tag:blogger.com,1999:blog-12000003962145167472024-03-13T05:22:39.190-07:00Medical TechnologiesAnonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.comBlogger64125tag:blogger.com,1999:blog-1200000396214516747.post-14487445633814890572017-07-25T01:15:00.001-07:002017-07-25T08:43:50.233-07:00A Call to Action for Value Management<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://1.bp.blogspot.com/-SkSDQqpvSo0/WXdWabua0II/AAAAAAAAC3U/jEwcUmfI8e0amgZakTTQEFtEXVTFb473gCLcBGAs/s1600/Nathan%2BTierney%2Bphoto.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><span style="font-family: "verdana" , sans-serif;"><img border="0" data-original-height="322" data-original-width="322" height="200" src="https://1.bp.blogspot.com/-SkSDQqpvSo0/WXdWabua0II/AAAAAAAAC3U/jEwcUmfI8e0amgZakTTQEFtEXVTFb473gCLcBGAs/s200/Nathan%2BTierney%2Bphoto.jpg" width="200" /></span></a></div>
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<span style="font-family: "verdana" , sans-serif;">By Nathan W. Tierney</span><br />
<span style="font-family: "verdana" , sans-serif;"><i>Director of Value Management</i></span><br />
<span style="font-family: verdana, sans-serif;">and the Author of</span><br />
<i><span style="font-family: "verdana" , sans-serif;">Value Management in </span></i><i><span style="font-family: "verdana" , sans-serif;">Healthcare</span></i><br />
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<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;">In healthcare, the overarching goal for providers, as well as other stakeholders, must be improving value for patients. Here, value is defined as the health outcomes achieved that matter most to patients relative to the cost of achieving those outcomes. Improving value requires either improving one or more outcomes without raising costs, or lowering costs without compromising outcomes, or both. Outcomes empower patients, clinicians, and payers and will influence the future healthcare delivery landscape in three distinct ways:</span></span><br />
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<li><span style="font-family: "verdana" , sans-serif;">Patients shall choose the providers for their care based on outcome value scores</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Providers shall be data-informed to make targeted improvements and learn</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Payers shall measure return on investment and direct patients to high-value providers </span></li>
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<span style="font-family: "verdana" , sans-serif;">My upcoming, evidence-based book seeks to provide healthcare delivery organizations a Value Realization Framework and methodology for establishment of Value Management Offices in order to support quality of care and provide safe delivery of value-based outcomes that matter most to patients, clinicians, and payers. </span><br />
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<span style="font-family: "verdana" , sans-serif;">“The universal development and reporting of outcomes at the medical condition level is the single highest priority to improve the performance of the health care system”- from Redefining Health Care, by Michael E. Porter and Elizabeth O. Teisberg.</span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Problems Facing Healthcare Delivery Organizations</b></span></span><br />
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<span style="font-family: "verdana" , sans-serif;">Globally, countries are investigating new healthcare delivery strategies to prioritize value-based outcomes over volume. National governments are introducing policies, implementing new reimbursement methods, and collaborating with health organizations to enact change. The new laser-beam focus on achieving the best health outcomes for patients at the lowest cost will transform the healthcare industry. </span></span><br />
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<span style="font-family: "verdana" , sans-serif;">Companies are also interested in value-based outcomes. These companies are paying high prices for employee health data in order to predict risks and health needs. The implications for this situation are significant for employees, employers and insurers. As an example, if a company thought you were at risk for diabetes, it might offer you an incentive to join a weight-loss program or send personalized reminders to visit a doctor for a checkup. Employers do have a vested interest in healthy and productive employees as well as a fiduciary interest in what they pay for employee healthcare insurance, but does use of health-related data constitute improper use of employer and employee relationship?</span></span><br />
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<span style="font-family: "verdana" , sans-serif;">From the Strategy that will Fix Health Care, by Michael Porter and Tom Lee:</span></span><br />
<span style="font-family: "verdana" , sans-serif;">“Provider organizations understand that, without a change in their model of doing business, they can only hope to be the last iceberg to melt. Facing lower payment rates and potential loss of market share, they have no choice but to improve value and be able to ‘prove it.’”</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Recommendation for Healthcare Delivery Organizations</b></span></span><br />
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<span style="font-family: "verdana" , sans-serif;">It is recommended that organizations create a Value Management Office to serve as a center of excellence for determining evidence-based outcome measurements. This facilitates the creation of value-based care and payment models. Value-based care and payment models support IT governance by evaluating business case investments and projected benefits to link people, processes, and technology. Patients and providers should work together to define and drive the industry towards value. </span></span><br />
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<span style="font-family: "verdana" , sans-serif;">Implementation of a collaborative Value Management Office enables organizations to evaluate projected and realized strategic, operational, and financial benefits from major business process changes, and enterprise initiatives, and establishes critical value-based care models. The shared vision is for Healthcare Delivery Organizations to apply value management as a way of doing business to ensure efficient deployment of capital, improved clinical outcomes, and achievement of strategic, operational, and financial objectives.</span></span><br />
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<span style="font-family: "verdana" , sans-serif;">Healthcare organizations are examining innovative ways to deliver improved patient outcomes at lower cost. This has involved traditional process improvement methodologies, which have been effective in reducing traditional defects and efficiency improvements. However, these efforts have failed to utilize new technologies, analytics and value frameworks that provide both horizontal and vertical alignment for value-based healthcare.</span></span><br />
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<span style="font-family: "verdana" , sans-serif;">The Value Realization Framework provides the methodology for aligning Mission, Vision, and Values with concrete Critical Success Factors (agency goals), measurable Key Results Indicators (outcomes), objective and measurable Key Performance Indicators (actions). The methodology seeks to ensure quality of care, patient safety, and Health Information Technology Programs, which improves service delivery, product delivery, information security, fiscal management, clinical outcomes, and operational metrics (Figure 1). </span></span><br />
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<span style="font-family: "verdana" , sans-serif;">This standards-based process also ensures present IT systems continuously perform as required, contribute to overall business goals, and delivery of expected outcome-oriented results. </span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"> </span><span style="text-align: center;">Figure 2: Value Realization Framework</span></span></div>
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<span style="font-family: "verdana" , sans-serif;"><b>Conclusion</b></span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Primum non nocere,</i> “First do no harm,” the Hippocratic Oath calls on the healthcare community to ethically uphold the highest standards of providing safe and quality care to those in need. This calling goes beyond minimizing mortality rates and instead requires standards with which to achieve a predictive outcome. A standard is something quantifiable and used as a measure or model in a comparative evaluation to determine the value of an outcome. Without standards, there can be no improvement, which is why establishing a center of excellence to determine outcome measurements is so critical. Only through establishment of a Value Management Office and a standards-based Value Realization Framework will Healthcare Delivery Organizations truly shift from reactive to proactive in the provision of value-based care. This shift is the catalyst for change within our healthcare system that empowers patients, clinicians, and payers by delivering desired clinical, financial, patient satisfaction, employee satisfaction, process improvement, and learning and growth outcomes from the perspective of the individual – not the institution. </span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>If Value = Outcomes (Benefits) / Costs (Inputs), then the value story is providing any patient regardless of sex, age, race or location, a safe and quality health outcome relative to the cost of achieving those outcomes. A Value Management Office can help be the conduit for telling your organization’s value story.</i></span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Nathan Tierney is an accomplished senior executive and leader in value management, with over 21 years experience in multibillion-dollar domestic and international operations, developing innovative and profitable methodologies, advising disparate levels of leadership, and managing in complex environments. </i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>He has a proven track record of performance in all fields, and a natural propensity to analyze outcomes both strategically and objectively while remaining pragmatic and focused. Information about Nathan's upcoming book, Value Management in Healthcare: How to Establish a Value Management Office to Support Value-Based Outcomes in Healthcare, can be found <a href="https://www.crcpress.com/Value-Management-in-Healthcare-How-to-Establish-a-Value-Management-Office/Tierney/p/book/9781138104426" target="_blank">here</a>.</i></span></div>
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<span style="font-size: xx-small;"><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif; line-height: 110%;">i Porter, M. E., & Lee, T. H., MD. (2013). The Strategy That Will Fix Health Care. Retrieved October 12, 2016, from https://hbr.org/2013/10/the-strategy-that-will-fix-health-care </span></span></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: xx-small;"><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;"><br /></span></span></span></span>
<span style="font-size: xx-small;"><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;">ii Adapted from International Consortium for Health Outcomes Measurement. 2012</span></span></span><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;"> </span></span></span></span></span></div>
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<span style="font-family: "verdana" , sans-serif; font-size: xx-small;"><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;"><br />iii Maslow, A.H. (1943). “Psychological Review – A Theory of Human Motivation</span></span></span><br /><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;"> </span></span></span></span></div>
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<span style="font-family: "verdana" , sans-serif; font-size: xx-small;"><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;">iv Porter, M. E., and Teisberg, E. O. Redefining health care: creating value-based competition on results. Harvard Business Press. 2006</span></span></span><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;"> </span></span></span></span></div>
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<span style="font-family: "verdana" , sans-serif; font-size: xx-small;"><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;"><br /><span style="font-size: 10pt;">v </span><span style="font-size: 13.3333px;">Wired Magazine (2015). “Security this Week: Employers are Paying Data Firms to Predict Your Health Risks”http://www.wired.com/2016/02/security-this-week-employers-are-paying-data-firms-to-predict-your-health-risks/ Access</span><span style="font-size: 10pt;"> February 20, 2016</span></span></span></span><br /><span style="font-size: 10pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;"> </span></span></span></span></div>
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<span style="font-family: "verdana" , sans-serif; font-size: xx-small;"><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;">vi Porter, M. E., and Thomas H. Lee. The Strategy that will Fix Health Care. Harvard Business Review. 2013</span></span></span><span style="font-family: "verdana" , sans-serif;"> </span></span></div>
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<span style="font-family: "verdana" , sans-serif; font-size: xx-small;"><span style="font-family: "verdana" , sans-serif;"><br />vi</span><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="line-height: 110%;">i Adapted from International Consortium for Health Outcomes Measurement Intro Presentation. 2015</span></span></span></span><span style="font-size: 10.0pt;"><span style="font-family: "verdana" , sans-serif;"><span style="font-size: 10pt; line-height: 110%;"><br /></span></span></span></div>
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com2tag:blogger.com,1999:blog-1200000396214516747.post-17946542746488188582017-07-17T01:42:00.005-07:002017-07-18T01:07:31.176-07:00Frost Perspectives/Healthcare Transformation of Medical Device Industry<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;">By Brahadeesh Chandrasekaran</span><br />
<span style="font-family: "verdana" , sans-serif;"><i>Industry Analyst, Transformational Health</i></span><br />
<span style="font-family: "verdana" , sans-serif;">Frost & Sullivan</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Introduction</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">The pressure to reduce healthcare expenditure, intensifying competition, and consolidation of hospitals and health systems has brought unprecedented changes in the way medical device companies do business. The dynamic marketplace is transforming the traditional way of doing business and requires the medical device manufacturers to rethink their existing business models and create value proposition for customers through innovative products and solutions. This transformation of medical device industry is fueled by an ageing population, proliferation of chronic diseases, increasing emphasis on quality of care and treatment, stringent regulatory landscape focusing on patient safety and cost-containment, empowered and informed customers, and emerging technologies.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>The Market – Global Medical Devices Market</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">While medical device manufacturers are striving hard to address the challenges, the dynamic marketplace also presents huge opportunities for the companies.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Exhibit 1: Global Medical Devices Market, 2015-2016</b></span><br />
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<a href="https://2.bp.blogspot.com/-H7NLIklsllk/WWx3L2C8GnI/AAAAAAAAC14/y1g3RIWfefoXLY2H3agzmXaP0Q-LywEZACLcBGAs/s1600/001.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="201" data-original-width="436" src="https://2.bp.blogspot.com/-H7NLIklsllk/WWx3L2C8GnI/AAAAAAAAC14/y1g3RIWfefoXLY2H3agzmXaP0Q-LywEZACLcBGAs/s1600/001.jpg" /></a></div>
