Insights Series Issue 16: "Who are the leaders in digital health?"
The current status of digitization around the globe. We asked healthcare executives to rate their maturity in digitalization.
Insights Series Issue 16 siemens-healthineers.com/ digitalizing-healthcare B6 B6 D1 The New Normal 96 09 OB 00 80 4A 61 6E 6E 65 N NE m SE + Who are the leaders in digital health and what can we learn from them in times of COVID-19? A thought leadership paper on “Digitalizing healthcare” SIEMENS Healthineers Preface The Insights Series The Siemens Healthineers Insights Series is our preeminent thought leadership platform, drawing on the knowledge and experience of some of the world’s most respected healthcare leaders and innovators. The Series explores emerging issues and provides you with practical solutions to today’s most pressing healthcare challenges. We believe that increasing value in healthcare – delivering better outcomes at lower cost – rests on four strategies. These four principles serve as the cornerstones of the Insights Series. Expanding Transforming Improving Digitalizing precision care patient healthcare medicine delivery experience The New Normal The New Normal is a special edition of our Insights Series focusing on the COVID-19 pandemic. This series provides recommendations on how to confront the current SARS-CoV-2 outbreak and its implications, as well as strategies and ideas on how to emerge from the current crisis stronger, more resilient, and better prepared to address the healthcare challenges that lie ahead. Please visit siemens-healthineers.com/insights-series Introduction Digitalization continues to transform our world. The According to data from a survey prepared and conducted industries at the forefront of the digital transforma- by The Economist Intelligence Unit, which was sponsored tion – retail, communication, travel, entertainment – and then analyzed solely by Siemens Healthineers, hospital began to move boldly down this path a full quarter CEOs indicated that many of these investments have been century ago, when the first browser appeared on the in the area of upgrading electronic communications bet- commercial internet. Many of these ventures realized ween healthcare professionals – things like e-communica- significant benefits from their “early adopter” status. tion tools and apps – mentioned by 57 percent of respon- The healthcare sector was, however, slower to dents. Tools to use e-prescriptions were named by 51 per- embrace this new development, due to a combination cent; e-observation tools for ward patients by 50 percent. of financial, regulatory, cultural and technological Other high responses were in the areas of improved capa- reasons. Yet in terms of digital adoption healthcare city for storage of patient records (47.5%); and the use of is now rapidly catching up. digital triage as a first approach for identifying and priori- tizing patients arriving at emergency rooms (46%). Impro- There are three essential reasons why healthcare is ved interoperability of digital data between secondary and now making up lost ground. First, medical technology is primary care providers was also named by 46 percent of advancing at a remarkable pace: everything from smart respondents, and greater use of telemedicine or e-consul- wearables to extraordinary leaps in fields like robotic tations with patients was close behind at 45 percent. surgery are making digital processes easier, safer and more affordable. Second, patient demand. Patients are Yet important questions remain. Will these digital increasingly approaching healthcare services as changes be sustainable, post-COVID? Will the necessary “consumers”, expecting the same level of convenience legal and regulatory frameworks be updated to accom- and personalization they have come to expect in other modate, for example, new reimbursement models, areas of their lives. Finally, external factors have made liability questions, and licensing issues? the shift to digitalization not only desirable but in many On a more elementary level, are digital investments cases urgently necessary. The COVID-19 pandemic imme- being made in the right places? Are they generating the diately made digitalization a top-of-mind issue at every desired results? What do the decision-makers, hospital level of the healthcare industry, both as strategy to CEOs, see as the greatest advantages of digitalization – remain viable during the crisis and simply because of and what are the greatest obstacles? health concerns, i.e., mitigating the risks of exposure Who are the leaders in this digital journey, and what to a deadly and unknown virus. can we learn from them? The digital healthcare transformation is proceeding at These are some of the questions Siemens Healthineers a brisk pace. Prior to the pandemic, digitalization was set out to answer through a global survey of healthcare already well underway, and COVID-19 has accelerated leaders which was prepared and conducted by The Econ- this trend further. More than 80 percent of hospital CEOs omist Intelligence Unit. The results of this survey offer an stated that investments in digital tools and systems illuminating new perspective on some of the most funda- has changed significantly as a result of the pandemic. mental issues facing healthcare in this time of unprece- In the U.S., this number is greater than 90 percent.