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The Healthcare Disrupted


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Table of Contents

Preface ix Acknowledgments xiii Introduction xvii Then, Now, and Potential xviii Emerging Models xxi Disrupting and Reshaping Responsibly xxii Part I The Tsunami of Change 1 Chapter 1 Why and How the Healthcare Industry Is Changing So Rapidly 3 Opportunities 5 The Signs of Change 6 A Closer Look at Healthcare Reform 7 Real Reform: Why This Time Will Be Different 9 From Reactive to Proactive 19 Chapter 2 Strategic Choices No Healthcare Company Can Avoid 23 Market Positioning: "What Market Will My Organization Seek to Shape and What Will It Take to Influence That Marketplace?" 24 Differentiating Capabilities: "What Internal and External Capabilities Does My Organization Need in Order to Gain and Maintain a Leading Market Position?" 31 Performance Anatomy: Pivoting the Operating Structures to Patients and Ensuring Differentiating Capabilities 37 A Responsibility for Your Company's Future 40 Part II From Strategy To Value With New Business Models 43 Chapter 3 Old Models and New 45 A Profile of the Old Way (The Starting Point for Many Organizations) 47 Fundamental Shifts in the Operating Environment 47 The New Models Array Themselves on Value and Payment Dimensions 51 The Emerging Business Models 52 Hybrids and Other Novel Solutions 60 Chapter 4 Lean Innovators 63 The Generic Chassis and How It Evolved 64 Shifting Opportunities and Rising Pressures 66 Enter the Lean Innovator Model 68 Early Challenges to the Lean Innovator Model 74 The Techniques of a Lean Innovator 76 The "Lean" Operating Model Position: Execution, Execution, Execution 79 Lean Innovators: Spoilers or Value Vanguard? 83 Chapter 5 Around-the-Patient Innovators 85 Identifying Unmet Needs 88 Innovating to Meet Needs, Fill Gaps 94 Examples of Emerging Around-the-Patient Innovators 100 The Questions That Around-the-Patient Innovators Ask and Why They Ask Them 104 The Around-the-Patient Operating Model: Innovating the Therapy and Patient Care 108 Around-the-Patient: New Commercial Model or Value Vanguard? 113 Chapter 6 Value Innovators 115 A Mindset Shift ("Health" as Opposed to "Disease") 116 Value Innovators: The "Living" Service Providers 121 Better Operators: Examples of Emerging Value Innovators 125 How to Succeed as a Value Innovator 127 Suites of Solutions 129 The Value Innovator Operating Model Is Integrated, Digital, and Services- and Outcomes-Centric 129 The Value Innovator: Value Partner and Services Provider 135 Chapter 7 The New Health Digitals 137 Digital Gone Healthcare 139 Healthcare Gone Digital 142 Start-Up Digitals 145 Digital Economics in Healthcare 146 Implications Now, Soon, Later On 147 Working with the New Health Digitals 149 Health Digitals Positioning, Capabilities, and Anatomy 150 The Health Digitals: Disruptions and New Foundations 156 Part III Building New Organizations 157 Chapter 8 Toward a New Model of Collaboration and Competition 159 Critical Innovations from "Without" 161 Value Innovating with Your Customers 162 Driving Convergence: At the Intersection of Therapeutics, Devices, and Process 166 Mapping Big Digital: Where Digital Consumer and Digital Healthcare Meet 170 Competition: Protecting the Business 174 Change Catalyzing Collaboration Catalyzing Change 176 Chapter 9 Talent Strategy for the New Healthcare Ecosystem 179 Transforming through Talent 180 Recruiting 183 Onboarding 186 Skills to Create Value 188 Part IV Looking Back-Looking Forward 191 Chapter 10 A New Age of Healthcare-Placing Patient and Value at the Center 193 New Future 195 New Language 198 New Economics 199 Your Starting Point, Your Strategies 200 Glossary 203 Notes 219 About the Authors 253 Index 255

About the Author

JEFF ELTON, Ph.D., is the Managing Director of Accenture Strategy and global lead of Predictive Health Intelligence and Patient Pathways practices. He is a founder and board member of several therapeutics and healthcare companies. He is a frequent author on topics of health innovation, analytics, and value. He is currently a board member of the Massachusetts Biotechnology Council and recent lecturer at the Boston University, Questrom School of Business, Health Management Program. ANNE O'RIORDAN is the Global Industry Senior Managing Director of Accenture Life Sciences and a member of the operating board of Accenture's Products business. Based in China since 2007, she has worked throughout Europe, the United States, and Asia for the past 25 years, helping pharmaceutical, medical technology, and consumer health companies rethink, reshape, and restructure their businesses to deliver better patient outcomes. She has published numerous articles on the life sciences industry.

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