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<span style="font-family: "verdana" , sans-serif;"><b><b><u>Source: Frost & Sullivan</u></b></b></span></div>
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<span style="font-family: "verdana" , sans-serif;"><b>Note: In-Vitro Diagnostics is not included in medical devices market</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">The global medical devices market is estimated to be $330 billion in 2016, an increase of 4 percent growth from 2015. Orthopedics is the largest segment in the medical devices market and it is estimated to remain so for the next 5 years, contributing approximately 14 percent of the global market. Minimally invasive devices and cardiovascular devices complete the top three segments of the medical devices market with approximately 12 percent and 10 percent respectively.</span><br />
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<span style="font-family: "verdana" , sans-serif;">In terms of region, United States led the market with approximately 39 percent of the global market followed by Japan, Germany and China. The top 10 countries contributed to almost 80 percent of the global market.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>The Big Picture – Changes in Medical Device Industry</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">The transformation of existing business models in the medical device industry is primarily attributed to the four factors:</span><br />
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<li><span style="font-family: "verdana" , sans-serif;"><u>Cost and Pricing Pressure:</u> The declining R&D productivity coupled with increasing pricing pressure has resulted in eroding profit margins for medical device manufacturers. Hence medical device companies need to optimize their R&D investment to have right product mix and high manufacturing efficiency. One of the key strategies of medicaldevice companies is the focus on high growth markets and high growth segments to increase the profit margin and minimize the risk of pricing pressure in developed countries such as the US and countries in Europe.</span></li>
<li><span style="font-family: "verdana" , sans-serif;"><u>Power Shifting to Payers and Providers:</u> Payers and providers are gaining more importance in the selection of medical devices. The move towards value-based care is allowing payers and providers to reap benefits with improved quality, patient outcomes and better profitability. Though medical device companies are facing uphill challenges in adjusting to the new value-based payment models, it provides opportunities for the companies by working closely with payers and providers and provides a holistic approach for patient care, which is essential for long-term sustainability. The new models include risk-based revenue sharing models where companies share the risks and profitability with the providers on an individual patient basis.</span></li>
<li><span style="font-family: "verdana" , sans-serif;"><u>Digital Transformation:</u> Similar to other industries, medical device industry is undergoing digital transformation to control costs, enhance patient care and improve utilization of providers. The wearable devices are already starting to deliver their value-proposition by providing continuous monitoring of patients that has high significance in patient management. Digital technology provides opportunity not just to enhance the patient care but also provide data to make informed business decisions. For example, data from the connected devices can help manufacturers better understand the patient behavior, and performance of the devices. Such data provide valuable insights for the medical device companies to develop more effective products and solutions. For example, according to the medicaldevice recall report FY2003 to FY2012 by FDA, the number of medical device recalls increased 97 percent during this period. Digital technology such as predictive analytics or patient monitoring features in devices can help companies to proactively identify the quality issues and improve the device performance. In addition, digital technology allows companies to provide a holistic approach in care delivery and expand in to new service areas of patient management.</span></li>
<li><span style="font-family: "verdana" , sans-serif;"><u>Healthcare Consumerism:</u> Consumerism in healthcare is playing a significant role in transforming the traditional way of care delivery. The increasing awareness among patients increases their choice of choosing healthcare services and enables them to actively participate in the management of their health and wellness that led to new concept known as Do it Yourself (DIY) health concepts. The consumerism in healthcare has allowed device companies to focus on new initiatives in reaching out directly to them.</span></li>
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<b style="font-family: verdana, sans-serif;">Exhibit 2: The need for Transformation in the Medical Device Industry</b><br />
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<b style="font-family: Verdana, sans-serif;"><u><br />Source: Frost & Sullivan</u></b></div>
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<span style="font-family: "verdana" , sans-serif;">These factors are leading to an integrated approach by the medical device companies in providing a holistic approach to the patient care from a pure play medical device manufacturer.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Integrated Approach towards Patient and Disease Management: A Holistic Approach</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">Historically medical devices have been narrowly focused on singular aspect of a disease or condition. As the complexity of the diseases and the financial burden increasing day by day, there is a need for a multi-level approach to disease treatment. Thus medical device manufacturers are focusing on developing new technologies and services that work with an integrated approach of care continuum, a shift from silos approach. Integrated care reduces the costs and improves the patient outcomes. The integrated approach aims to provide end-to-end solution not just for patients but also for providers in improving their efficiency, infrastructure and treatment efficacy.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Exhibit 3: Evolving Medical Device Business Model towards an Integrated Approach</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">For example; in 2013, Medtronic, a leader in the medical device industry, announced the formation of Medtronic Integrated Health Solutions, a new business focused on developing novel partnerships with hospitals, physicians, payers and health systems to deliver high quality care in a cost effective way. The solutions aimed at managing, modernizing, optimizing and developing cath-lab facilities and bring sustainable efficiencies and patient recruitment programs to hospital cardiology department. Medtronic’s Integrated Health Solutions goes beyond the management of cath labs and focuses on creating efficiencies along the entire care continuum, supported by system components such as telehealth. The main goal is to deliver value, optimize outcomes and cost of care delivery, through vendor-independent solutions and long-term partnerships. Similar types of services are offered by many other companies such as Boston Scientific, Philips, St. Jude Medical, etc.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Established medical device companies are embracing this new paradigm and are finding a way to expand the traditional way of doing business and are changing their business models not just from a product perspective but also from a process, service, and relationship with stakeholders’ perspective.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Role of Connected Health Solutions</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">Connected health solutions enables patients, care providers and payers to access data effectively and make informed decisions on the quality and outcomes of treatment. At a time where the demand for healthcare services continues to rise because of aging population, constrained budgets for hospitals, lack of access to healthcare in many countries, and increasing costs for advanced treatment, the role of connected health is highly significant as it is capable of delivering cost-effective solutions and can significantly improve the patient outcomes. The connected health solutions have allowed medical device companies and digital technology companies to bring out solutions that provide comprehensive care.</span><br />
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<span style="font-family: "verdana" , sans-serif;">For example; Propeller health, a digital health technology company, develops sensors and digital platforms that are used to collect patient medication data and turn it into actionable insights for patients and care providers for the treatment of COPD and Asthma. The company has already partnered with leading inhaler manufacturers such as GSK, BoehringerIngelheim, etc. to integrate their digital technology with the inhalers for improving patient outcomes. In addition, Propeller health partnered with the Institute for Healthy Air, Water, and Soil, the Louisville Metro Public Health and Wellness Department, and the Robert Wood Johnson Foundation officially launched an initiative called AIR Louisville, a first-of-its-kind collaboration using digital technology to improve asthma. The initiative aims to track the asthma patients in Louisville and leverage the data from the Propeller health’s inhaler sensors and asthma management system to make informed decisions on management of patients and environment in Louisville.</span><br />
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<span style="font-family: "verdana" , sans-serif;">The role of connected health solutions is expected to have a huge impact in the transforming healthcare system towards personalized medicine and allow companies to develop technologies, products and solutions towards patient or consumer-centric approach.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>The Future</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">The inevitable radical change in the medical device industry will redefine the traditional way of doing business. Medicaldevice companies that embrace and align their business strategy according to these changes will sustain and can remain profitable. Digital health solutions will play a significant role in the medical device industry and the customers will not only include physicians and GPO’s but also C-Suit, Consumers and Payers. Scalability beyond traditional product offering and competing beyond a company‘s traditional industry will be important, as more companies will begin to converge products and services. Companies like Apple, Google, and IBM will continue to compete outside their domain, pushing traditional healthcare companies to break their dominant business model. Medical device manufacturers must incorporate a socially beneficial aspect to their business models. The preference of payers and consumers will incline toward companies that help them improve their lives and treatment outcomes in a cost-effective way.</span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com9tag:blogger.com,1999:blog-1200000396214516747.post-80944350524091540332017-07-17T01:28:00.002-07:002017-07-26T04:37:40.766-07:00What to Watch for in 2017: More Technology,Better Access<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://1.bp.blogspot.com/-VSOUsKeDihM/WWx1KVKXAKI/AAAAAAAAC1w/xIjj5Fh0cKsCPwQzY5FzAHp1zATbs487QCLcBGAs/s1600/Jay%2BRajda%2Bphoto.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="155" data-original-width="155" src="https://1.bp.blogspot.com/-VSOUsKeDihM/WWx1KVKXAKI/AAAAAAAAC1w/xIjj5Fh0cKsCPwQzY5FzAHp1zATbs487QCLcBGAs/s1600/Jay%2BRajda%2Bphoto.jpg" /></a></div>
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<span style="font-family: "verdana" , sans-serif;">With commentary by</span><br />
<span style="font-family: "verdana" , sans-serif;">Jay Rajda, M.D., M.B.A., FACP</span><br />
<span style="font-family: "verdana" , sans-serif;"><i>Chief Clinical Transformation Officer</i></span><br />
<span style="font-family: "verdana" , sans-serif;">Aetna</span><br />
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<span style="font-family: "verdana" , sans-serif;">Whether it’s smart watches, fitness trackers or artificial intelligence, technology is a part of the health care industry. At Aetna, our experts keep track of technological advances as a part of our mission to increase access to high quality, cost effective healthcare.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Technology opens doors for continuity</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">The opportunity to use a laptop or smartphone to remotely consult with a physician is convenient and cost effective, and so telemedicine is increasingly popular with patients, providers and insurers alike.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Jay Rajda, M.D., MBA, FACP, Aetna’s chief clinical transformation officer, said the technology and models used for telemedicine will evolve and provide an opportunity for more “continuity” of care remotely.</span><br />
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<span style="font-family: "verdana" , sans-serif;">“Thus far, the most prevalent model one where telemedicine is used primarily for low-complexity urgent clinical issues” Rajda said. “We are excited about the prospects of the role of telemedicine in chronic condition management. As we further develop consumer-centric care models, the ability to access continuity of care by connecting with one’s own primary care physician to manage diabetes or hypertension, could be a valuable proposition for the consumer, improving patient satisfaction. At the same, it holds promise to be able to fulfill the triple aim of improved access and quality, and reduced costs.”</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Find balance between wearables, apps and evidence-based medicine</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">The technology in today’s wearables can detect if someone is walking, running, swimming or climbing and can recognize a person’s emotions. For example, one wearable monitors a person’s breathing patterns to determine if they’re stressed. If they are, the wearable vibrates, prompting the person to take a deep breath.</span><br />
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<span style="font-family: "verdana" , sans-serif;">As technology continues to develop, physicians have to strive to continue to create doctor-patient relationships, according to Gabriela Cora, M.D., DFAPA, a medical director for Aetna Behavioral Health.</span><br />
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<span style="font-family: "verdana" , sans-serif;">In a world where people have vast amounts of information at their fingertips, and where apps and wearable devices give people access to a variety of metrics, Cora emphasized the importance of not overwhelming people with data. She said she finds the blurring line between technology and health care interesting, but reiterated that diagnoses and treatment will be supported by “evidence-based medicine.”</span><br />
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<span style="font-family: "verdana" , sans-serif;">“The integration of technology in health apps and wearables will make a difference as long as it relies on healthy standards,” Cora said. “This is going to be the greatest opportunity – and challenge – in the years to come.”</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>New payment models may also impact access</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">Physicians will also be paying attention to large-scale changes that can affect patients, according to John Moore, D.O., FAAFP, Aetna’s medical director for the United States’ Northeast Region. This includes the implementation of the Medicare Access and CHIP Reauthorization Act (MACRA), which went into effect on Jan. 1, 2017, and changes the way Medicare physicians are paid.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Moore explained he’s interested to see how changes from the federal level can impact an individual patient’s opportunity to access affordable health care.</span><br />