* dented change and disruption. *Siemens Healthineers analyzed raw data from a survey prepared and conducted by The Economist Intelligence Unit Siemens Healthineers Insights Series · Issue 16 3 The challenge The four components of digitalization in healthcare Digitalization has been on the radar screens of all An analysis of digitalization within the healthcare sector healthcare leaders for some time now. Yet, it has must begin by addressing the basic question: what is rarely received the attention and resources neces- digitalization in healthcare? Digitalization of healthcare sary to unlock its full potential. According to a study occurs in four areas of activity, each with its own priori- conducted by PricewaterhouseCoopers in 2018 ties and requirements. (before COVID transformed the healthcare land- scape), 38 percent of the senior healthcare exe- First, providers must manage data as a strategic cutives surveyed indicated that digitalization asset. This demands new hardware, software, as well as was not part of their overall corporate strategy¹. a cultural shift. Data must be integrated from multiple The same study also indicated that only 21 percent sources, like wearables, imaging, diagnostic laboratory, of healthcare companies employed a Chief Digital and genetics. Broader, external social determinants must Officer, compared to 32 percent of banks and 41 also be included. Information from payors plays a crucial percent of insurance companies¹. Money was being role as well. All of this must be accessible on secure and spent, yet many healthcare leaders were of the view easily reachable data platforms. The benefits of this shift that these investments were not justified by actual are clear. By managing data as a strategic asset, providers results – return on investment (ROI). will gain unprecedented insight into clinical and non- clinical processes. Clearly, more information is needed about what digitalization can, and cannot, do, and how these Second, digitalization must empower data-driven goals can be realized. decisions. With the help of powerful analytical tools such as AI-technologies, digital data can lead to better decision-making along every step of a patient’s care pathway. In the clinical or operational space, caregivers will have access to a more complete picture of individual patients, guiding their medical decisions. And patients themselves will be better informed, with reliable and relevant information, helping them to make the right choices at the right time. 4 Issue 16 · Siemens Healthineers Insights Series Third, digitalization must be utilized to connect care Fourth, digitalization must be used to build a learning teams and patients. The bonds between patients and health system. Data-gathering must continually their care teams can be made stronger, safer, easier and improve. At the same time, as more data is gathered, quicker through the use of digital tools and technologies the value of this data increases exponentially, allowing that bridge physical distances and help to unify frag- greater insights as well as a better of understanding of mented systems of care. Accordingly, healthcare how, why, and what data should be collected. Rigorously providers will increasingly embrace the concept of measuring and disseminating patient outcomes will “moving information, not patients.” Home monitoring serve as the basis for course correction and will make it and secure tele-consultation technology will enable some possible to identify and scale the right measures for opti- patients to receive hospital quality care while at home; mizing, expanding and advancing enterprise perfor- this shift to home care will be enabled by digital decision mance. In this way, a true learning health system will support tools that can more accurately identify candi- be better prepared for both “routine” care and for extra- dates for home-based outpatient care. Through remote ordinary circumstances such as responding to new viral care and telehealth, patients will gain more transparency outbreaks or other infectious disease events or public into their own care, and become more active participants health crises. in their own care and the prevention of disease. 