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Imagination at work.
Bram Stolk, PhD MBA, VP Global Research, GE Healthcare March 24, 2015 Washington DC
Interagency Working Group on Medical Imaging
DRAFT – USE LAYOUT TO ADD CLASSIFICATION LABEL
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Source: Accenture Analysis
Global healthcare crisis is rooted in demographic shifts, underserved demand, and rising costs
Aging population in several key markets…
…underserved demand in developing markets…
…more chronic conditions…
…and rising healthcare costs
GE Healthcare March 2016 - 2
Med. imaging disrupted by applications focus Present (Near) Future
Film Competing on HW specs
Digital images Competing on HW specs and ease of use
Application-centric Compute engine driven Commoditized HW Competing on utility
Past
• Hardware migrates to’ good enough’ over time (e.g., Mobisante ultrasound) • Hardware/software gets integrated • Analytics drives new disease specific applications “beyond the image” (e.g., radiogenomics)
Imaging Lab Tests
Data & Analy.
Devices & Sensors
Move beyond hardware, move beyond the image….. GE Healthcare March 2016 - 3
GE Healthcare March 2016 - 4
Healthcare – shifting paradigms
Consumers … bear more risk, demand value
Digitisation …. System-wide connectivity to enable value delivery
New entrants …. creating disruptive models to capture new profit pools
Gov’t policy… enabling the value agenda
Inexorable burden of COST Exponential explosion of DATA
Systemic reactions…
Industry forces…
New paradigms of care …
Customers need solutions for value based, distributed and personalized care
Retail Pharmacy
Dx Imaging Center
Physician Clinic
In-patient Rehab Cardiology
OR
Oncology
Community-Based Care Acute Care Post-Acute Care
Preventive Care
Radiology Out-patient Rehab
Hospital Home Care
GE Healthcare March 2016 - 5
Data, Mobility, cost sens, transparency
Impact of transition on various industry players
Yesterday Today/Tomorrow
• Patients
• Radiologists
• Clinicians
• C-suites
• G‘vmt/payers
• Imaging suppliers
Value based medicine driven by clinical outcomes with patient in center… Understanding of clinical value >> understanding of technological potential
passive Active, co-payments, info
Technology focus (more slices/CT) Value, Disease/care area focus
Procedure max, risk averse Outcome-max, risk vs. benefit
Focus outside of medicine Optimisation of clinical operations
Hospitals, Input cost Out-patient Rx, Value-based outputs
Modality/technology focus Clin outcomes, solutions, less cost
6
Evolution of Medicine... Towards personalized Medicine
outcome
time
Attr
ibut
es • Every Patient Unique
• Very Expensive • Quality Highly Variable • Highly Trained physician • Long Apprenticeships • No process • Knowledge in physician
2000
• Disease-Centric Standards of Care • Costs reduced • Quality Controlled • Follow Task Directions • Task Spec. Knowledge • Knowledge in Ds Team
2005
Rapid expansion of know-how, skills and technology
Horizon 1 Craft Medicine Horizon 2
Disease Management
• Patient Centric • Genetically determined • Follows process • Quality Optimized • Continuous Training • Work in Teams • All knowledge
Horizon 3 Gene stratified Individualized care
individualized medicine needs continuous / rapid knowledge expansion
2010
GE Healthcare March 2016 - 6
Despite regional nuances, the global health system will likely apply common levers to achieve three core goals
…at lower costs
More access to care…
…with better outcomes…
Levers
Goals Technical innovation and automation
Change care channels from centralized hospital to decentralized self-care Pay for outcomes, not inputs;
shift to prevention: disease to health
Changing the Economic Model
Creating Productivity Gain Shifting Healthcare Delivery
Source: Accenture Analysis
GE Healthcare March 2016 - 7
8
Advancements impacting Healthcare Accelerated by changes in technology, consumer expectations and regulatory environments.
Precision Medicine Consumer Focus Medical decision, practices, products tailored to the individual
Increased consumer role in healthcare; demand similar experiences from other industries
1 5
Colossal Clash
New Models of Care
Clinical and consumer health solutions are on-track to collide
Emerging models aim to improve outcomes and decrease costs
2
6
Owning the Journey
New Entrants
Offering products and services along end-to-end patient journey
Non-traditional companies and start-ups are entering healthcare
3
7
Care Anywhere
Data Explosion
New care delivery models are offering care beyond traditional settings
Data liberation due to digital technologies and government initiatives
4
8
‘CapX to OpX’ Cost pressures are driving companies to manage capital efficiently and get the most value out of their investment
10
New Sensing Options New tools and technologies that enable next generation diagnostics
9
Enhanced communication, More computer power, New consumer habits GE Healthcare March 2016 - 8
9
The ‘Birth’ of Opportunity The intersection of healthcare trends are birthing new opportunities to improve healthcare outcomes.
1Acquired by IBM April 2015
New Models of Care Data Explosion
Mercy Health partnered with Explorys1 to manage populations to meet ACO and PCMH goals using Explorys’ analytics platforms
CliniCloud offers a wireless non-contact thermometer and a digital stethoscope that is integrated to Doctor on Demand virtual visits
Care Anywhere Colossal Clash Consumer Focus New Entrants
Uber partnering with Pager, the on-demand app that connects patients to doctors to deliver flu prevention packs and flu shots
1 2 3
Entrance barriers shifting…Proliferation of companies & business models GE Healthcare
March 2016 - 9
10
IWGMI – HCP – Industry…. ….The Opportunity
GE Healthcare March 2016 - 10
IWGMI – HCP – Industry…. ….The Opportunity
Increased Data Access, Enhanced Learning, Innovative Technologies: Improved Patient Care
IWGMI Broad Spectrum
Knowledge
Industry
Technical Innovation
(Academic)
HCP Patient
Care/Data
Data Acquisition
Innovation Sharing
Data Centralization
Improved Patient
Care
GE Healthcare March 2016 - 11
12
IWGMI – HCP – Industry…. ….the actions: ü Establish Cross Functional Workgroups around specific topics -
IWGMI/Industry role in cancer moonshot – need alignment ü Enable and create awareness of cross industry/academia research
grants (e.g. EIBIR) ü Evaluation/Inclusion of Google/IBM(Watson) in workgroups? ü Joint Initiatives to free up academic researchers (vs clinical load) ü Improved workflows in regulatory bodies, enabling faster access to
innovative technologies. ü Joint evaluation of privacy concerns as we head into Big Data
Analytics ü Innovative technology challenge grants – what if we could…
Increased Data Access, Enhanced Learning, Innovative Technologies: Improved Patient Care GE Healthcare
March 2016 - 12
Thank You!