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<span style="font-family: "verdana" , sans-serif;">“It’s really critical for health care patients to have coverage to the best of their ability,” Moore said. Noting that the future of the Affordable Care Act is uncertain, Moore continued, “Generally, physicians would like to see patients have access to affordable health care.”</span><br />
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<span style="font-family: "verdana" , sans-serif;">To learn more about timely medical news and analysis, please visit: </span><br />
<span style="font-family: "verdana" , sans-serif;"><a href="https://news.aetna.com/2017/02/2017-more-technology-better-access/">https://news.aetna.com/2017/02/2017-more-technology-better-access/</a></span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-72257897207547637942017-07-17T01:22:00.001-07:002017-07-18T06:45:16.984-07:00New Developments in Robotics Rehabilitation<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://4.bp.blogspot.com/-A5rPFiQi52k/WWxzY1KGVBI/AAAAAAAAC1s/F9bsScuusqQ4fg5LPi0Q8S78oz3dznNYwCLcBGAs/s1600/Alind%2BSahay%2Bphoto.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="200" data-original-width="200" height="200" src="https://4.bp.blogspot.com/-A5rPFiQi52k/WWxzY1KGVBI/AAAAAAAAC1s/F9bsScuusqQ4fg5LPi0Q8S78oz3dznNYwCLcBGAs/s200/Alind%2BSahay%2Bphoto.jpg" width="200" /></a></div>
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<span style="font-family: "verdana" , sans-serif;">By Alind Sahay<br /><i>Vice President</i><br />Noxilizer, Incorporated</span><br />
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<span style="font-family: "verdana" , sans-serif;"><br /><br />Today, robots are present in a variety of application areas in the healthcare space – in surgery, pharmacy, rehabilitation, hospital services and many other areas. This trend is more recent in the area of rehabilitation robotics but is accelerating and some market research reports are predicting over 20% year-over-year growth.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Rehabilitation robotic systems are used in order to restore function or to provide assistive motor and motion functions. These robots are generally segmented into assistive robots, prosthetics, orthotics, therapeutic robots and exoskeleton robots. Intuitively, it makes sense to use robots for rehabilitation therapy as there is need for repetitive motion which needs to be in a specified and controlled range to stimulate recovery and not cause damage. Additionally, robots generally have feedback devices and can measure progress of recovery and can therefore be used by therapists to optimize settings for patient recovery.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Though the current market for rehabilitation robots is relatively small (a few hundred million) when compared to surgical robots (a few billion), this market is expected to grow rapidly with advances in sensor technology, processing power, robotic technology and the potential for use of Artificial Intelligence. Therapeutic areas for rehab robots include a) acute and chronic neurological disorders arising from stroke, traumatic brain injury, spinal cord injury, cerebral palsy, multiple sclerosis etc. b) orthopedic rehabilitation and c) other non-neurological and non-orthopedic areas. A quick review of the incidence and prevalence of stroke on a worldwide basis indicates a potential for a significant multi-billion dollar market. At this time, although there are some leading players in this space, there is no dominant player.</span><br />
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<span style="font-family: "verdana" , sans-serif;">For stroke therapy, there is general clinical agreement that, at a minimum, the introduction of robotic systems into clinical practice is useful in promoting the standardization of treatment and cost-effective use of human resources. There is sufficient clinical data that shows that early treatment and intense treatment is better for recovery from stroke – and deployment of robots has the potential to ensure proper early and intense treatment. However, the current robotic devices are heavily task oriented and provide simple repetitive movement patterns. There is significant research in the use of engaging games coupled with automation that has shown the possibility of further improving outcomes. These games, by engaging the patient, provide the possibility of improved therapy compliance and also, by their very nature stimulate neurological recovery in ways that a repetitive movement pattern cannot. Games, though need to be well designed for this purpose. There are a number of research institutions that have designed such games and some well-funded spin-off companies based on this research.</span><br />
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<span style="font-family: "verdana" , sans-serif;">As we look at the future, one key factor that is a barrier to adoption is the cost of these devices. The more complex high-end robots in the neuro-rehab space may cost around $100,000 and some of the more sophisticated exoskeleton assisting devices may cost around $200,000. To improve adoption these prices need to come down and/or more innovative business models need to be developed that reduce the cost of use to customers. Within the U.S., re-imbursement models for rehabilitation treatment do not allow for direct payment of costly robotic systems, rather treatment costs have to be fitted within the Medicare re-imbursement models. A 1990 study estimates the total direct cost of stroke to be $40.6 B, split into 45% short-term care costs, 35% long-term ambulatory costs and 17.5% nursing home costs. With well-thought studies, it should be possible to generate evidence that long-term care costs will come down with improved recovery and capture part of the savings from cost-reduction to either insurance or to patients/family.</span><br />
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<span style="font-family: "verdana" , sans-serif;">In addition, there appears to be significant opportunity for companies to launch products using strategies similar to gym equipment. For clubs, equipment is generally higher end and economic models are based on membership dues. Some more well-to-do customer buy equipment for home use. Companies should explore this model (and some are beginning to do so) as the opportunity is large due to high numbers of chronic patients and the willingness to pay for lower ‘club’ dues rather than high therapist fees in a hospital setting. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Clinical data for the use of robotic systems for therapeutic and functional rehabilitation is promising. Robotics intuitively makesense for systematic rehabilitation.Coupled with gaming, connectivity and artificial intelligence, robotic systems have the potential to make significant positive impact on the lives of patients and reduce the economic and social impact, specially, of neurological related issues. In the long-term, costs will come down and businesses will come up with innovative economic models based to significantly drive adoption.<br /><br /><i>Alind Sahay is a research and development business leader and innovator with over 20 years experience developing and launching innovative medical devices for global markets, which includes over 12 years leading product development for image based robotics at Integrated Surgical Systems and navigation systems at GE Healthcare. His business development experience encompasses defining and executing on technology-based opportunities, including licensing and collaborations. <br /><br />Currently, he is Vice President, Research and Development at Noxilizer. Previous positions include Program Director, Endo Health Solutions, where he was responsible for the complete research and development portfolio for the Healthronics product line and Director, Product Development at Terumo Cardiovascular Systems, where he managed new product development and line-extensions for cardiac pumping systems and associated disposables.</i></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-76337145964039760692017-04-21T04:52:00.000-07:002017-04-24T07:18:28.097-07:00Transformational Shift: New Business Models in Healthcare<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Verdana, sans-serif;"><b> PRESENTER<br /> Greg Caressi</b> <br /><i> Senior Vice President, <br /> Transformational Health </i><br /> Frost & Sullivan<br /><br /><b> </b></span></div>
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<span style="font-family: Verdana, sans-serif;"><b>SESSION ABSTRACT</b></span><br />
<span style="font-family: Verdana, sans-serif;">This
discussion helped participants gain valuable insight into new
marketplaces and implications across value chains. Examples of how
transformation in healthcare can be leveraged to develop new business
models were also presented. Participants examined top global case
studies and utilized them to identify new channel partners, new
customers, new convergence ideas and revenue streams across the entire
ecosystem.<br /><br /><b>KEY TAKE-AWAYS:</b></span></div>
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<li><span style="font-family: Verdana, sans-serif;">An
assessment of the future success potential of current and emerging
business models in the B2B and B2C segments across industries</span></li>
<li><span style="font-family: Verdana, sans-serif;">Identification of new partner networks, future customer segments and valuable revenue streams for your company</span></li>
<li><span style="font-family: Verdana, sans-serif;">Analysis of new product positioning, new value proposition through creation of a business model canvas</span></li>
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<span style="font-family: Verdana, sans-serif;"><b>OVERVIEW</b></span></div>
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<span style="font-family: Verdana, sans-serif;">Healthcare is being transformed and new business models are evolving around six overall themes:</span><br />
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<li><span style="font-family: Verdana, sans-serif;">Building an Ecosystem</span></li>
<li><span style="font-family: Verdana, sans-serif;">Moving from Product to Service</span></li>
<li><span style="font-family: Verdana, sans-serif;">Decision Support</span></li>
<li><span style="font-family: Verdana, sans-serif;">Integration Is King</span></li>
<li><span style="font-family: Verdana, sans-serif;">Process Change</span></li>
<li><span style="font-family: Verdana, sans-serif;"><span style="font-family: "verdana" , sans-serif;">Mass Customization</span> </span></li>
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<span style="font-family: Verdana, sans-serif;"><b>Some key developments in new healthcare business models include:</b></span></div>
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<li><span style="font-family: Verdana, sans-serif;">Artificial Intelligence solutions being used for workflow optimization (e.g., triage) purposes</span></li>
<li><span style="font-family: Verdana, sans-serif;">The use of social media, more on the consumer side than the institutional side, for purposes such as activity coaching</span></li>
<li><span style="font-family: Verdana, sans-serif;">The tendency to view market segmentation and/or fragmentation as an opportunity where one solution can be adapted across various stakeholders</span></li>
<li><span style="font-family: Verdana, sans-serif;">Enhanced patient comfort level with having their information reside in the cloud</span></li>
<li><span style="font-family: Verdana, sans-serif;">Consumer willingness to co-pay seems set at around $30-$50</span></li>
<li><span style="font-family: Verdana, sans-serif;">Genomics is one new area of innovation in business models; within 5 years it willbe considered ―malpractice not to use some genomics technologies, particularlyin oncology</span></li>
<li><span style="font-family: Verdana, sans-serif;">Intermountain Healthcare is one of the leaders in offering healthcare providers genomics testing</span></li>
<li><span style="font-family: Verdana, sans-serif;">IBM Watson is partnering with Memorial Sloan Kettering to leverage genomics and analytics</span></li>
<li><span style="font-family: Verdana, sans-serif;">The American Society of Clinical Oncology (ASCO) is partnering with Systems, Applications and Processes in Data Processing (SAP) to develop big data solution for oncologists nationwide</span></li>
<li><span style="font-family: Verdana, sans-serif;">Shared infrastructure platforms are being shared across practice groups</span></li>
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<span style="font-family: Verdana, sans-serif;"><b>TAKE-AWAY</b></span></div>
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<li><span style="font-family: Verdana, sans-serif;">64% of patients would see a doctor via video</span></li>
<li><span style="font-family: Verdana, sans-serif;">Access and convenience is more important to patients than physical contact, many are also very unconcerned with having their information in the cloud</span></li>
<li><span style="font-family: Verdana, sans-serif;">Price points are similar for most available options (makes things easier)</span></li>
<li><span style="font-family: Verdana, sans-serif;">You can adapt one technology and one solution to many different stakeholders</span></li>
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<span style="font-family: Verdana, sans-serif;"><br /><b>ACTION ITEM</b></span></div>
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<li><span style="font-family: Verdana, sans-serif;">Strive to change consumer attitudes towards healthcare delivery</span></li>
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<span style="font-family: Verdana, sans-serif;"><b>BEST PRACTICE</b></span></div>
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<li><span style="font-family: Verdana, sans-serif;">Reimburse only for the best pathway of healthcare delivery</span></li>
<li><span style="font-family: Verdana, sans-serif;">Artificial Intelligence (AI) is used for determining models and learning from them</span></li>
<li><span style="font-family: Verdana, sans-serif;">Find an enterprise based analytics solution located within a clinical setting</span></li>
<li><span style="font-family: Verdana, sans-serif;">Speed up ingestion and analytics of data</span></li>
<li><span style="font-family: Verdana, sans-serif;">Find the balance between one on one and subscription based model</span></li>
<li><span style="font-family: Verdana, sans-serif;">Retail clinics have an opportunity to provide a positive impact for minor issues</span></li>
<li><span style="font-family: Verdana, sans-serif;">A lot of different parts when it comes to chronic care leads to new models,</span></li>
<li><span style="font-family: Verdana, sans-serif;">While many in the field are reducing interaction with it, the FDA is still a central player; you need to worry about the FDA</span></li>
<li><span style="font-family: Verdana, sans-serif;">The first conflict point will probably be provider-payer not consumer-payer</span></li>
<li><span style="font-family: Verdana, sans-serif;">Cloud is the new change that has to happen, there is just too much data to house physically</span></li>
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<span style="font-family: Verdana, sans-serif;"><b>FINAL THOUGHT</b></span></div>
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<span style="font-family: Verdana, sans-serif;">With
the coming influx of technology and the growing consumer adoption rate,
you need to really position yourself within the field and make use of
the tools and analytics that are becoming increasingly more available.