01000011101100011001 11101011011010111 -A 010101010110101010001000 -B 010101010110101010001000 01010001000 0110101010110101010001000 1110101010110110101001110 11011001010 DODT S Managing data as Empowering data- Connecting care Building a learning a strategic asset driven decisions teams and patients health system Siemens Healthineers Insights Series · Issue 16 5 The survey Survey methodology Survey results The Economist Intelligence Unit prepared and con- The first question in The Economist Intelligence ducted the survey and submitted the raw data to Unit survey was designed to identify the ultimate goal Siemens Healthineers. The description and analysis of digitalization in each of the ten countries. of the survey results is the sole work of Siemens Healthineers and did not involve The Economist It asked, “What are the greatest advantages of Intelligence Unit. improved digital health solutions in a hospital en- vironment?” The results revealed interesting and The survey comprised 12 questions sent to 269 C-level noteworthy differences. healthcare leaders from ten countries: the U.S., Brazil, France, Germany, the UK, Spain, Italy, Australia, China, In the U.S. and Brazil, the greatest advantage was an and Japan. For each of the questions, respondents were outcome-focused goal: better personalized care for asked to give a rating from 1 to 10, and an average patients, supported by 49 percent of respondents. rating was calculated for all respondents from the The shift to value-based healthcare delivery model, same country. where providers are paid based on patient health outcomes, could be the reason behind this observation. The second and third most beneficial advantages received significantly less support and were both related to efficiency gains: enhanced use of resources (39%), and time savings for healthcare professionals (31%). In Asia, the results painted a different picture. Here, efficiency was rated highest, with time saving for health- care professionals receiving the greatest support (41%). Compared to the U.S., China only has one-third the number of nurses for every 1,000 people². This was closely followed by outcome topics including personal- ized care for patients (40%), and a better understanding of patient clinical history and management (38%). In Europe, the differences between countries were significant. The primary goal in Germany and the UK (47% and 43%, respectively) was the enhanced use of resources. In France, time saving for healthcare profes- sionals was rated highest. In Italy, better personalized care for patients was rated number one (44%), while in Spain, timely access to personal health records for patients was rated highest (44%). 6 Issue 16 · Siemens Healthineers Insights Series What C-level leaders think is the greatest advantage of digitalization Americas Europe Asia-Pacific Better personalized • Germany/UK/France: Efficiency and care for patients Enhanced use of time saving resources and time • Italy: Personalized care for patients • Spain: Access to health records Interestingly, Spain was the only country where more than a third of respondents believed that digitalization contributed to significant budgetary savings. In all other countries, not many believed in budgetary savings. While digitalization can save costs in delivering care down the road, there are investments that hospitals need to make to fully digitalize their organization, such as revamping their IT infrastructure, recruiting digital expertise, and investing in new digital tools. This could help to explain why it is not perceived to be a contributor to budgetary savings. Siemens Healthineers Insights Series · Issue 16 7 A more interesting and contemporary perspective Overall, with an average rating of greater than 7.2 across on this issue was provided by placing these questions all ten countries, today’s healthcare leaders have a posi- into the context of the current pandemic. What tive view on the digitalization of their health systems impact has COVID-19 had on the pace or scope of (see appendix A). Based on their self-assessment, Asian digitalization? What have been the highlights – countries are the most confident about their digitaliza- and lowlights? From whom can we learn, and what tion efforts (average rating of 8.3), followed by the challenges remain? Americas (average rating of 8.1). European countries are most critical of their digitalization efforts (average In order to evaluate responses more accurately, the rating of 7.6). various measures identified by the Economist Intelli- gence Unit survey were clustered by Siemens However, as the absolute ratings from self-assessment Healthineers into four distinct fields. could be impacted by respondent and cultural bias, the 1. Managing data as a strategic asset relative rating results (i.e., the percentage deviation from 2. Empowering data-driven decisions the averages per country) are a more accurate guide for 3. Connecting care teams and patients evaluating how C-level leaders think about their relative 4. Building a learning health system performance in digitalizing their health systems (please see appendix B for details). 8 Issue 16 · Siemens Healthineers Insights Series Summary of results: How C-level leaders think about their relative performance in digitalizing their health systems: The integration of clinical and non-clinical data and patient outcome sharing are seen most critically globally. How would you rate the status of digital technology implementation/readiness of your hospital? 