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Digital revolutionizing

While digital technologies are transforming many industries, traditional healthcare still has a long way to catch up.

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Digital revolutionizing

  1. 1. Healthcare 2015 Digital breakout & panel discussion 1, 10.45 Stockholm, Sweden October 1, 2015
  2. 2. McKinsey & Company 2| 2| Contents ▪ Introduction: How digital creates value ▪ Panel discussion: Challenges to implementation ▪ Wrap up
  3. 3. McKinsey & Company 3| 3| The hospital of the future is being shaped by the non-linear convergence of disruptive, “digital technologies” 3D printing Advanced materials Cloud technology The “Internet of Things” Big data and predictive analytics Mobile and social web Next-generation genomics Interactive, gesture-based computing
  4. 4. McKinsey & Company 4| 4| Digital technology creates value in healthcare in five ways Automating manual tasks to improve quality of care and consistency of care and support clinical staff to be more efficient 1 Enabling patients and carers to play a bigger role, which has been shown to improve health, quality of care and reduce costs 2 Allowing real time management of assets and flow to improve operational performance3 Reducing variation: enabling/supporting/ endorsing delivery of best practice care and reduction in errors4 Enhancing connectivity so clinicians and patients no longer need to be co-located, enabling better self care and adherence 5
  5. 5. McKinsey & Company 5| 5| Digital solutions can help address several sources of inefficiency and value leakage in hospitals 1 “Challenging bureaucracy”, NHS Confederation report 2013 2 “Medical Errors, Lack Of Coordination, And Poor Physician-Patient Communication Are Pervasive In Health Systems Of Five Nations (Australia, Canada, New Zealand, UK and US), 2003 Clinical staff spend up to 25% of their time collect- ing, recording or validating data (from all sources)1… …but clinicians report that only 65% of the data they collect is useful and relevant to patient care1 ~16% of healthcare spend is administrative 30% of medical spend is wasteful, for instance 13 - 22% of medical tests are duplicative2
  6. 6. McKinsey & Company 6| 6| Consumer and physician use of digital technology is starting to approach a tipping point and will be a key catalyst for adoption SOURCE: eMarketer, Journal of the American Medical Informatics Association, QuantiaMD, Pew Internet: Mobile 2013, Family Care- givers Online 2013, Health Online 2013; Kantar Media 2013 MARS OTC/DTC Study and Online Behavior Study 2013, Google Searching for health info online Engaging in social media on health Using mobile devices for health Using health-related apps Patients/ Caregivers Physicians 59% 98% 26% 67% 50% 84% 18% 51%
  7. 7. McKinsey & Company 7| 7| Significant value at stake Evolution Accelerate performance Revolution Reimagine care delivery Comprehensively applying existing, proven technologies 15-20% 25-30% End-to-end digitization of clinical processes Spend
  8. 8. McKinsey & Company 8| 8| What does the journey look like? High Low Organizational level of ‘digital excellence’ Low High IT level of ‘digital excellence’ BU-IT alignment on high value decisions enabled through advanced analytics (service-line specific) I IV Launching a few proofs of concept across service lines to prove value and understanding scale constraints II Addressing incentives, culture, workflow integration and other enablers to ensure sustainability Analytics automation – scaling up IT, org and operational capabilitiesIII Identify the value Prove the value Scale capabilities Establish/ sustain culture
  9. 9. McKinsey & Company 9| 9| Key pilot: What if you would digitalize the maternity pathway? SOURCE: Client interviews 1 England, nulliparous women (no previous delivery > 23 weeks) Self-booking ▪ Select provider and book first appointment via portal Increased participation Self-input of data Booking reminder Self-monitoring at home ▪ Video or telephone consultation Increased provider efficiency Early dischargeOptimize working time and staffing ▪ Digitize and link patient records, reduce admin tasks ▪ Track patient flow and adapt staffing Effective com- munity midwifery ▪ Record available on mobile device ▪ Automatic route mapping for home visits Impact estimate Up to 60% of routine, face-to-face antenatal visits to be replaced by self-care +/- remote consultations 7 - 13% reduction in department spend Increased convenience and satisfaction Automated orders for tests ▪ Enter medical history online into shared digital record ▪ Algorithm identifies high risk patients and adjusts time to first appointment ▪ Orders for blood test and scans automatically prepared ▪ Provide equipment and instructions to undertake own tests ▪ Digitize discharge planning and ward rounds ▪ Reminder via email ▪ Do own BP, urine and SPH tests at home, enter results into shared digital record Remote consult- ation EXAMPLE
  10. 10. McKinsey & Company 10| 10| Contents ▪ Introduction: How digital creates value ▪ Panel discussion: Challenges to implementation ▪ Wrap up
  11. 11. McKinsey & Company 11| 11| Our panelists Shantanu Dholakia Ivana Schnur Jaap Maljers Andrew Pumerantz
  12. 12. McKinsey & Company 12| 12| Contents ▪ Introduction: How digital creates value ▪ Panel discussion: Challenges to implementation ▪ Wrap up
  13. 13. McKinsey & Company 13| 13| What it can do Control objects with your thoughts Increase productivity by eliminating paper Detect arrhythmias and improve diagnosis Enable remote diagnosis and management Have a look at the examples of digital technology around the room Invite children to improve motoric coordination Monitor patients hearts easily during their normal routine Provide accessible mental health service and early intervention Motivate chronically ill to adherence to treatment plansMyTherapy Enable integrated care by patient- controlled records Continuously monitor and proactively alert using tele-ICU Use a gaming sensor to create a human movement laboratory Monitor your heart health at home Support self-management and promote shared decision making Connect providers and patients with up-to-the-minute information Continuously measure vital signs and provide it whenever needed Book an appointment and much more Example What it can doExample
  14. 14. McKinsey & Company 14| 14| What operational changes will I need to make to integrate this technol- ogy into my delivery model and effect- tively capture its value? Who will reap the rewards of potential value created? Is my current environment ready for it? Could this drive a true revolution in care delivery and a step-change in my cost curve, or a minor improvement to the status quo? As you experience the solutions at each station, keep a few critical questions in mind