Cloud storage and the upcoming use of AI to help interpret all of this
data in a meaningful way will be the key to success.</span></div>
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-72542073126995008282017-04-20T06:15:00.000-07:002017-04-24T09:40:49.486-07:00<div dir="ltr" style="text-align: left;" trbidi="on">
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<b style="font-family: verdana, sans-serif;">Q and A with<br /> </b><b style="font-family: verdana, sans-serif;">Sam Van Alstyne<br /> </b><b style="font-family: verdana, sans-serif;">Global Marketing Manager<br /> </b><b style="font-family: verdana, sans-serif;">New Products<br /> </b><b style="font-family: verdana, sans-serif;">3M Drug Delivery Systems</b></h2>
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<span style="font-family: verdana, sans-serif;">As new options in connected healthcare continue to emerge, new and sometimes unlikely entrants are also contributing to the transformation of the medical business landscape. To address this trend, Frost & Sullivan recently posed a few questions to Sam Van Alstyne, </span><i style="font-family: verdana, sans-serif;">Global Marketing Manager, New Products,</i><span style="font-family: verdana, sans-serif;"> 3M Drug Delivery Systems. We discussed 3M’s entry into digital healthcare, their recent innovation in drug delivery and the need for effective business models to address all the changes in healthcare.</span></div>
<span style="font-family: "verdana" , sans-serif;"><br /><i><b>1. Can you describe your current role at 3M? </b></i><br /><br />I am the Front End Innovation and New Products Marketing Manager for 3M Drug Delivery Systems Division. My job is to work with our laboratory scientists, insights specialists and designers to develop new product concepts and take them through the commercialization process. I’m currently working on three projects – one, the 3M™ Intelligent Control Inhaler has been publicly announced.<br /><br /><i><b>2. Can you share any examples of new Drug Delivery Systems you are particularly excited about? </b></i></span><br />
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<span style="font-family: "verdana" , sans-serif;">The entry of 3M into digital healthcare – particularly as it applies to inhalation drug delivery. 3M is known globally as an innovative company and developed the first metered dose inhaler 60 years ago – it is exciting to see these come together. <br /><br /><i><b>3. Can you discuss how 3M Science is being applied to Digital Heath Care?</b></i><br /><br />It’s the theme of uncommon connections – the ability to bring resources from across the company to bear in solving a particularly tough problem. With our inhaler project, we can leverage formulation and delivery expertise from our own division, data management and analytics knowledge from 3M Oral Care and Health Information Systems Divisions to create a product that may help solve the persistent problems of medication adherence and what we call device competence – the ability of a patient to use an inhaler correctly.<br /><br /><i><b>4. How do you see 3M’s products and services evolving to meet the current shift to value-based healthcare? </b></i><br /><br />Data plays a critical role in value-based care. You must prove outcomes – not just clinically but in the real world and data helps to do that. One of the benefits of connected devices is that you generate longitudinal data from a large and diverse population. Instead of days or weeks of data, you can get months and years – something that would be prohibitively expensive to do in a clinical setting. That data can be examined for trends and connections providing insights not only to healthcare providers but back to the patient themselves. Empowering patients is key to reducing healthcare costs in the long term.<br /><br /><i><b>5. Many new opportunities exist for companies (like 3M) focused on technology and process innovation. What opportunities for technological innovation do you see in the marketplace? </b></i><br /><br />Globally there is intense pressure to reduce the cost of healthcare. Sometimes this seems at odds with the desire for new, innovative products – but it’s exactly from these sorts of tensions that true creativity flows. We have a challenging situation with drug delivery since most (if not all) of the payer-quantified value comes from the molecule delivered rather than the technology which delivers it.<br />Yet across the industry, there are patients who do not get the full benefit of their therapy because they forget to take their medication or they take it incorrectly. In these cases, the delivery systems can help. They can remind or remove obstacles by simplifying the administration process. These devices can provide real, demonstrable value to the patient and to the payer but it’s difficult to get additional reimbursement.<br /><br /><i><b>6. How about improvements that can be made to the drug delivery process?</b></i><br /><br />It’s not just a problem in drug delivery, I attend several digital healthcare conferences each year and I’m always amazed by the incredibly creative solutions on display and most are struggling to survive.The desire, drive and technology are there, what’s missing are the innovative business models that help turn these inventions into sustainable businesses. <br /><br /><i><b>7. The theme of this eBulletin is Capitalizing On New Business Models in Healthcare for Breakthrough Results. Do you think that is possible?</b></i></span><br />
<span style="font-family: "verdana" , sans-serif;"><br />Who will pay for the innovation seems to be the question on everyone’s mind. Instinctively, we turn to the payers as that is their traditional role but ways to deliver care are evolving faster than the industry can adapt. Models based on share-of-savings are popular but defining and proving what the savings are remains challenging. Looking beyond the payer and understanding who benefits, how they benefit and finding ways to partner is the way forward in my mind. <br /> </span><br />
<span style="font-family: "verdana" , sans-serif;"><i>Excited by the ways technology can improve healthcare outcomes, Sam Van Alstyne is a software engineer who ventured into marketing and has since become passionate about digital health. As new products marketing manager in 3M’s Drug Delivery Systems Division, Sam has responsibility for the 3M Intelligent Control Inhaler program.</i></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-87507743654547305592017-04-19T08:38:00.002-07:002017-04-24T06:51:16.574-07:00Medtronic: From Medical Devices to the Transformation of Healthcare <div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b>By Hugo F. Villegas</b><br /><i>President</i><br />Medtronic, Latin America</span><br />
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<span style="font-family: "verdana" , sans-serif;"><br /><i>Medtronic is evolving by innovating in new ways and collaborating with new partners around the globe to bring meaningful innovations to market, finding ways to align value among the system’s stakeholders, and increasing access to care around the world.</i><br /><br />Medtronic has the point of view that healthcare systems globally are not sustainable as is. New approaches and new forms of innovation are required to face the current challenges and assure that millions of people around the world are not left untreated.<br /><br />Hugo F. Villegas, president of Medtronic in Latin America shares his views and the Latin American perspective, “We know that universal health should be a must, and Latin America has made huge progress in that realm as more and more countries in our region have implemented health reforms and policies aiming to achieve access to health for their entire populations; countries have even made universal access to healthcare a constitutional right. However, an aging population, the increasing prevalence of chronic diseases, fee-per-procedure payment approaches and delivery systems with misaligned incentives all contribute to the challenges in meeting the universal healthcare needs.”<br /><br />In Latin America, Medtronic has taken important steps to start the conversation on an approach, known as value-based healthcare that could address these issues. Simply put, value is the idea of delivering better outcomes at a lower cost. We’reactively engaged with hospitals, payers, healthcare authorities and governments, associations, think tanks and the academia in order toexplore how the data and insights that Medtronic’s technologies create can be combined in partnership to help establish aligned value-based healthcare models. <br /><br />“We currently entered into agreements to implement value-based healthcare projects in Colombia, Chile, Puerto Rico and Brazil. We believe these projects will deliver high quality care for diabetes and cardiac patients,” commented Mr. Hugo Villegas. He added, “Through these agreements, we hope to learn more about what works and share those results as a means of encouraging more private and public actors within the healthcare ecosystem in our region to implement thesenew kinds of models.”<br /><br />Medtronic technologies and services, combined in partnership with healthcare system stakeholders, can create improvement in models of care and care delivery for specific populations of patients. When incentives are aligned and payment is linked to outcomes, value creation can be measured and value-based healthcare models are possible. “We’re exploring alternative payment models that reward value over volume” emphasizes Mr. Villegas. <br /><br />Medtronic is known for delivering high clinical value with the company’s innovative technology portfolio. We are now more and more focused on providing economic value throughour services and solutions offerings. The proposed re-architecture of the healthcare payment and delivery systems seeks to reward patient outcomes by re-shifting the current fee-per-procedure approach to one that puts the patient at the center of care and rewards patient outcomes over volume of procedures.<br /><br />As the world’s largest medical technology provider, Medtronic has a unique role to play in the move toward aligned, value-based healthcare.We also recognize that no single entity can do this alone. Only through collaboration and partnership can we transform healthcare. “We call this approach Further, Together. ‘Further’ because we will continue to drive progress in innovation and formulate powerful solutions with proven clinical and economic value as the basis of our offerings and ‘Together’ because we will forge new and stronger partnerships to help our customers to achieve their goals, deliver clinical outcomes to the patients and reduce costs” finalized Mr. Villegas.<br /><br /><i><b>HUGO F. VILLEGAS</b> has been President of Latin America for Medtronic since January 2015. Hugo is responsible for the operations and business performance of the region with commercial operations in more than 35 countries. From 2013 through 2015, he was President of Latin America for Covidien, which became part of Medtronic in 2015. <br /><br />Villegas began his 28 year career in sales for Johnson & Johnson, after which he held positions of increasing responsibility, from marketing to general management. He was Country Manager for J&J Peru and J&J Venezuela and subsequently led regional marketing for the company’s Cordis division. Villegas then became Regional Vice President of Johnson & Johnson Latin America and from 2006 until 2013 Villegas was transferred to Madrid, Spain as Regional Vice President of Johnson & Johnson Europe’s Medical Technology. <br /><br />In 2013 Villegas brought a strong strategic vision and passion for growth and became President of Covidien Latin America. Under his leadership, Covidien’s regional business accomplished double digit growth. After Medtronic’s acquisition of Covidien in early 2015, he became President for the new, expanded operations of both companies across the continent.</i></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com2tag:blogger.com,1999:blog-1200000396214516747.post-70154471437149423662017-04-17T03:05:00.000-07:002017-04-24T09:47:07.175-07:00Why the Connected Patient is the Killer App in the Digital Age of Medicine<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: verdana, sans-serif;">If you search on the phrase “killer app”, you will find a definition along the lines of a feature, function, or application of a new technology or product that is presented as virtually indispensable. The two essential components of the killer app being:</span><br />
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<span style="font-family: "verdana" , sans-serif;">1. Competitive features and function<br />2. Indispensability<br /><br />Before diving into the healthcare part of this, it is worth mentioning one of the all-time great killer apps in consumer technology: The Sony Walkman.<br /><br />Unlike the stereo system in your bedroom, it fit into a backpack, and you could take it with you. Additionally, you could listen to music of your own choosing whenever you wanted, as opposed to whatever the radio played. And by 1983, cassette tapes had outsold vinyl—so you could get virtually any album to play on it, which made it even more indispensable in the market.<br /><br /><b>Competitive Features and Functions in Medical Technology</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><br />Considering some of medtech’s great killer apps over the last 15 years—from remote monitoring systems for cardiac pacing to molecular diagnostics using the human genome—there is a common denominator that threads across the features and functions of these products. Simply put, they have slowly but surely become more centered around individual patients and their lives.<br /><br />Whether it was the Bluetooth-enabled data uploads that were patient-triggered (from the nightstand!) in early remote monitoring or the patient’s own biology that led to improved diagnosis, it’s easy to identify “patient-centric” features and functions. But historically, a practical challenge to even the most novel diagnostics and therapies becoming indispensable in the market was that patients had minimal role in determining product value. <br /><br />This is rapidly changing in the digital era.<br /><br /><b>How the Connected Patient Will Define Value in our Future</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><b> </b><br />Alec Ross, the author of NYT bestseller Industries of the Future, has an intriguing way of looking at our eras of progress and the markets that revolved around them—basically, it comes down to raw materials and who has owned them. In the agricultural age, landowners owned the farmland; in the industrial age, corporations owned the iron. <br /><br />Today, in the digital age, individuals own data. And in the digital era of medicine, patients and their data underlie the volume-to-value transformation…starting right now.