1 2 3 4 Manage data Empower data- Connect care teams Build a learning as a strategic asset driven decisions and patients health system Integration of Clinical Remote digital Free up time clinical data decision support caregiver support of caregivers Integration of Performance monitoring Digital Organizational non-clinical data of departments communications governance structures Patients access to Operational Virtual care Shared patient personal health data decision support to patients outcomes Americas, Europe | Rest of Americas | Rest of world average world average Europe | Rest of world average -0- -0- -0- Cybersecurity E-scheduling measures Europe | Rest of world average Europe | Rest of world average -+- -- - 0- - 0- + Higher that regional average +/- around regional average Lower that regional average Source: The Economist Intelligence Unit surveyed 269 C-level decision-makers from 10 countries: See Appendix B for details on questions. Siemens Healthineers Insights Series · Issue 16 9 1. Manage data as a strategic asset Respondents from all ten countries in this survey agree Not only does data need to be integrated, it also needs that the most fundamental part of digitalization, namely, to be protected. Data privacy and security is especially to appropriately manage the massive influx of data, is critical in the healthcare industry. Countries vary in their also the most challenging. For more personalized patient assessment of current cybersecurity measures, with management, data from sources such as socioeconomic Germany rated highest with +13 percent compared to situations, payroll, living conditions, etc. would be valu- its average rating of digitalization. Other European able for providing clinicians a holistic view of the patient. countries like Italy and France also self-assessed their However, due to data security or privacy reasons in performance in data security relatively high. ENISA, Europe, or interoperability issues in other parts of the the European Union Agency for Cybersecurity, has been world, non-clinical data seems to reside in an isolated working to make Europe cyber secure since 2004. It has island in the health system. Particularly in Germany, also launched an eHealth Security experts group to respondents rated -16 percent in this area compared promote data security in the healthcare sector³. to their average digitalization rating. Germany’s Digital Care Act (DVG), which supports and further accelerates Countries such as the U.S. and Brazil, however, view the digitalization of the country’s healthcare system, their cybersecurity measures critically with -4 percent was only passed by the parliament in December 2019. and -2 percent, respectively, which is lower than the Other parts of the world also show a drop in their perfor- ratings of Asia-Pacific countries. According to the U.S. mance rating when it comes to integrating non-clinical Healthcare Data Breach statistics, 70 percent of the US data. When it comes to integrating clinical data, Australia population has been affected over the past decade and and Japan also rated themselves lower than their digitali- the country has seen a 2,733 percent increase in health- zation average, at -10 percent and -3 percent respective - care data breaches⁴. While there were already some rules ly. The overall challenge of data integration seems to be around data protection in Europe beginning in the the bottleneck that holds most providers back from 1970’s, a discussion of privacy and data protection by better data-driven decision making. Brazilians authorities came much later⁵. European healthcare providers gave the highest relative ratings on cybersecurity and e-scheduling 10 Issue 16 · Siemens Healthineers Insights Series 2. Empower data-driven decisions 3. Connect care teams and patients When data is secure and accessible, hospitals can What about delivering care to patients using digital tools? harness its power for monitoring, as well as supporting Interacting with patients in their homes using virtual care their operational and clinical decision-making. Across is still a challenge in many countries. Germany and the world, hospitals seem to have a fair adoption of France rated their virtual care capabilities significantly digital analytical tools to monitor the performance of below their country averages with -16 percent and -7 their departments, as evidenced by the average ratings percent, respectively. Until 2018, remote consultations in compared to other areas of digitalization. Germany were not allowed⁶, as compared to its neighbor Switzerland, where telemedical treatment has been avail- It is rather in operational decision support that assess- able for more than a decade ago⁷. Germany’s recent ments are more diverse. While Australia is rated highly Digital Care Act is set to bring new opportunities to accel- when it comes to using data for operational decision- erate efforts to