Insights Series Issue 19: "Unlocking the digital front door"

A thought leadership paper on how healthcare can be made more accessible.

Insights Series Issue 19 transforming-care-delivery The New Normal Unlocking the Digital Front Door How healthcare can be made more accessible A thought leadership paper on how to ‘Improve access to care‘ 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 Executive Summary This paper discusses an emerging aspect of What patients have found in virtual care is a healthcare healthcare delivery worldwide which we are calling model that allows them to consult with providers ‘digital front doors‘. What we are referring to is an regardless of where they or the providers are located, increasingly popular point of access to care for and provides them with online tools that allow them to patients, one which relies less on traditional human monitor and manage their own care. gatekeepers such as general practitioners, ER doctors and nurses, and relies instead on virtual solutions in What providers have found is a model that is both flexible the form of online tools, apps or actual interactive and scalable, and allows them to direct their patients virtual consultations. towards the care they need, engage with them from any distance, monitor their progress and manage their care. The ability of health systems to engage virtually with patients, assess their needs and direct them towards There is vast potential in digital front doors. It is treatment and care is not new, but it has been slow to estimated that 20% of ED visits and 24% of office and gain traction. Change, after all, is hard, and between an outpatient visits could be shifted to virtual care delivery.¹ attachment to brick and mortar facilities and concerns The question will be how quickly providers are able to about regulations, reimbursement and privacy, the adapt and begin offering these services. In the context of reasons for not embracing digital front doors have been virtual care, service areas as they once existed are not compelling and numerous enough to slow their particularly relevant, so the market for patients is wide adoption. open. If providers are able to adapt their existing digital infrastructure, adjust workflows, manage data, and COVID-19 appears to have changed that. The pandemic obtain buy-in from both their workforce and patients, has led to such profound fears about infection that many a very bright future lies ahead. It is simply a question patients – even ones with serious health concerns – are of unlocking the door. staying away from emergency departments and other healthcare locations. Many of them, faced with healthcare front doors that are no longer welcoming, have begun looking elsewhere – to virtual care, or digital front doors. Siemens Healthineers Insights Series · Issue 19 3 Introduction For as long as there have been doctors and nurses, The most common traditional gatekeeper – the primary the basic healthcare interaction has been a very care physician – is falling out of favor as a first option for human one. When a person feels sick or suffers an finding and navigating care. A visit to a physician is time- injury, she or he visits a healthcare provider. This consuming and cumbersome, and it often takes days or traditional human gatekeeper has served healthcare weeks just to get an appointment. A survey showed that well for generations, but in today’s world the only 36% of people under 45 now make their family limitations of this system are becoming more and doctor their first point of call for common medical issues. more apparent. Patients are increasingly approaching Patients are seeking alternative front doors.² healthcare as “consumers” and demanding the same fast, convenient, easy and affordable service they This new ‘door’ can take many forms: a website, an have come to expect in other areas of their lives. online portal, a mobile phone app, or a technological In an era characterized by on-demand services, rapid interface through wearables such as smart watches. delivery and instant communication, they seem less Regardless of its form, this digital doorway serves as and less interested in properly using a system that the first entry point for those seeking care or medical does not satisfy that desire. information, and can also provide an ongoing, bi-directional interaction at every touchpoint along the patient pathway. The essential element is that this digital front door serves as an alternative to a conventional doorway leading into a bricks-and-mortar facility, offering patients access to the care or advice they seek while eliminating the hurdles associated with traditional doors. This paper explores the emergence of digital front doors, analyzes their potential, and identifies key points to bear in mind during the technological transition. 