<br /><br />Why now? Because every single connected consumer in the US is a patient at some point. But as importantly, patient-consumers have integrated healthcare into their daily lives and are exhibiting new behaviors because of it. For example, Google has reported that “healthcare where and when I want it”-type searches have surged since 2013, and in 2016 the majority of health-related searches shifted from web to mobile for the first time in history. <br /><br />If healthcare technology is becoming integrated into the real life of patients, the way we measure health outcomes should reflect this shift.<br /><br />This takes us full-circle, back to patients and their digital data and why they are key to our value-based future—with their help, their data can be used to quantify and enhance health outcomes outside of clinic walls, so we can finally see what’s working, or not, in the real life of patients. And if real life patient data is redefining health outcomes, and outcomes are the basis of value-based care, then connected patients are the virtually indispensable component of healthcare in the 21st century. I.e., the connected patient is the killer app in the digital age of medicine….as the famous Sony Walkman ad said, “There’s a revolution in the streets.”<br /><br /><i>Deborah Kilpatrick, Ph.D., is an executive with broad experience in development and commercialization of new medical technologies and products for primary care and specialty channels. Her operational roles have spanned domestic and global leadership in R&D, corporate strategic planning and new technology incubation, as well as marketing, sales, and reimbursement in Fortune 500 and Silicon Valley start-up healthcare companies. </i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Richard Milani, Chief Clinical Transformation Officer at Ochsner Health System, is also Vice-Chairman, Cardiovascular Diseases at Ochsner Health System. He has helped to shape and lead the Ochsner organization for almost eighteen years.<br /><br /><a href="http://www.ochsner.org/" target="_blank">Ochsner Health System</a> is an Evidation Health partner and Louisiana’s largest non-profit, academic healthcare system. To learn more about their medical expertise and <a href="http://www.ochsner.org/io" target="_blank">innovationOchsner’s</a> digital health capabilities, visit ochsner.org and <a href="https://www.ochsner.org/io">https://www.ochsner.org/io</a><br /><br />To learn more about how healthcare companies are using <a href="http://www.evidation.com/" target="_blank">Evidation Health’s </a>Real Life Study Solution to quantify health outcomes in the digital era of medicine, follow <a href="http://www.twitter.com/evidation" target="_blank">@evidation</a>.</i></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-2331015576986957622017-04-17T02:16:00.006-07:002017-04-25T06:07:21.237-07:00Navigating Through a Landscape of Change at the 22nd Annual Medical Technologies: A Frost & Sullivan Executive MindXchange<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;">Amid an eclectic, global crowd of key healthcare industry leaders, medical technology experts, and seasoned business entrepreneurs, two constant event themes emerged early on: uncertainty and adding value to the healthcare continuum. Moreover, keynote speaker address titles included long tail key phrases like, <i>Adopt or Die</i>, and <i>Changing Channels</i>, or <i>Adoption of New Technology</i>. Each keynote address introduced well-documented evidence pointing to an emerging era of unprecedented change in healthcare and the struggle to find business strategies that adds value for advanced medical technology in a value-based healthcare ecosystem.<br /><br />This survival of the fittest mentality combined with the movement to value-based care dominated not only the main sessions of the <b>22nd Annual Medical Technologies: A Frost & Sullivan Executive MindXchange,</b> but also subsequent follow up conversations at lunch, dinner and into the night as colleagues and new friends gathered in small groups to debate the way forward. This heightened level of dialogue and sense of urgency continued for over three full days of interactive sessions and team-building exercises orchestrated by the Frost & Sullivan Events Division. <br /><br />In addition to the ever present “winds of change” presentations, there were also brief presentations about seismic shifts in advanced medical technology. These discussions involved early detection and prevention of chronic and degenerative disease and the endless opportunities medical devices bring. But, break-out session facilitators went on to explain this anticipated scientific and financial bliss from advanced medical technology requires unique applications where providers can successfully detect, intervene and prevent debilitating diseases. In essence, the ability to create a <i>blue ocean strateg</i>y for the planned data output of a new medical device. However, capitalization for mimic medical devices is challenging as is raising money for medical devices whose product produces scientific data that has little or no clinical relevance. A reported missed step when beginning a first round of capitalization is not having a planned and granular business strategy with enough follow- through to generate a return an investment for investors.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /><b>How Technology Becomes Business and Business Becomes Technology</b></span></div>
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<span style="font-family: "verdana" , sans-serif;"><br />Al Naqvi of The American Institute of Artificial Intelligence gave an in-depth presentation on the advancement of artificial intelligence and its many applications in medicine. He simultaneously encapsulated the necessity for finding a business strategy for technology and showcased how artificial intelligence is transforming the healthcare value chain.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br />Since the first industrial revolution in the 1750s, technology and business have been viewed as separate entities. This is referred to as <i>strategic dualism</i> where technology enables business. In the latter 1800s, electricity created a division of labor and mass production that enabled mass distribution. This dominated an acceptable parity between technology and business until late in to the 20th century. Then, with the dawning of <i>information age</i> technology, the introduction of the Internet generated a <i>cognitive and consciousness revolution </i>that established a reality that technology is now both the core business and strategy and that the two are indistinguishable (<i>Cognitive singularity</i>).</span></div>
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<span style="font-family: "verdana" , sans-serif;"></span><span style="font-family: "verdana" , sans-serif;">In short, machines are no longer viewed as detached inanimate objects designed solely for mass production. And with this admission we usher in the artificial intelligence (AI) revolution where we have:<br /><br /> </span><br />
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<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><b><span style="font-family: "verdana" , sans-serif;">Artificial Intelligence</span></b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><b> </b></span> </span><br />
<span style="font-family: "verdana" , sans-serif;">For applications of AI along the healthcare continuum, Mr. Naqvi suggested ways AI can shape this opportunity. As Naqvi stated "You need to ask yourself these questions. What text or data can be extracted? What machine learning can be deployed to learn processes such as caring, diagnosing, and providing therapy? And lastly, how much learning can be integrated with workflows?" Naqvi then stressed the imperative for AI to contribute to healthcare by adding value. Without transforming the value chain and a sound business strategy, even IBM’s Watson is viewed as nothing more than a computer.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><br /><b>A Call for Ethics in Technology – Adopt or Die</b></span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /><i>Michelle Mosolgo, Chief Technology Officer,</i> Healthcare Solutions and Services, Merck & Company, presented an emerging ecosystem for new technology adoption and outlined four linear and concurrent parameters required for cultural and industry acceptance. <i>What was the impossible is now the expected:</i><br /><br /><b>1. Channels:</b> moving away from existing and traditional channels of mobile access, websites, and social media to real-time social platforms including Facebook Live, Google Allo and voice-driven SEO and new media such as Netflix and Apple Music along with location technology innovations like Waze</span></div>
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<li><span style="font-family: "verdana" , sans-serif;">Distancing themselves from type-and-read contextual searches of the past 20 years, new connected home devices including Amazon Echo & Google Home introduce an audio component in to search queries. As a direct result, voice-driven search results provide a more sophisticated level of analytics that can provide businesses targeted solutions.</span></li>
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<span style="font-family: "verdana" , sans-serif;"><b>2. Product:</b> the industrial revolution brought with it mechanical designs created by engineers. Today’s products call for Human Centered Design (HCD) which is a process on to itself which involves customers throughout the product and service design exercise. Customers can now celebrate with products that meet their lifestyle needs resulting in true perceived value that brings a much quicker and sustainable return-on-investment algorithm. With many lessons learned, adoption of technology is now more prevalent and more user friendly dictating the need for principles moving forward.</span></div>
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<li><span style="font-family: "verdana" , sans-serif;">Product Principles</span></li>
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<li><span style="font-family: "verdana" , sans-serif;">Price Point</span></li>
<li><span style="font-family: "verdana" , sans-serif;">UX/Design</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Clarity of Purpose</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Privacy</span></li>
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<span style="font-family: "verdana" , sans-serif;"><b>3. People:</b> integrated experiences must come first and place the human in the center. Amazon is experimenting on a number of frontiers in this regard including the application of mini-drones to deliver goods and grocery shopping without challenging and annoying check-out lines.<br /><br /><b>4. New Business Models:</b> this new and exciting frontier will blend educators with businesses who face the daunting task of simultaneously educating students and teaching employee skills to solve problems industries have not yet encountered.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>TAKE-AWAY</b></span><br />
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">64% of patients would see a doctor via video</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Access and convenience is more important to patients than physical contact, many are also very unconcerned with having their information in the cloud</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Price points are similar for most available options (makes things easier)</span></li>
<li><span style="font-family: "verdana" , sans-serif;">You can adapt one technology and one solution to many different stakeholders</span></li>
</ul>
<span style="font-family: "verdana" , sans-serif;"><br />What remains is the defining of the delicate balance of technology and ethics required to oversee myriad applications for faster, smarter, and better products and services. Who decides if it is ethical for a sensor in modern vehicles to decide which of 4 passengers will survive when it deploys air bags? These are ethical questions which industry leaders and consumers must debate and solve.<br /> </span></div>
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<i><span style="font-family: "verdana" , sans-serif;">Venkat Rajan, Global Research Director-Visionary Healthcare, Frost & Sullivan, <br />leads the global program focused on disruptions and transformations occurring within the healthcare sector. He directs content delivered through the interactive analysis of ecosystem maps, diagrams, scenario planning, best practice case studies, market monetization modelsand provides commentary on other topics related to a converging marketplace. <br /> </span></i></div>
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<i><span style="font-family: "verdana" , sans-serif;">Patrick Riley, Senior Healthcare Analyst Frost & Sullivan, investigates and writes in the Advanced Medical Technology healthcare industry vertical globally. Currently, he is authoring a study on the Future of Robotic Assisted Surgical Devices. He is also working globally on studies evaluating the utilization and application of permanent synthetic mesh used in laparoscopic surgeries.<br /><br />Patrick is also involved in Frost & Sullivan's Transformational Health effort, writing and conducting research on healthcare reform and the impact of the Patient Protection Affordable Care Act. </span></i><span style="font-family: "verdana" , sans-serif;"><br /></span></div>
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-74883892860838449292017-01-17T08:19:00.000-08:002017-01-17T05:47:57.593-08:00Leveraging New Technologies for Better Diabetes Care<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b><a href="https://3.bp.blogspot.com/-hWjBA_gzpMs/WG_PRJFYSFI/AAAAAAAACdc/ikgZLIt79sU1F14zrQ9OKBGueUhdoTUMwCLcB/s1600/Kajal1.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://3.bp.blogspot.com/-hWjBA_gzpMs/WG_PRJFYSFI/AAAAAAAACdc/ikgZLIt79sU1F14zrQ9OKBGueUhdoTUMwCLcB/s200/Kajal1.jpg" width="178" /></a></b></span></div>
<span style="font-family: "verdana" , sans-serif;"><b> </b></span><a href="https://2.bp.blogspot.com/-rJtlc0ZVyRM/WG_PWR50nwI/AAAAAAAACdg/xi1ceO0D6z4Ppi-syDfh_Vs9_Yt-LuDJgCLcB/s1600/Epinex%2BAuthor%2BDavid%2527sHeadshot.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="200" src="https://2.bp.blogspot.com/-rJtlc0ZVyRM/WG_PWR50nwI/AAAAAAAACdg/xi1ceO0D6z4Ppi-syDfh_Vs9_Yt-LuDJgCLcB/s200/Epinex%2BAuthor%2BDavid%2527sHeadshot.jpg" width="188" /></a><span style="font-family: "verdana" , sans-serif;"><b> </b></span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Kajal Bains </b></span><span style="font-family: "verdana" , sans-serif;"><b>David Trasoff, Ph.D.</b></span></div>