digitize and innovate. making, countries such as Brazil, France, Germany, Italy, and the U.S. rated themselves as lacking behind relative Germany also rated low in remote digital tools to support to other areas of digitalization. In terms of clinical caregivers, as compared to Brazil, where C-level decision- decision support, Australia again gives a high rating. makers rated it as working comparably well (+6%). The UK and the U.S. also rated themselves positively. However, when it comes to tools for e-scheduling and using digital tools for team communication, both Germany and France perform well with positive ratings. Healthcare providers in Australia, the UK, and the U.S. have a positive assessment on using clinical decision support tools Siemens Healthineers Insights Series · Issue 16 11 4. Build a learning health system For health systems to continuously learn and effectively While each country has different strengths, all countries course correct their digitalization strategies, it is impor- have best practices to share in different categories. For tant that patient outcomes are shared across the care example, for supporting caregivers using remote digital continuum. Yet there is not a country where the C-Suites tools (e.g. e-learning or physician teleconsultation), believe this effort is well underway. C-level leaders from Brazil is ahead of others in its self-assessment. One seven out of ten countries surveyed perceive the imple- reason for this could be that Brazil offers 3D digital inter- mentation of shared patient outcomes dashboard as active environments to improve education and training below average. However, some countries are optimistic of caregivers in order to interact with them as a game to because they believe that at least the organizational improve the daily care services tasks since 2016⁹. governance structures are already in place to support further digital transformation efforts, such as Germany, For cybersecurity, one can look to health systems in Australia, and the U.S. Germany (+13% vs. country average), Italy, or Australia for expertise. Spanish healthcare providers offer sound Which country is leading the pack in the digitalizing approaches in E-scheduling of appointments with a rating healthcare self-assessment? From whom can the world of 11 percent against country average, while French learn from according to the perspective of C-level deci- health providers can offer insights in using digital tools sion-makers? China, the Eastern digitalization power- to free up time. When it comes to using clinical decision house, has the highest self-assessment ratings across the support tools to optimize patient outcomes, healthcare board in absolute number (please see appendix A for the providers in the UK rate comparably high. Finally, for best absolute ratings across all countries). China has been practices in the challenging topic of data integration facing challenges of doctor shortages and poor access to from non-clinical platforms, healthcare providers from healthcare in rural areas. The use of digital tools is one of Japan are the only ones who rated this category higher their key strategies to overcome this. For example, there than its country average. is already an emergence of innovative healthcare compa- nies such as Ping An Good Doctor which enables 346 million users to access healthcare⁸. Patients can even get their prescriptions from the attached smart vending machine through its a one-stop healthcare ecosystem platform. Healthcare providers in China give the highest self-assessment ratings overall – in absolute numbers 12 Issue 16 · Siemens Healthineers Insights Series The next steps in digitalizing healthcare What changes would bring the greatest positive impact? Digital technologies have proven to be invaluable in helping health systems around the world weather the COVID-19 storm. The pace at which digital technologies are bringing efficiencies is swift and their effects are enduring. As we look to the immediate future of health- care, what changes to the digital environment would bring the greatest positive impact for the next three #1: years down the road? A-third of the C-level decision- makers (33.8%) across the globe believe that improving E-communication electronic communications between healthcare profes- sionals is the number one priority, for example mobile between healthcare tools such as apps to facilitate cross department commu- professionals nication would be very useful. The ability to store and effectively utilize patient records is the next element that would deliver the most impact. Decision-makers from the Americas and Asian countries also rank digital triage as the desirable first approach to identify and prioritize patients high on the list. Still, almost a third of respon- dents believe that there is an urgency in adopting tele- #2: medicine or e-consultation with patients. Effective storage and Clearly, connecting care teams and patients, as well as effectively leveraging patient