.my www.OOBEY.com

12. Intro: Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com

13. Summary: Today’s presentation 1. Solution Model 2. Strategy 3. Resources  Done www.myCNI.com.my www.OOBEY.com

14. Set the Strategies www.myCNI.com.my www.OOBEY.com

22. Side Note: Disruptive Innovation Performance Time *The Innovator’s Solution, Clayton M. Christensen www.myCNI.com.my www.OOBEY.com Performance that customers can absorb or utilize Performance of present technology driven by sustaining technological improvements New Performance trajectory

25. Side Note: Disruptive Innovation Ability to Diagnose and Treat *Will Disruptive Innovations Transform Healthcare, 19 August 2001, John W. Kenagy, MD www.myCNI.com.my www.OOBEY.com General Hospital Inpatient Specialty Hospital Inpatient MD Outpatient Non MD Outpatient Alternative Care

26. Healthcare Objectives Main Healthcare BSC www.myCNI.com.my www.OOBEY.com Strategy Customer Who do we define as our customer? How do we create value for our customer? How do we enable ourselves to grow and change, meeting ongoing customer needs Employee Learning and Growth Internal Process To satisfy customers while meeting budgetary constraints, at what business processes must we excel? Financial How do we add value for customers while controlling costs?

27. Healthcare Industry BSC Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” www.myCNI.com.my www.OOBEY.com Internal Process “ To satisfy our customers, in which internal business processes must we excel?" Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?

28. Linking BSC to Strategy Revenue Growth Base Retention Share Gain Positioning Adjacent Market New Business Operational Excellence Product Leadership Customer Intimacy Competencies Information Systems Motivation, empowerment, alignment Financial Learning & Growth Internal Process Customers Investment Strategy Productivity Market Value www.myCNI.com.my www.OOBEY.com

29. Segmentation vs. Solution Model Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com

32. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com

33. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com

35. Summary: Today’s presentation 1. Business Model 2. Strategy 3. Resources  Done  Done www.myCNI.com.my www.OOBEY.com

36. Optimizing Resources to Meet Strategy www.myCNI.com.my www.OOBEY.com

37. Alignment: 4-Wheels Service Model Principles Model Strategy www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person

48. Alignment: Framework Principles Model Strategy www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person

49. Example: Inpatient -> Outpatient for Rural Ethnic H/C Workforce ↑ Nurses and para-medical staff Increased competence Continuing education for staff Clear referral policies Reward for performance vs. input Expand specialist services in periphery Government funds Clarity of roles Ensure protection and value for money Regulate Basic facilities in all areas Technology: robust and withstand electrical fluctuations Routine maintenance, replacement, renewal Expand insurance coverage In-store clinics www.myCNI.com.my www.OOBEY.com

50. Example: Patient-centered Healthcare to ↓ Costs Quality of Patient decision making Education to change mind-set Skills to make decisions Training patients with chronic diseases Reward providers who push patients Measures to focus on patient competency Definition of roles Tools to make decisions System to capture patient experiences and consequences www.myCNI.com.my www.OOBEY.com

51. Different types of Patients Self Reliant Need Help Seek Change Seek Stability Searchers Collaborators Streamliners Delegators www.myCNI.com.my www.OOBEY.com

52. End Notes www.myCNI.com.my www.OOBEY.com

53. Activity Grid to optimize resources www.myCNI.com.my www.OOBEY.com Eliminate (-) What are features/ activities/services to eliminate? Reduce (↓) What are features/ activities/services to reduce? Create (+) What are features/ activities/services to introduce? Increase ( ↑) What are features/ activities/services to increase?

57. Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com