4 Issue 19 · Siemens Healthineers Insights Series The catalyst While many pre-COVID-19 visits to emergency Digital front doors have received increasing attention departments were unnecessary, resulting in both during the COVID-19 pandemic, and their adoption has cost and capacity issues, the sharp decline in ED visits been accelerating. COVID-19 didn’t just illuminate the during the pandemic also had undesirable consequences. limitations of the human gatekeeper at healthcare’s Patients with serious medical conditions were not front door; it made that model, at least for a time, seeking timely care, and many medical issues went impossible or simply too risky. undiagnosed, resulting in increased health risks to patients and, ultimately, higher costs to providers who A clear illustration of this phenomenon can be seen would eventually have to treat conditions that had in hospital emergency departments (EDs). Before the progressed and done more damage. COVID-19 pandemic, it was estimated that more than a third of all ED visits were not urgent,3 and even 25% Virtual health provided a solution: an access point that of patients admitted that they could have also gone carried no threat of infection and met the widespread elsewhere to receive care.4 Yet they chose the ED simply need for timely and convenient care. because it was easier. During the pandemic, however, fear of infection kept people away. In the U.S., ED visits The number of patients making use of virtual care declined 42% during the early months of COVID-19, options increased significantly during the pandemic. from an average of 2.1 million per week in April 2019 In the U.S., the share of telehealth claims increased from to 1.2 million per week a year later.⁵ In the UK, 0.15% in April 2019 to 13% in April 2020.⁸ This rapid emergency room visits declined by 57% from April of shift to a new healthcare front door was accompanied by 2019 to the same month a year later.⁶ And data from strong patient satisfaction. According to an Accenture Nanjing, China, indicates that ED visits in February survey, 60% of patients who used virtual care tools 2020, as the pandemic was first beginning to spread, during the pandemic say that based on that experience, decreased by more than two thirds from a month earlier they want to use the technology more for communi- and by close to 62% compared to February 2019.⁷ cating with healthcare providers and managing their conditions in the future.⁹ And 90% of patients who tried new devices or apps to manage their conditions liked it.⁹ Global drop of ED visits from 2019 to 2020 China (Nanjing)7 -62% UK6 -57% U.S.5 -42% Siemens Healthineers Insights Series · Issue 19 5 The challenge Nearly half the planet – 49% of the world’s This interest in, and acceptance of, virtual care is population¹⁰ – owns a smartphone and uses it to shop beginning to influence patients’ selection of healthcare online, book flights, do their banking, stay in touch providers. Increasingly, patients expect digital capabilities with one another, scan social media, send emails, and are more likely to choose a healthcare provider who and occasionally even make a phone call. offers prescription refills electronically, reminders via email or text message, email communication, online For healthcare to catch up with this development was appointment bookings, as well as telemonitoring or only a matter of time. In 2018, well before the pandemic, tele-consultation. Younger patients in particular are 42% of respondents to one survey said they had used less satisfied with the traditional ways of accessing technologies such as websites, smartphone apps, healthcare and are more willing to try non-traditional personal medical devices or fitness monitors to measure services such as virtual health. 84% of Baby Boomers fitness and health improvement goals at least once over have a primary care physician, whereas amongst member the previous 12 months.¹¹ In the U.S., 11% of patients of Generation Z – those born after 1996 – this figure used telehealth solutions in 2019.¹ During COVID-19, drops to 55%.¹² Moreover, 41% of Generation Z report, that number jumped to 46%.¹ Moreover, 76% are now That they prefer a virtual or digital experience with their interested in using virtual health solutions such as healthcare professional while for Baby Boomers this telehealth.¹ number drops to 9%.¹³ The question, of course, is who will be providing access to this emerging healthcare model? Because “service areas”, as we have traditionally thought of them, are no longer nearly as important. Through virtual health technologies, healthcare providers are now able to reach patients almost anywhere. The reverse is equally true: other providers, located almost anywhere, are now able to reach and compete for patients. Further disruption to traditional business and operational models is threatened by new entrants into the healthcare provider sector. Companies like Amazon, Google, Ping An, Walmart and others are preparing to cut into what have historically been the patient volume and revenue streams of more traditional providers. Digital front doors can lead to new and uncharted territory. 6 Issue 19 · Siemens Healthineers Insights Series Y The usage of telehealth has increased Younger people are less likely to have dramatically in the U.S. a primary care physician Share of telehealth claim lines⁸ Share of patients who have primary 0.15% April 2019 care physician¹² 13% April 2020 84% Baby Boomers (born 1946 to 1964) Share of patients using telehealth¹ 11% 2019 46% 2020 76% are interested in using it 2020 55% Generation Z (born after 1996) OO Siemens Healthineers Insights Series · Issue 19 7 1 Directing patients Where Digital Front Doors can lead The possibilities for digital front doors are immense. It is estimated that 20% of ED visits and 24% of potential office and outpatient visits could be shifted to virtual care delivery.¹ Fifty percent of executives predict that at least a quarter of all outpatient care, preventive care, long-term care, and well-being services will move to virtual delivery by 2040.