records are top of mind for use of patient records C-level decision makers. (Case studies on how other hospitals have effectively achieved this are provided at the end of this paper.) #3: Tele-medicine and e-consultation Siemens Healthineers Insights Series · Issue 16 13 The challenges of digital transformation What are the main in healthcare challenges to improving digital environment? If decision-makers are convinced of the benefits that digital technologies can bring to healthcare, what is holding health systems back in their efforts to digitalize their enterprises? Our analysis of the data from The Economist Intelligence Unit survey reveals that the lack of investment in digital technologies is the leading challenge globally, with more than half of respondents naming it as the main roadblock. Nearly half (47%) of decision-makers reported a shortage of skills as a key #1: challenge as well. It is no surprise that respondents struggle with finding the right talents to digitalize their Lack of investment enterprise, especially in Asia where this is ranked highest. Recruiting people with expertise both in health- care and digitalization is not easy. Bureaucracy is another hurdle that hinders the development of digitalization in health systems, with respondents in Europe perceiving it as a greater challenge than others. While technology is at the core of digitalization, people and their talent are the engine driving this vision forward. #2: Shortage of skills #3: Bureaucracy 14 Issue 16 · Siemens Healthineers Insights Series Conclusion Prior to the pandemic, healthcare providers around the The experiences from this pandemic will serve as guide- world have already been paving the way in their digital posts for the next steps in healthcare digital transforma- journey, and their efforts have helped them manage the tion. By taking stock of the current progress collectively, COVID-19 challenge. Digital tools such as telehealth and healthcare organizations can not only better strategize e-communication tools for caregivers have proven to be the next course of action, but also greatly benefit from viable and effective and will continue to be an important shared experiences to help each other navigate the com- part of patient care post-COVID-19. The demand for plex digital landscape. You can benchmark the progress digital tools in healthcare triggered by COVID-19 should of your organization against the assessment of C-level help healthcare providers reprioritize funding needed for decision-makers in your country using the overview of improving its digital environment, and new purchasing digital topics and technologies (please see graphic on models that are not highly dependent on capital expen- page 9 and appendix B). Once you identify a topic of diture should be evaluated. To overcome the challenge interest, please visit the following case studies for of skill shortage, healthcare providers should consider concrete examples as you chart the course of your launching programs similar to the ones in Spain, where digital expedition. disruptive talent development initiative called Moebio consists of several training programs is used to promote innovation and entrepreneurship in the digital health Case study 1 field¹⁰. Remote expert support and clinical decision- Manage data as a strategic asset: Scaling up and making tools also play a major role in enabling health- sustaining the digital transformation of US hospitals care providers to offer care in areas where skilled workers brought about by COVID-19. Hospitals that are a step are lacking. Finally, to tackle bureaucracy, more recom- ahead in digital transformation, including a cloud-first mendations and guidelines similar to the study¹¹ funded data strategy, have not only reaped the benefit of better by the European Commission on how to improve the managing the immediate crisis, but also being better procurement of digital solutions in healthcare would positioned for long-term success. be needed. Clearly, providers cannot be in this journey alone. A coordinated effort between providers, industry, Healthcare providers interviewed in this case study and government would be crucial to making headway • Christopher Longhurst, physician and Chief for digitalizing healthcare. Providers would need stable Information Officer at the University of California, support from the government for having appropriate San Diego, USA reimbursement model, while reducing bureaucracy and • Dr. Jeffrey Ferranti, Chief Information Officer at regulatory hurdles. At the same time, vendors need to Duke Health, USA act as partners to healthcare providers and offer new • Aaron Miri, its Chief Information Officer, University and relevant digital solutions. of Texas, UT Health Austin, USA Link to case study Siemens Healthineers Insights Series · Issue 16 15 Case study 2 Case study 3 Case study 4 Empower data-driven decisions: Connect care teams and patients: Build a learning health system: Using imaging and AI to help Virtual hospital