<span style="font-family: "verdana" , sans-serif;"><i><span style="font-family: "verdana" , sans-serif;">Corporate Communications Associate Director of Communications</span></i> <br /><span style="font-family: "verdana" , sans-serif;">Epinex Diagnostics, Incorporated </span></span><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;">Epinex Diagnostics, Incorporated</span></span></span><br /><br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">Diabetes is widely considered to be the major health crisis facing the world today. It has become critical to address the diabetes epidemic on multiple fronts, and to take advantage of new technologies that are becoming available.<br /><br />According to the International Diabetes Federation (IDF), 415 million people worldwide currently have diabetes and 642 million people are predicted to develop the disease by 2040. Diabetes is a chronic metabolic disorder in which the body does not produce or properly use insulin. Unmanaged diabetes leads to a progressive accumulation of complications and chronic conditions including heart disease, blindness, kidney failure, amputation of extremities due to circulation problems, and nerve disorders. There are three types of diabetes: Type 1, an autoimmune disease; Type 2, associated with lack of exercise, poor diet, obesity, and ageing; and gestational diabetes, which affects pregnant women. Approximately 90-95 percent of all people suffering from diabetes have Type 2 diabetes.<br /><br />The standard protocol for diabetes monitoring and management has been a combination of multiple daily blood sugar tests and a twice-a-year test for HbA1c. Blood sugar testing is painful and expensive, and demands a high level of compliance to be useful. The required interval between HbA1c tests means that people with diabetes have to wait a full six months before they can get an updated analysis of their condition. <br /><br />The crucial need to develop alternate diabetes monitoring systems has now been recognized by the highest level of the scientific and medical communities. The FDA recently sponsored a public workshop to discuss the future of diabetes management. It was geared specifically towards discussing measures of diabetes outcome beyond HbA1c, with the aim supporting the development of “novel therapies that directly address the needs” of diabetics.<br /><br />The good news is that, over a decade of research has suggested that glycated albumin can be used as an effective monthly marker for diabetes management. Because albumin naturally replaces itself in the body every 30 days, true diabetic status is reflected in an accurate measurement of the damage to albumin caused by diabetes. Epinex is the only company that has developed and patented a monthly test for glycated albumin, the G1A Rapid Diabetes Monitoring Index Test. The goal is to provide this monthly test to healthcare professionals and consumers alike.<br /><br />Another area of new technology with the potential to positively affect patient outcomes in diabetes care has been labeled “digital health.” Mobile device apps and online portals can expand the number of people who receive diabetes care and optimize how they prevent and treat their diabetes. This form of diabetes care can cater to millennials who are accustomed to using technology to address their needs and to underserved communities that cannot easily access doctor’s visits. <br /><br />For instance, San Francisco-based digital health company Omada Health has initiated a program to help prevent Type 2 diabetes in low-income communities by improving how people eat and exercise. The company already provides an online program to help people with pre diabetes, but is now trying to spark lifestyle changes through a similar program designed specifically for people with pre diabetes in underserved communities. Since people in these communities cannot always afford year-round medical services, Omada hopes to implement technology they already use to help them regularly monitor their health. <br /><br />Similarly, Epinex has pioneered “Am I Diabetic?” an app for mobile devices that provides information and tools about diabetes risk and management. We hope that our digital platform, in conjunction with the G1A test, will become a part of a new arsenal with the potential to revolutionize diabetes management to a more diverse population.<br /><br /><i>Kajal Bains is a fourth year Biological Sciences student at University of California, Irvine. She is the Corporate Communications Intern for Epinex Diagnostics, Inc. and has worked with Edwards Lifesciences in the past. After graduating this spring, she hopes to pursue a career in the biotechnology and medical device industries and pursue an MBA. She can be reached at kajal@epinex.com <br /><br />David Trasoff, Ph.D., has degrees from the University of Rochester (B.A., Biology, Honors), Stanford University (M.A., Molecular Biology), and the University of California, Santa Barbara (Ph.D., Humanities). David has held teaching and research positions at several universities as well as operating businesses in graphic design, audio production, and event management. </i></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-36716917103536507042017-01-17T08:09:00.000-08:002017-01-16T05:41:15.589-08:00Transforming Healthcare with Artificial Intelligence<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b>By Al Naqvi</b><br /><i><span style="font-family: "verdana" , sans-serif;">Executive Director </span></i><br /><span style="font-family: "verdana" , sans-serif;">Society of Artificial Intelligence<br />for Medicine and Healthcare </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><i>President</i><br />American Institute of Artificial Intelligence</span> </span><br />
<span style="font-family: "verdana" , sans-serif;"><br /><br /><br /><br />They were tiny, inconsequential, and dwarfed by the enormous giants that walked the earth during the Jurassic era. Waiting for their time to come, mammals fought hard and won the battle of survival, and then emerged to dominate the world for the next 65 million years. Like mammals, the artificial intelligence community worked diligently and determinedly through the ups and downs of the artificial intelligence field. Committed to doing something spectacular – and ignoring the financially rewarding rise of the unintelligent technologies – they patiently persevered in their labs and research centers. And now their patience is paying off as their time has come. Welcome to the dawn of artificial intelligence! The coming decades will belong to this technology as it transforms our world and the greatest impact it will make is in the healthcare industry. <br /><br /><b>The Two Goals </b><br /><br />Simplifying and capturing the formidable complexities of healthcare and zooming in on what can dramatically improve and revolutionize it, we should focus on two fundamental goals: 1) Finding new cures (therapeutic and/or diagnostic), and 2) Applying known cures effectively, efficiently, and for all those who can benefit from them. And artificial intelligence is having an impact on both. <br /><br /><b>Finding New Cures </b><br /><br />One of the most silent and often ignored problems of our times is our stagnation in finding new cures. Unlike climate change or jobs, this issue somehow doesn’t climb to the political consciousness, yet it is one of the most consequential problems of our times. The new drug pipeline appears to be as ailing as the diseases it is trying to heal. Despite a 10-fold increase in investment, the results are miserable (Coller and Califf, 2009). There are staggering failure rates of 97%, even before projects reach the preclinical stage (Sams-Dodd, 2013) and 90% after Phase I, are the industry standards (Biotechnology Innovation Organization (BIO) et al., 2016). The proverbial “Valley of Death” concept captures the disconnect between the upstream and downstream drug discovery process and the “valley” requires complex navigation (Rai et al., 2008). Whether failure is due to toxicity, or efficacy (Sams-Dodd, 2013), or due to cost as a function of time and risk (DiMasi et al., 2009), or other reasons like managerial or organizational issues (Buonansegna et al., 2014), the overriding concern is that the human civilization stands naked and hopeless without the prospect of new cures. <br /><br />With the advent of artificial intelligence, we can expect to close the gap. Specifically, the solutions are coming in the following areas:</span><br />
<ol style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">More efficient and smarter basic science and preclinical models </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Smarter devices for preclinical (pattern recognition etc.) </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Genomics and molecular medicine </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Forensic analysis of clinical trials data (what failed, why)</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Sharing of clinical information to help develop new therapeutic options </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Finding new patterns in existing clinical data </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Enhanced predicative ability to determine toxicity, efficacy etc. at early stages of development </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Integrating various aspects of new drug development such as identified by Mullane et al. (Mullane et al., 2014) </span></li>
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<span style="font-family: "verdana" , sans-serif;">Even cancer, which is not a single disease but potentially hundreds or even thousands of diseases, can be considered as a computational problem that can be solved by artificial intelligence (Tenenbaum and Shrager, 2011). <br /><br /><b>Making Existing Cures More Efficient and Effective, For All</b><br /><br />Now enter the clinical side, where artificial intelligence is improving the current standards of care. Just because we have a cure doesn’t mean it is being applied efficiently and effectively for all those who need it. Artificial Intelligence is now transforming clinical healthcare by: </span><br />
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<li><span style="font-family: "verdana" , sans-serif;">Improving the diagnostic speed and accuracy by analyzing data and observing never-before-seen patterns. This includes not only enhancing the ability to save lives by improving the speed and accuracy of diagnostics (for example Sepsis, a major killer), but also by artificial intelligence systems learning the ability to read scans. </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Artificial Intelligence systems are being developed and tested for population health management, patient tracking, condition management, hospital workflow management, advanced analytics, and the list goes on and on. </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Social robots, care bots, and healthcare management bots are being developed to help in providing care, patient monitoring, and doing patient or hospital chores. </span></li>
<li><span style="font-family: "verdana" , sans-serif;">The efficiency of hospitals is being increased by using artificial intelligence for claims management, coding and reimbursement. </span></li>
<li><span style="font-family: "verdana" , sans-serif;">In the future, we can expect healthcare kiosks and freestanding autonomous clinics providing primary care. </span></li>
<li><span style="font-family: "verdana" , sans-serif;">On the behavioral health side, we are observing a tsunami of new solutions providing various behavioral therapies and interventions. This area will greatly improve access and diagnostic consistency across behavioral health. </span></li>
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<span style="font-family: "verdana" , sans-serif;">And this is only the beginning. As a civilization, we must challenge ourselves to conquer disease and suffering. Anyone who is, or has a family member, suffering from a disease like cancer knows that the speed and accuracy of finding cures and timely and effective interventions matter. With artificial intelligence, our hopes stand renewed. <br /><br />The author will be presenting about the above developments at the <a href="http://ww2.frost.com/index.php?cID=6793" target="_blank"><b>22nd Annual Medical Technologies: A Frost & Sullivan Executive MindXchange</b></a>. <br /><br />______________________________________________________________</span><span style="font-family: "verdana" , sans-serif;">__</span><span style="font-family: "verdana" , sans-serif;"><b><br /><br />About AL NAQVI </b><br /><br /><i><span style="font-family: "verdana" , sans-serif;">Al Naqvi is the Executive Director of The Society of Artificial Intelligence in Medicine and Healthcare and the Chief Executive Officer of the American Institute of Artificial Intelligence. He is also Editor-in-Chief of the Artificial Intelligence AI post</span> www.aipost.com. </i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i><span style="font-family: "verdana" , sans-serif;">Formerly, he was the Chief Financial Officer of a major healthcare/hospital system and prior to that a consultant in the drug development industry with a special focus on molecular medicine and nuclear medicine. Prior to that, he was Vice President of a Fortune 500 company and a technology entrepreneur. His doctorate thesis is on Artificial Intelligence Governance and his Machine Learning training is from Stanford University.</span> </i></span><span style="font-family: "verdana" , sans-serif;">______________________________________________________________</span><span style="font-family: "verdana" , sans-serif;">__</span><span style="font-family: "verdana" , sans-serif;"><b><br /><br />References </b><br /><br />Biotechnology Innovation Organization (BIO) et al. (2016) Clinical Development Success Rates 2006-2015. (June), . [online]. Available from: https://www.bio.org/sites/default/files/Clinical Development Success Rates 2006-2015 - BIO, Biomedtracker, Amplion 2016.pdf.<br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">Buonansegna, E. et al. (2014) Pharmaceutical new product development: why do clinical trials fail? R&D Management. [Online] 44 (2), 189–202. [online]. Available from: http://doi.wiley.com/10.1111/radm.12053.<br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">Coller, B. S. & Califf, R. M. (2009) Traversing the valley of death: a guide to assessing prospects for translational success. Science translational medicine. [Online] 1 (10), 10cm9. [online]. Available from: http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=2879158&tool=pmcentrez&rendertype=abstract.<br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">DiMasi, J. A. et al. (2009) Trends in Risks Associated With New Drug Development: Success Rates for Investigational Drugs. Clinical Pharmacology & Therapeutics. [Online] 87 (3), 272–277. [online]. Available from: http://dx.doi.org/10.1038/clpt.2009.295\npapers3://publication/doi/10.1038/clpt.2009.295.<br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">Mullane, K. et al. (2014) Translational paradigms in pharmacology and drug discovery. Biochemical Pharmacology. [Online] 87 (1), 189–210. [online]. Available from: http://dx.doi.org/10.1016/j.bcp.2013.10.019.<br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">Rai, A. K. et al. (2008) Pathways Across the Valley of Death: Novel Intellectual Property Strategies for Accelerated Drug Discovery. Yale Journal of Health Policy, Law, and Ethics. 81. [online]. Available from: http://www.worldcat.org/oclc/809548427.<br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">Sams-Dodd, F. (2013) Is poor research the cause of the declining productivity of the pharmaceutical industry? An industry in need of a paradigm shift. Drug Discovery Today. [Online] 18 (5–6), 211–217. [online]. Available from: http://dx.doi.org/10.1016/j.drudis.2012.10.010.<br /> </span><br />