¹⁴ 1 Directing patients Digital front doors allow providers to engage with As noted earlier, patients do not always make the best patients at every major touchpoint of their healthcare decisions about where to seek care. Perhaps the best journey. A strong digital front door strategy does not example of this is the decision to visit an emergency rely on a single solution but leverages different virtual department when a low-acuity clinic or primary physician health solutions to create an entire digital ecosystem would be a more appropriate option. The fact is that for patients, with a new suite of services enabling patients often need to be directed to the proper provider a lifelong journey. By switching offline services to or other source of care. Digital front doors can serve as online, healthcare providers can transform care navigation signposts along the patient journey, triaging delivery. New digital services will improve access to and directing patients to the appropriate level or type care, optimize clinical operations, and better manage of care while at the same time feeding the system with population health, while at the same time increasing information. workforce productivity. Digital front doors enhance four different areas of provider-patient interaction. Best practice example Health Village, a digital toolbox and care platform developed by the Helsinki University Hospital (HUS), Finland, serves health professionals, patients, and the general public. The “Village” refers to the look of the website, wherein cartoon houses (which make up the village) direct people upon entering to the information source of their choosing. The Health Village model directs patients by informing them about their care options, whether they need to visit a provider, and how they should go about managing their care.¹⁵ Moreover, the scalable platform offers more than 100 patient care paths. In 2019 there were more than half a million monthly visitors to¹⁶ 8 Issue 19 · Siemens Healthineers Insights Series 2 Engaging with patients virtually C During a virtual visit, physicians can consult with 2 Engaging with patients virtually patients and treat them directly with advice or a prescription, or direct them to the appropriate offline A good digital front door strategy allows care teams healthcare provider. Alternately, chat-bots or other to engage with patients virtually. This represents a automated tools can collect patient symptoms and paradigm shift in the way we think about care and how data automatically, with AI-powered systems it is delivered. Patients are potentially able to reach out performing intelligent analysis and making to care teams any time, from anywhere, and physicians recommendations on next steps. Either way, can respond with the click of a keyboard. The simple patients are properly directed, which results in fact is that healthcare providers no longer have to be better outcomes while also relieving stress on the physically close to their patients. As long as they provide system caused by unnecessary ED visits. telehealth services, their patients only need to possess a smartphone, tablet or laptop in order to be in contact with providers when the need arises. Share of visits that could be shifted Best practice example to virtual care delivery¹ The Andes Salud Clinics in Chile is expanding the potential of tele-visits, making a wide variety of 20% ED visits specialists available remotely to their patients. Communication between patient and provider is possible through mobile devices. Patients are able to log in for consultations either with general practitioners or with specialists, depending on their need. In this way, patients for whom it is either difficult or simply inconvenient to attend a doctor’s office in person are able to receive the care that they need. In the most challenging times of the pandemic, their four clinics were able to conduct 30% of their appointments remotely. 24% office and outpatient visits Siemens Healthineers Insights Series · Issue 19 9 3 Monitoring patients remotely O O Tele-visits allow patients to easily make appointments It begins with engagement. Patients must be willing to and make better use of their waiting time before those do their part, helping to generate the data that providers appointments. They ensure social distancing – a major require. If patients agree to use wearables and other issue during COVID-19. These virtual visits also have the measuring and monitoring devices, providers will have potential to deliver care of the quality that patients the data they need to provide better care. In addition, demand. More than 60% of patients and 59% of the generated data can then be aggregated in an clinicians report no difference in overall quality between electronic health record. With electronic health records, virtual and office visits.¹⁷ Another value tele-visits bring patients can access their health data and information. to the table for healthcare providers is enabling them to This allows them to upload that information and decide expand access to specialty care in underserved regions upon authorization rights. It also promotes their active where there is a lack of specialists. Finally, these digital participation in their care process, and allows physicians front doors represent significant potential cost savings to access data that has previously been locked away in for patients, in the form of reduced travel time and silos of information systems throughout the healthcare therefore fewer travel expenses. For chronically ill infrastructure. patients who consult with their physicians regularly, these savings can be significant. Best practice example 3 Monitoring patients remotely The Heart and Diabetes Center North Rhine-Westphalia in Germany has developed a telehealth solution for