ward rounds Outside the hospital – cancer diagnose and manage COVID-19 involve wider number of clinical monitoring with apps. Mobile tools patients. AI-supported imaging experts and families. Virtual such as patient monitoring app is a tools can help hospitals diagnose rounding has become an attractive key component to providing more COVID-19 patients quicker and more solution during the COVID-19 personalized care to patients. Its efficiently, unleashing its potential pandemic. Its various applications application in oncology care unveils for wider adoption in managing could become a key part of the the pathway to success: a concerted patients with other conditions. health system if its challenges are effort from regulators, providers, accepted and well managed. developers, and patients. Healthcare providers interviewed in this case study Healthcare providers interviewed Healthcare provider interviewed • Professor Alexander Wong, Canada in this case study in this case study Research Chair in AI and Medical • Dr. Lee Schwamm, C. Miller Fisher • Dr. Trevor Royce, assistant Imaging, University of Waterloo, Chair of Vascular Neurology and professor and oncologist at the Waterloo, Ontario director of the Center for Tele- Lineberger comprehensive cancer • Dr. Erik Ranschaert, radiologist Health at Mass General Hospital centre at University of North and AI project leader at Elisabeth- in Boston, USA Carolina – Chapel Hill TweeSteden Ziekenhuis (ETZ) • Dr. Judd Hollander, emergency Hospital, Tilburg, the Netherlands room physician and associate dean Link to case study • Dr. Julien Guiot, head of clinics, at for strategic health initiatives the department of respiratory at Thomas Jefferson University medicine, CHU of Liège, Liège, Hospital in Philadelphia, USA Belgium Link to case study Link to case study Appendix A Average self-assessment rating Self-assessment across all categories (in absolute numbers) position China 8.75 1 USA 8.19 2 Japan 8.08 3 Australia 8.05 4 Brazil 7.97 5 United Kingdom 7.87 6 Italy 7.77 7 Spain 7.73 8 Germany 7.23 9 France 7.22 10 16 Issue 16 · Siemens Healthineers Insights Series Appendix B Category Deviation to average country/regional self-assessment Amer- Asia- icas Europe Pacific Australia Brazil China France Germany Italy Japan Spain UK USA (rel.) (rel.) (rel.) The integration of data from clinical platforms into a single -10% 2% -1% 0% -2% -1% -3% 2% -1% 1% 2% -1% -4% electronic health record¹ The integration of data from non-clinical platforms into a -1% -7% -3% -4% -16% -2 1% -6% 0% -7% -7% -5% -1% single electronic health record¹ Ease of patients access to their personal health data² -3% 2% 1% 1% 2% -2% 2% 0% -1% 6% 4% 0% 0% strategic asset Managing data as Cybersecurity measures to protect patient data from 5% -2% 0% 4% 13% 6% 4% 1% 2% -4% -3% 5% 3% unauthorized access² Use of digital analytical tools to monitor the performance -2% 2% 2% -2% 0% 1% 3% 2% -1% 1% 1% 0% 1% of hospital departments² Operational decision support tools to inform leadership 3% -6% 0% -4% -4% -3% 1% -2% -1% -3% -4% -3% 1% decisions¹ Use of clinical decision driven decisions support tools to optimize 4% 2% -2% 1% -2% 0% -1% 2% 3% 2% 2% 1% 0% Empowering data- patient outcomes² Support to caregivers via remote digital tools (e.g. e-learning or physician tele- 3% 6% 2% -1% -5% 1% -2% 0% 1% -3% 1% -1% 1% consultation)² Care teams efficient use of digital tools to communicate -2% 3% 0% 2% 7% 4% -3% -2% 0% 3% 3% 3% -1% with each other² Virtual care to patients in their homes¹ -1% -1% 1% -9% -17% -3% 1% 1% -2% 0% 0% -6% 0% and patients Connecting care teams E-scheduling of appoint- 6% 3% -1% 9% 15% 4% 0% 11% 1% -1% 1% 8% 1% ments¹ Use of digital tools to free up -1% 2% 1% 6% 0% -2% -2% -2% -1% 3% 2% 0% 0% time of caregivers² Organisational governance structures to support digital 3% -2% 0% 0% 8% -2% 1% -1% 1% 3% 1% 1% 1% transformation² Shared patient outcomes health system dashboards¹ -4% -5% 0% -4% 0% -2% 0% -5% -3% -2% -3% -3% -1% Building a learning Footnote 1: Question asked in The Economist Intelligence Unit survey: "To what extent are the following implemented in your hospital - xxx" Footnote 2: Question asked in The Economist Intelligence Unit survey: "How do you believe your hospital rates under the following measures - xxx" Siemens Healthineers Insights Series · Issue 16 17 About the authors Dr. Ralph Wiegner Joanne Grau Global Head of Digitalizing Healthcare Thought Leadership Manager Digitalizing at Siemens Healthineers Healthcare at Siemens Healthineers Ralph Wiegner and his team engage in thought leader- Joanne Grau focuses on current trends and thought ship and portfolio-related activities for Digitalizing leadership content for Digitalizing healthcare. Prior to healthcare. Earlier, he worked as head of Improving this role, Joanne has had ten years of marketing experi- patient experience, head of Marketing Strategy and ence in Siemens Healthineers as marketing director for in global key account management. Prior to joining the diagnostics division based in New York and as Head Siemens Healthineers, Ralph worked for several years of Marketing for ASEAN countries based in Singapore. in the Banking and Asset Management practice of Joanne graduated from UCLA with a degree in Molecular, McKinsey & Company on various European and inter- Cell, and Developmental biology. Before joining national assignments. Ralph holds a Ph.D. in Theoretical Siemens Healthineers, Joanne was a research scientist Physics from University of Erlangen, Germany, with in Quest Diagnostics (formerly Celera) and has authored several research engagements at the Oklahoma State multiple publications. Joanne is also currently a faculty University, USA. member in Union University of California. 