<span style="font-family: "verdana" , sans-serif;">Tenenbaum, J. M. & Shrager, J. (2011) Cancer: A Computational Disease that AI Can Cure. AI Magazine. [Online] 32 (2), 14–26. [online]. Available from: http://www.aaai.org/ojs/index.php/aimagazine/article/view/2345.</span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-42184142836336056522017-01-17T04:45:00.000-08:002017-01-13T08:01:12.943-08:009 Healthcare Predictions For 2017<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b><br />By Reenita Das</b><br /><i>Partner and Senior Vice President<br />Transformational Health</i><br />Frost & Sullivan</span><br />
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<span style="font-family: "verdana" , sans-serif;"><br /><br /><br /><br /><span style="font-family: "verdana" , sans-serif;">Every year at Frost & Sullivan, the Transformational Health team brainstorms top predictions for the year ahead. 2017 will definitely continue to be a year of tumultuous uncertainty and turbulence. But amidst this uncertainty, we know for a fact that technology will continue to flourish and will have an unprecedented impact on healthcare in terms of building some of the foundation blocks towards a connected home and healthcare ecosystem.</span><br /><br /><b>The following are our nine top predictions for healthcare for 2017:</b><br /><br /><b>Strong Push Toward Price Control And Transparency Measures Around Drugs</b><br /><br />Public and political pressure on the control of surging drug prices, globally, will compel health authorities to bring transparency measures around drugs pricing, especially for some of the diabetes and cholesterol medicines where more low-cost generic competition is gaining market acceptance.<br /><br /><b>Blockchain Becomes One Of The Most Important Technologies In The Healthcare Industry</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><b><br /></b>With the potential to change how healthcare information is stored, shared, secured and paid for, blockchain technologies have immense potential to tackle some of the biggest challenges in healthcare information management. Companies like Gem Health are among the few companies currently advocating the use and benefits of such a platform.<br /><br /><b>Artificial Intelligence (AI) Transforms Medical Imaging Informatics</b><br /><br />As more and more experts and healthcare professionals find the usability of these AI systems as decision support tools and not decision makers, uptake of AI-enabled clinical decision support tools is expected to increase in the coming years. More particularly during 2017, AI will play a big role in diagnostic imaging by complementing radiologists with advanced interpretation and imaging informatics supports.<br /><br /><b>Deployment Of More Sophisticated Outcomes-Based Compensation Care Models</b><br /><br />To date, the majority of outcome-based compensation models are, in reality, performance modifiers built on top of legacy fee-for-service reimbursement schemes. In 2017, we will begin to see more fully formed schemes that focus on patient support across the care continuum. As such, healthcare providers are in dire need of the right technologies and tools to help them effectively deploy and coordinate patients, personnel and infrastructure.<br /><br /><b>Apple To Enter Clinical Healthcare</b><br /><br />Healthcare has been a big focus for Apple in the past two years, and the company is committed to creating more clinical actionable products and services. Last August, Apple acquired medical records startup Gliimpse in order to broaden its presence in the personal healthcare information management market and complement existing solutions; these include HealthKit, CareKit and ResearchKit. This marks a tangible shift for Apple toward more clinically oriented solutions.<br /><br /><b>Venture Capital (VC) Healthcare Investment Will Have A Record Year</b><br /><br />An ideal confluence of events is poised to make 2017 a banner year for VC investment in healthcare. Strains on healthcare spending, the global recession, tightening regulatory oversight and other factors have put a stranglehold VC dollar flow over the past five years, particularly for very early-stage companies in the healthcare industry. However, with the maturation of certain emerging technologies, policy changes to the FDA and access to cash, it is expected there will be a resurgence in funding for new healthcare technologies.<br /><br /><b>The Digital Health Toolkit Comes To Behavioral Health</b><br /><br />Digital health coaching platforms and wellness programs with proven behavioral therapies will find their way as an efficient alternative to post-care settings and rehabilitation centers. Innovative online patient engagement platforms are capable of capturing tailored information on lifestyle and behavioral health. This is based on health risks data that have a white space opportunity to provide patient risk classification solutions to make precision medicine a holistic approach.<br /><br />With a view to avoid future excessive treatment costs, payers will encourage healthier lifestyles among members; they are likely to provide them with wearables and incentives for attaining specific health goals as motivation. In the New Year, wellbeing programs will become a central, critical business imperative, necessary for optimizing not just the productivity and performance of employees, but also for managing the bottom line.<br /><br /><b>Point-Of-Care Diagnostic Devices Push Telehealth Beyond Video Conferencing</b><br /><br />Consumers will play a greater role in driving the uptake of point of care testing. In vitro diagnostic device (IVD) manufacturers will invest in digital strategy. This is in order to make their business models patient-centric with consumer-friendly devices, embed remote connectivity features for real-time access to data, and simplifying sample collection process.<br /><br /><b>Consumer Will Be The New King in Healthcare Decision Making</b><br /><br />The concept of consumerism has been making inroads into the healthcare industry and is advancing proportionally with the shifting industry focus from volume to value-based care delivery models. With this thriving consumer engagement movement, consumers are more receptive to information and as they want to actively participate in their healthcare treatment during, pre- and post-care. Technology is also playing a pivotal role in this paradigm shift with connected health products such as wearables, telehealth, artificial intelligence <br />and others.<br /><br /><i><span style="font-family: "verdana" , sans-serif;">This article was written with contributions from the Visionary Healthcare Program </span></i><span style="font-family: "verdana" , sans-serif;">team and Venkat Rajan, <i>Global Director</i> for Frost & Sullivan’s Transformational Health Practice.</span><i><span style="font-family: "verdana" , sans-serif;"><br /></span></i></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-60690014167810959172017-01-17T02:18:00.000-08:002017-01-17T05:48:13.528-08:00Time to Get Real: Quantifying Health Outcomes With Real Life Data<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b><span style="font-family: "verdana" , sans-serif;"><b>By Deborah Kilpatrick</b></span>, Ph.D. </b></span><span style="font-family: "verdana" , sans-serif;"><b>Murali Doraiswamy, M.D.</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><i><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><i>Chief Executive Officer</i></span> </span></i></span><span style="font-family: "verdana" , sans-serif;"><i><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><i>Professor of Psychiatry and Medicine</i></span></span></i> </span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;">Evidation Health</span> </span></span><span style="font-family: "verdana" , sans-serif;">Duke University Health System</span><br />
<span style="font-family: "verdana" , sans-serif;"><br />Given the widespread adoption of mobile technologies and digital health apps by patients, we now have a view into the continuous patient journey like never before. We can now “quantify real life” of patients and measure health outcomes beyond traditional clinical trials, at scale. And in this digital era of medicine, we have more robust analytical tools that can sift through massive, complex datasets faster and more reliably. Whether it is in Type 2 diabetes or multiple sclerosis or heart failure, the ability to quantify outcomes from real life patient data is going to change the way we think about the volume-to-value transformation.<br /><br />Therapeutics industry leaders can now address some direct drivers of the historical gap between trial efficacy and post-launch effectiveness with solutions that enable:</span><br />
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<li><span style="font-family: "verdana" , sans-serif;">Access to broader connected populations</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Collection of novel real life data from patients</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Quantification of real life outcomes</span></li>
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<span style="font-family: "verdana" , sans-serif;"><br /><b>1. Access to Connected Populations</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><b> </b><br />Clinical development strategies for drugs and devices include fundamentals ranging from recruiting eligible patients to capturing data at various points in time according to a pre-specified protocol. None of these steps go away in the digital era, but the tactics for getting them done are undergoing truly revolutionary change.[1],[2]<br /><br />Digital technologies provide new channels for accessing target patient populations. In connecting with patients outside of traditional clinical settings, we are able to recruit patients for studies much faster, discover patterns across segments, and support patients in their everyday lives.[3]<br /><br />Equally important, the benefits are not limited to the number of patients recruited or the improved efficiencies of the process. Digital technologies fundamentally expand the datasets we can use to quantify outcomes in the real world. That means we can more accurately correlate outcomes with patients’ daily lives and behaviors.<br /><br /><b>2. Collection of Novel Real Life Data</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">The most important expansion of our clinical development data universe is arguably our new ability to continuously and passively measure patient behaviors upon informed consent. For example, tracking sleep, physical activity, social media activity, and wireless sensor data all enhance the context available for analysis.[4] <br /><br />In the near term, this new information can shed light on the efficacy-effectiveness gap between phase III trial results and what happens in post-launch settings. When combined with medical information including EHRs, claims data, and genomics, this new understanding of how patient behaviors drive health outcomes creates a direct path to precision medicine solutions.<br /><br /><b>3. Quantification of Real Life Outcomes</b><br /><br />Gathering novel data from more people, more efficiently, is only helpful if it leads to scientifically valid conclusions that prove outcomes. We have always known that patient behaviors directly influence symptomology and disease progression/regression in many therapeutic areas, but quantifying the impact has traditionally been an elusive goal. That has changed.[5]<br /><br />Therapeutic areas that are benefiting most from this new approach are those where patient behaviors outside the clinic walls disproportionately impact health outcomes. In our experience to date, the use cases for quantifying how real life patient behaviors drive health outcomes are now quite broad and accessible. For example:</span><br />
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<li><span style="font-family: "verdana" , sans-serif;">Segmenting populations by behaviors: identifying super-responders and non-responders to a medication adherence mobile app in cardiometabolic disease </span></li>
<li><span style="font-family: "verdana" , sans-serif;">Evaluating "Services around the Pill": optimizing digital health interventions to impact vaccination patterns and reduce infection rates during flu season</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Characterizing real life quality of life improvement: measuring data reflecting productivity and daily symptom improvement in depression and anxiety</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Identifying new digital biomarkers for disease status based on quantified behaviors: establishing links between daily activity patterns and flares in multiple sclerosis</span></li>