Digital front doors allow providers to keep a remote monitoring patients with cardiovascular diseases. eye on patients’ signs and symptoms, identifying when Patients carry certified medical devices that transmit vital data to the Heart and Diabetes Center around they are at risk and providing them with individualized the clock via a smartphone app and a secure data care management programs. Chronically ill patients connection. Specialist staff at the Center collect and can be monitored by healthcare providers regularly study the data and discuss it with the patients in and remotely, allowing for early recognition if things planned, regular telephone calls, coaching and training them on how best to manage their diseases and ensure start to go wrong and suitable intervention to avoid guideline-compliant treatment. In addition, a network an emergency. of general practitioners and specialists outside the Center can access the data. This form of continuous monitoring allows for faster reaction times, guideline-oriented care and a higher adherence to therapy, which ultimately result in an improved quality of life for the patients. It is expected that this will reduce repeated hospitalizations by as much as 20%.¹⁸ 10 Issue 19 · Siemens Healthineers Insights Series 4 Managing population health O And patients are increasingly willing to share their data. Research indicates that 60% of patients are willing to Best practice example share all their data with their physicians to help them In Austria, the rollout for the nationwide to provide better care. For patients with chronic disease, Electronic Health Record (ELGA) started it is 66%.¹¹ Other studies show, that this figure can climb in 2015. Today work is already underway on to more than 80% regarding data on things like sleep the implementation of valuable extensions, such as the eVaccination pass or care and mood.¹⁹ networks as part of ELGA. As a modern and secure infrastructure, ELGA is available to all citizens and all those who receive care in 4 Managing population health the Austrian healthcare system. It facilitates access to health data for patients and Digital front doors offer more than just better care authorized ELGA health service providers – for individual patients, and better, more flexible work attending physicians, hospitals, nursing homes or pharmacies. An important goal experiences for providers. They also offer an opportunity of ELGA is the support of medical, nursing for health systems to better manage overall population and therapeutic treatment and care through health, identifying and responding to trends, and a better flow of information, especially when several healthcare institutions or establishing new care delivery models. Even more professional groups work together along important, healthcare providers will be able to analyze a treatment chain. ELGA is working with and operationalize data received digitally from large different models of opt-out, leading to a general coverage of 97% of the insured patient populations. Based on that data, healthcare population as enrolled ELGA users.²⁰ providers can identify vulnerable cohorts and pave the way for proactive, targeted and even virtual engagement, as well as the administration of anticipatory care to avoid disease development and progression. Siemens Healthineers Insights Series · Issue 19 11 The path forward – Unlocking the Digital Front Door How can health providers and health systems Enable patients unlock the digital front door? What is the key? One of the attractions of virtual care is that it Any successful healthcare endeavor depends on patients. conveys a sense of effortlessness – a vision that Digital front doors are no different. Patient buy-in is patients and providers only need to pick up a smart essential. In the case of older patients, many of whom device. Unfortunately, it is not quite that simple. suffer from chronic diseases, real-time monitoring and easier access to physicians can have a positive impact During the move towards digital front doors, on unplanned readmissions, quality of life and mortality. particular attention must be paid to five key areas. However, as older people are not always comfortable with new technology, a stronger engagement and education effort may be required. In the case of younger patients who are familiar and comfortable with new technologies, this education process will be easier. However, because of the nature of digital care, patients will almost certainly have different options and different providers to choose from. It is quite possible, in fact, that more comparison websites and portals will emerge, helping patients navigate what is in effect a provider marketplace. Thus, providers will have to turn their attention to digital marketing efforts such as brand management, search-engine optimized marketing, social media engagement, and platforms for patient reviews, in an effort to convince young, digitally aware patients to choose their digital front doors. Empower workforce If the first priority in any healthcare undertaking is patients, the second must be workforce. In the case of digital front doors, existing workforces need to be trained to work with the new technology, and should be integrated into the change processes that will be necessary through their workplaces. 