18 Issue 16 · Siemens Healthineers Insights Series References 1. pwc. Top health industry issues of 2020: Will digital Suggested follow-up on start to show an ROI? p. https://www.pwc.com/us/ en/industries/health-indust. siemens-healthineers.com/insights/ digitalizing-healthcare 2. Zhou M, Zhao L, Kong N, Campy KS, Qu S. What caused seriously shortage of Chinese nurses? • Siemens Healthineers Insights paper issue 12: Iran J Public Health. 2018;47(7):1065–7. This changes everything – The COVID-19 pandemic leads to a significant acceleration eHealth Security Experts Group. p. https://resil- of digitalization in healthcare. 3. Available at: siemens-healthineers.com/ ience.enisa.europa.eu/ehealth-securit. insights/news/accelerate-digital-health- transformation.html 4. US Healthcare Data Breach Statistics [Internet]. Available from: https://www.privacyaffairs.com/ • Siemens Healthineers Paper Embracing Health- healthcare-data-breach-statistics/ care 4.0. Available at: siemens-healthineers. com/insights/news/embracing-healthcare- 4-0.html 5. Vieira FACBCC. Data Privacy and Protection Relating to Healthcare in Europe, the United States and Brazil [Internet]. 2020. Available from: https://latin- lawyer.com/chapter/1226316/20-data-privacy- i Information and-protection-relating-to-healthcare-in-europe- The Siemens Healthineers Insights Series is our the-united-states-and-brazil preeminent thought leadership platform, drawing on the knowledge and experience of some of the 6. Olesch A. Germany benefits from digital health world’s most respected healthcare leaders and infrastructure during COVID-19 pandemic [Internet]. innovators. It explores emerging issues and 2020. Available from: https://www.healthcareit- provides practical solutions to today’s most news.com/news/emea/germany-benefits-digital- pressing healthcare challenges. health-infrastructure-during-COVID-19-pandemic All issues of the Insights Series can be found here: 7. Behringer A. Could telemedicine cure Germany’s siemens-healthineers.com/insights-series health system? [Internet]. Available from: https:// healthcare-in-europe.com/en/news/could-tele- medicine-cure-germany-s-health-system.html Contact 8. Ping An Unveils Health Care Ecosystem Strategy [Internet]. 2020. Available from: https://www. For further information on this topic, prnewswire.com/news-releases/ping-an-unveils- or to contact the authors directly: health-care-ecosystem-strategy-301136665.html Dr. Ralph Wiegner 9. CP G, GL C. Caregivers and Old People – Digital Plat- Global Head of Digitalizing healthcare form for Education and Training. J Community Med Health Educ. 2016;6(3):1–5. [email protected] 10. Moebio: Accelerating Entrepreneurship and Innova- tion in Healthcare [Internet]. Available from: https://www.moebio.org/en 11. Vogt AJ, Jones T, Hammerschmidt R, Artmann J, Stro- K, Sibbel R, et al. Study on enhancing procure- ment of ICT solutions for healthcare D5 . 3 - Final study report. 2012;(August):1–64. Siemens Healthineers Insights Series · Issue 16 19 At Siemens Healthineers, our purpose is to enable healthcare providers to increase value by empowering them on their journey towards expanding precision medicine, transforming care delivery, and improving patient experience, all enabled by digitalizing healthcare. An estimated five million patients worldwide benefit every day from our innovative technologies and services in the areas of diagnostic and therapeutic imaging, laboratory diagnostics and molecular medicine as well as digital health and enterprise services. We are a leading medical technology company with over 120 years of experience and 18,500 patents globally. With about 50,000 dedicated colleagues in over 70 countries, we will continue to innovate and shape the future of healthcare. Siemens Healthineers Headquarters Siemens Healthcare GmbH Henkestr. 127 91052 Erlangen, Germany Phone: +49 9131 84-0 siemens-healthineers.com Published by Siemens Healthcare GmbH · Printed in Germany · 1220 · © Siemens Healthcare GmbH, 2020
- presicion medicine
- precision medicine
- patient experience
- value promises
- expanding precision medicine
- reduce unwarranted variations
- Tranforming Care Delivery
- digitalizing gealthcare. improving the patient experience
- increase workforce productivity