12 Issue 19 · Siemens Healthineers Insights Series Existing staff need to be made aware of how new digital Optimize workflows options will make their workplace more flexible. This will create incentives and motivation which are crucial during Optimizing workflows is an ongoing challenge in all this change process. In addition, new staff may be healthcare environments. This will be particularly true required. As a larger part of the infrastructure is going to with digital front doors, which have the potential to become digital, a larger proportion of digital experts will re-orient substantial parts of a provider’s work and be required. revenue streams. Depending on the archetype and size of the healthcare provider, workflows will differ and the integration of digital front doors will involve a number Upgrade infrastructure of moving parts. Infrastructure, data, workforce and patients will all have to be incorporated. In order to be usable, digital front doors will need to be integrated into existing infrastructure. That will require However, digital front doors will benefit from the arrival investments into new hardware (e.g., smart devices, of new solutions that allow for simulation of workflows. tablets, etc.), and software. Improved wireless capa- This will result in a dependable prediction of the bilities (e.g., a move to 5G), may also help to provide the operational and financial impact before integration needed connectivity. Data storage will pose a challenge occurs, allowing for preparations to be made. for many, with a shift to cloud-based data storage offering a potential solution. Protect data The costs for infrastructure and technology upgrades such as these, as well as related training, could prove to Issues of security and confidentiality are of increasing be a barrier for many organizations. Opportunities for concern to all consumers, and medical data is particularly flexible funding alternatives or partnership models might sensitive. These issues must be addressed in an effective help to ease these pressures. Vendors with the relevant and comprehensive way, not only at the level of experience could be valuable partners during such individual providers but also at a broader regulatory or transitions. legislative level. A properly integrated healthcare system will depend on the ability of providers of all types to share information, and patients must have confidence that their digital data is being treated securely. Internal data security governance capabilities are essential, as well as a thorough understanding of data flows in order to proactively anticipate potential security vulnerabilities. Siemens Healthineers Insights Series · Issue 19 13 Conclusion The concept of digital access points to healthcare – The single greatest benefit, however, is improved patient digital front doors – is not new. It was not invented, outcomes – the ultimate goal of all health services and or created, as a response to COVID-19. The pandemic medical care. Questions can be answered more quickly did, however, provide a strong incentive for both and easily, providing faster care when it is needed. patients and providers to take a long, hard look at Care can become not just reactive but proactive, for alternative models of care that had been under- example wearable devices can “nudge” patients, advising utilized previously. Face-to-face contact, in health- them of unhealthy habits or encouraging healthy care as in other encounters, does have its advantages. activities. On a broader level, outcomes are enhanced But as this option became unavailable or too risky, through the collection and analysis of large pools of digital alternatives quickly emerged to help fill this data, enabling healthcare decision-makers to better need. identify those at risk of certain illnesses or conditions, and better understand the efficacy of therapies and In most cases, patients quickly realized that this treatments, often in real time. alternative access platform was not only safer, but more convenient and just as effective. The increased use of We believe that digital front doors can provide a safe, digital front doors also generates collateral benefits, convenient, and effective access platform to healthcare including reduced pressure on hospital emergency services for patients and for providers. Their adoption departments, and an ability to more efficiently allocate was already well underway before the pandemic struck. healthcare resources. This trend has now gained further momentum and will likely accelerate further in the years ahead. 14 Issue 19 · Siemens Healthineers Insights Series OU Enable patients Unlocking the Empower workforce Digital Front Door Upgrade infrastructure 1010010 1101001 + Optimize workflows Protect data Siemens Healthineers Insights Series · Issue 19 15 Suggested follow-up on care-delivery • Insights Series, Issue 17: Protecting those who protect others : Steps to ensure caregivers’ physical and mental health • Insights Series, Issue 15: Achieving healthcare happiness – The Finland model • Insights Series, Issue 13: Sight to the world: How Aravind improves access to care for millions • Insights Series, Issue 10: Remote work for healthcare professionals: From a stop-gap measure to a lasting transformation i Information 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. It explores emerging issues and provides practical solutions to today’s most pressing healthcare challenges. All issues of the Insights Series can be found here: Contact If you have further questions or would like to reach out to us, please do not hesitate to contact our expert directly: Dr. Herbert Staehr Vice President Global Head of Transforming Care Delivery at Siemens Healthineers [email protected] For regulatory reasons, the solutions described in this paper may not be commercially available in all countries and their future availability cannot be guaranteed. 16 Issue 19 · Siemens Healthineers Insights Series References 1. Bestsennyy O, Gilbert G, Harris A, Rost J. 9. Accenture. Accenture Patient Survey 17. Donelan K, Barreto EA, Sossong S, Telehealth: A quarter-trillion-dollar post- May 2020: “How COVID-19 will Michael C, Estrada JJ, Cohen AB, et al. COVID-19 reality? McKinsey & Company. permanently alter patient behavior.” Patient and clinician experiences with 2020. 2020. telehealth for patient follow-up care. American Journal of Managed Care. 2. SolvHealth. 2018 Consumer healthcare 10. bankmycell. How many smartphones 2019;25(1):40–4. report: “Rise of the practical patient”. are in the world? [Internet]. 2020 [cited 2018. 2021 Jan 15]. Available from: 18. Grube K. Mit dieser Technik sollen Herzpatienten besser versorgt werden. 3. Uscher-Pines L, Pines J, Kellermann A, phones-are-in-the-world 2019 Aug 3 [cited 2020 Oct 1]; Gillen E, Mehrotra A. Deciding to Visit Available from: the Emergency Departement for 11. Betts D, Korenda L. Inside the patient 22524913_Mit-dieser-Technik-sollen- Non-Urgent Conditions: A Systematic journey: Three key touch points for Herzpatienten-besser-versorgt- Review of the Literature. American consumer engagement strategies. werden.html Journal of Managed Care. Deloitte Insights. 2018. 2013;19(1):47–59. 19. Nicholas J, Shilton K, Schueller SM, Gray 12. Accenture. Accenture 2019 Digital EL, Kwasny MJ, Mohr DC. The role of 4. Cordina J, Kumar R, Martin CP, Jones EP. Health Consumer Survey: “Today’s data type and recipient in individuals’ Healthcare consumerism 2018: consumers reveal the future of perspectives on sharing passively An update on the journey. McKinsey & healthcare”. 2019. collected smartphone data for mental Company. 2018. health: Cross-sectional questionnaire 13. Accenture. How can leaders make recent study. Journal of Medical Internet 5. Hartnett KP, Kite-Powell A, DeVies J, digital health gains last? Re-Examining Research. 2019;7(4):1–10. Coletta MA, Boehmer TK, Adjemian J, et the Accenture 2020 Digital Health al. Impact of the COVID-19 Pandemic on Consumer Survey. 2020. 20. Radda C, Rümmele M. „Wir sind mit Emergency Department Visits. Morbidity ELGA europaweit Vorreiter” [Internet]. and Mortality Weekly Report. 14. Deloitte. The future of virtual health: mnews. 2019 [cited 2020 Oct 1]. 2020;69(23):699–704. Executives see industrywide Available from: investments on the horizon. Deloitte health-economy/wir-sind-mit-elga- 6. Vaughane L. Where are the patients? Insights. 2020. europaweit-vorreiter-26796.html The factors affecting the use of emergency care during Covid-19. The 15. Health Village. This is Health Village Nuffield Trust. 2020. [Internet]. 2021 [cited 2021 Feb 24]. Available from: 7. Sun H, Liu K, Li M, Tang S, Monte AA, about-health-village/this-is-health- Wang J, et al. The influence of village coronavirus disease 2019 on emergency department visits in Nanjing, China: A 16. Tieto. Introducing Health Village, the multicentre cross-sectional study. new service to support multiple patient American Journal of Emergency groups and healthcare professionals Medicine. 2020;38(10):2101-2109. [Internet]. June 2019 [cited 2021 Feb 24]. Available from: 8. FAIRHealth. Monthly Telehealth newsroom/all-news-and-releases/ Regional Tracker, April 2020 [Internet]. trade-releases/2019/06/introducing- 2020 [cited 2020 Oct 1]. Available from: health-village-the-new-service-to- support-multiple-patient-groups-and- telehealth healthcare-professionals/ Siemens Healthineers Insights Series · Issue 19 17 About the authors Dr. Herbert Staehr Dr. Ralf Meinhardt Vice President Senior Global Marketing Manager Global Head of Transforming Care at Siemens Healthineers Delivery at Siemens Healthineers Ralf Meinhardt leads Siemens Healthineers’ thought Herbert Staehr serves as Global Head of Transforming leadership activities related to Transforming Care Care Delivery for Siemens Healthineers, driving the Delivery. Previously, Ralf worked in the pharmaceutical company’s activities and messaging around delivering industry, as well consulting and scientific research. high-value care. In this capacity, he develops and Ralf holds a Doctor of Economics and Social Sciences executes programs and outreach strategies aimed at degree from the University of Erlangen-Nuremberg. healthcare providers around the world, as well as He also holds a Master of Science degree in Management stakeholders in every branch of the healthcare industry. as well as a Bachelor of Arts degree in Business Before joining Siemens Healthineers, Herbert spent Administration. In addition to his academic work at the several years with one of Germany’s leading private University of Erlangen-Nuremberg, he also studied at hospital groups, as head of the Corporate Development the Indian Institute of Management, Bangalore (IIMB). department and serving as Managing Director of an His scientific background is in the field of corporate acute care and a post- acute care hospital in Germany. strategy, a subject on which he has authored several He also spent several years with McKinsey & Company publications. with their healthcare practice, providing strategic advice to a wide range of international clients. Herbert holds a doctorate in Healthcare Economics from the University of Hohenheim. 18 Issue 19 · Siemens Healthineers Insights Series 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 Published by Siemens Healthcare GmbH · 0321 · ©Siemens Healthcare GmbH, 2021

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