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<span style="font-family: "verdana" , sans-serif;"><b>Pharma Company Puts It All Together to Quantify Impact</b><br /><br />Connecting with patient populations, collecting continuous behavioral data, and quantifying health outcomes on large behavior datasets all benefit from digital tools -- but the greatest benefit is realized when the three tactics are combined.<br /><br />For example, a top global pharma company worked with Evidation Health with the goal of improving patient adherence to medication and lifestyle modification in the diabetes market. The project started by connecting with 300,000 patients and segmenting that population into clusters. The platform collected real life behavioral data across well over 6 months of observation and linked relevant behavioral activity (diet, sleep, etc.) to medical adherence. <br /><br />Ultimately, this enabled a top global pharma company to quantify health outcomes and leverage behavior-driven insights for dynamic intervention targeting.<br /><br />We might not have imagined a decade ago that we’d be here so quickly. But suddenly we find ourselves able to quantify health outcomes like never before, in settings we never imagined, in populations we might not have ever reached—in their real lives. This is indeed an idea whose time has come.<br /><br /><i>To learn more about how healthcare companies are using <b>Evidation Health’s Real Life Study Solution</b> to quantify health outcomes in the digital era of medicine, follow @evidation.</i><br /><br /><i><b>PMD </b>is a scientific advisor to <b>Evidation Health</b> and has served as an advisor to leading businesses, advocacy groups and government agencies.</i> <br /><br />[1] Rosa C, Campbell AN, Miele GM, Brunner M, Winstanley EL. Using e-technologies in clinical trials. Contemp Clin Trials. 2015;45(Pt A):41-54.<br /><br />[2] Juusola JL, Quisel TR, Foschini L, Ladapo JA. The Impact of an Online Crowdsourcing Diagnostic Tool on Health Care Utilization: A Case Study Using a Novel Approach to Retrospective Claims Analysis. J Med Internet Res. 2016;18(6):e127.<br /><br />[3] Kumar S, Oley L, Juusola JL. Efficiency of Virtual Recruitment Methods for Broad and Specific Study Populations. 38th Annual North American Meeting of the Society for Medical Decision Making, October 23 - 26, 2016.<br /><br />[4] Pourzanjani A, Quisel TR, Foschini L. Adherent Use of Digital Health Trackers Is Associated with Weight Loss. PLoS ONE 11(4): e0152504.<br /><br />[5] Rock Health. The Emerging Influence of Digital Biomarkers. 2016. Available at https://rockhealth.com/reports/the-emerging-influence-of-digital-biomarkers-on-healthcare/. </span><br />
<span style="font-family: "verdana" , sans-serif;"><i>___________________________________________________________________ </i></span><br />
<span style="font-family: "verdana" , sans-serif;"><i>Deborah Kilpatrick is the Chief Executive Officer of Evidation Health. Prior to this role, she served as the Chief Commercial Officer of genomic diagnostics company CardioDx. Earlier in her career, Deborah held multiple leadership roles at Guidant Corporation, including Research Fellow, Director of R&D, and Director of New Ventures in the Vascular Intervention Division. She serves on the Georgia Tech Advisory Board and is a Fellow of the American Institute of Medical and Biological Engineering. Deborah is a co-founder of the MedtechVision Conference, now held annually in Silicon Valley and has received many awards including 100 Women of Influence in Silicon Valley. She holds BS, MS and PhD degrees in mechanical engineering with a bioengineering focus from Georgia Tech. <br /><br />Murali Doraiswamy is a scientific advisor to Evidation Health and has served as an advisor to leading businesses, advocacy groups and government agencies. Doraiswamy is a leading physician scientist in the areas of brain health and personalized medicine at Duke Medicine where he is a Professor in the Division of Translational Neuroscience and Director of the Neurocognitive Disorders Program in Psychiatry. He also serves as a member of the Duke Institute for Brain Sciences and the Duke Center for Personalized Medicine. Doraiswamy has served as an advisor to leading government agencies, advocacy groups and businesses, and received many awards including a special Congressional recognition. He is the coauthor of a popular book, The Alzheimer's Action Plan.</i><br /> </span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-52570181244051214982016-10-25T04:08:00.001-07:002016-10-27T01:17:34.013-07:00Does Healthcare Understand the ‘On Demand’ Consumer?<div dir="ltr" style="text-align: left;" trbidi="on">
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<b style="font-family: Verdana, sans-serif;">By Pieter Nota</b><br />
<span style="font-family: "verdana" , sans-serif;"><i>Executive Vice President, <br />CEO Personal Health Businesses</i></span><br />
<span style="font-family: "verdana" , sans-serif;">Royal Philips</span><br />
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<span style="font-family: "verdana" , sans-serif;">The age of the ‘on demand’ consumer has inspired a lot of discussion in recent years. Industries such as retail, hospitality, media, government and education have all undergone a sharp and drastic period of change led by digital innovations. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Obviously, they are not the only ones. In healthcare, the world is changing too: the appetite for digital services is growing and so is the need for reliable information. </span><br />
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<span style="font-family: "verdana" , sans-serif;">“Is bronchitis contagious?” and “How many calories should I eat” were both top Google health searches between January and November last year. Last year around 1 in 20 Google searches were health-related. In 2015, more than 3 billion downloads of mHealth apps have been estimated for the main app stores, allowing people to self-monitor disease conditions and adjust their lifestyles. Gradually, we are becoming empowered to know more about our own health – and act on it.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Understanding the challenges</b></span><br />
<span style="font-family: "verdana" , sans-serif;">Does healthcare understand this shift? Communication with friends and family is fast and frictionless today; people can do business, shop and put themselves through a university degree course online. They can now manage their finances seamlessly via phone apps; using virtual reality they can visit and examine the world’s most famous artworks.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Soon, they will ask why healthcare isn’t being delivered the same way.</span><br />
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<span style="font-family: "verdana" , sans-serif;">From one perspective, the challenges embedded in the industry are broad and deep, and the limitations revolve around access to and free movement of data. Medical information is sensitive and often struggles to flow around the complicated and tangled bureaucracies constructed around healthcare services in many countries.</span><br />
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<span style="font-family: "verdana" , sans-serif;">This lack of access to data and poor care co-ordination has worked to the detriment of patients and has inhibited health outcomes. For example, despite steady progress towards universal medical records, a vast majority of patients still have to repeat the same basic information to multiple healthcare professionals, according to the Future Health Index1, a survey of 25,000 patients which was commissioned by Philips. Most say they have also experienced repeatedly taking the same tests, delaying treatments and burning up valuable time. </span><br />
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<span style="font-family: "verdana" , sans-serif;">These are big challenges for an industry negotiating digital change and it is not a unique problem.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Beyond traditional models </b></span><br />
<span style="font-family: "verdana" , sans-serif;">Healthcare delivery has reached the same juncture as taxis, broadcasting and hospitality did with the arrivals of Uber, Netflix and Airbnb. Broadcasters used to decide what people watched and when; now streaming services like Netflix allow viewers to choose and enjoy their favorite movies and TV series in one sitting. As a result, streaming services are now a vital part of all traditional broadcasters’ online offerings. Whole industries have been transformed by the ‘on demand’ consumer and quickly overtaken by innovations.</span><br />
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<span style="font-family: "verdana" , sans-serif;">People can now rent out their own homes to visitors as opposed to taking the traditional route and booking a hotel or a bed and breakfast. Airbnb tapped into consumer appetite for different experiences and more personalized accommodation anywhere in the world and as a result disrupted the hospitality industry.</span><br />
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<span style="font-family: "verdana" , sans-serif;">I am not suggesting that healthcare is standing still. Research suggests consumers want more connected healthcare. Over half (57%) of patients surveyed for the Future Health Index (aged 18-34) said they owned or used at least one health monitoring device, with 71% saying they would be interested in scheduling appointments online and 66% interested in receiving medical test results online.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Where will healthcare go next?</b></span><br />
<span style="font-family: "verdana" , sans-serif;">The research also highlighted some fault lines: around 74% of patients actively managed their own health but 75% of doctors thought patients needed to take a more active role. There’s obviously a disconnect between what people think they are doing and what doctors are observing.</span><br />
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<span style="font-family: "verdana" , sans-serif;">At Philips we want to narrow that gap by empowering people to take better care of themselves, using digital technologies and connectivity. At IFA 2016, we are introducing a wide range of connected personal health innovations that empower consumers to stay healthy, live well and enjoy life.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Empowering consumers to engage in their health and take control of their lifestyle choices is precisely what Philips’ connected personal health programs do. Data from our connected health devices – such as Philips’ health watch, digital blood pressure monitors and body analysis scale – supports the small lifestyle changes that make a big difference.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Data accrued from connected devices which monitor patients, sensors in hospital rooms, wearables and lab equipment will ultimately transform healthcare in a huge way and usher in a new era of care delivery, reducing costs and saving time. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Soon consumers will want to access their lab results via their smart phones within minutes of leaving a medical center; they will want their data to be accessed on multiple devices and freely exchangeable, and they will want healthcare delivered from the comfort of their own homes.</span><br />
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<span style="font-family: "verdana" , sans-serif;">And as care delivery moves that way, consumers will finally be able to add real-time, connected healthcare to the other digital services they now take for granted and use every day.</span><br />
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<span style="font-family: "verdana" , sans-serif;">[1] More than 2,600 healthcare professionals and 25,000 patients were questioned in Australia, Brazil, China, France, Germany, Japan, The Netherlands, Singapore, South Africa, Sweden, UAE, UK and US. </span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Pieter joined Philips in 2010 as CEO of Philips Consumer Lifestyle. Prior to that he was on the Board of Management as Chief Marketing & Innovation Officer at Beiersdorf AG (a.o. Nivea), based in Hamburg, Germany. He started his career at Unilever in the Netherlands as a Brand manager in 1990, rising to Marketing Director and Member of the Executive Board of Unilever Poland and Germany, where he worked until 2005.</i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Pieter was born in the Netherlands in 1964. He is married with two children and holds a degree in Business Administration from Erasmus University in Rotterdam, the Netherlands. Follow Pieter on: LinkedIn</i></span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com2tag:blogger.com,1999:blog-1200000396214516747.post-32061315642867261022016-10-25T04:04:00.000-07:002016-10-25T09:42:54.268-07:00The Face of Health Care<div dir="ltr" style="text-align: left;" trbidi="on">
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<b><span style="font-family: "verdana" , sans-serif;">By Ingrid Blair </span></b><br />
<i><span style="font-family: "verdana" , sans-serif;">Vice President, Business and Marketing </span></i><br />
<span style="font-family: "verdana" , sans-serif;">3M Drug Delivery Systems Division</span><br />
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<span style="font-family: "verdana" , sans-serif;">We’re constantly told that the face of health care is changing, but what exactly does that changing face look like and what does it mean for the future? As the population ages, that face probably has a few more lines and wrinkles, but it’s also a wiser and more inquisitive face when it comes to health matters. ‘Take two aspirin and call me in the morning’ isn’t going to cut it for this face. And when we are talking about serious diseases, such as Chronic Obstructive Pulmonary Disease (COPD), the faces of patients and their caregivers want to be as informed as possible. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Of course, it’s one thing to have the information; it’s an entirely different matter to put that information into action to achieve optimal results. That’s where health care providers and industry can come together – uniting technological advancement with improved communications to overcome obstacles to effective treatment. </span><br />
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<span style="font-family: "verdana" , sans-serif;">At 3M, we apply science in collaborative ways to overcome such obstacles – developing new solutions that create healthier populations. One recent project we’ve been working on is treating the unmet needs in the respiratory drug delivery market to improve quality of life for those affected with COPD. </span><br />
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<span style="font-family: "verdana" , sans-serif;">For the 65 million people worldwide<sup>1</sup> who are affected by this disease, it is absolutely imperative to consistently receive the right amount of medication into the correct location of a patient’s respiratory system, which could allow them to live full and productive lives. </span><br />
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<span style="font-family: "verdana" , sans-serif;">However, recent studies have shown that traditional devices have failed to improve patient competence and adherence, leading to an increase in complications. One study has shown that approximately 76% of pressurized Metered Dose Inhaler users make at least one mistake each time they use their device.<sup><span style="font-family: "verdana" , sans-serif;">2</span></sup></span><span style="font-family: "verdana" , sans-serif;"> These mistakes range from angling the mouthpieces the wrong way, to inhaling too much of the product, to not holding their breath long enough. Similarly, approximately 94% of Dry Powder Inhaler users make critical usage errors.<sup><span style="font-family: "verdana" , sans-serif;">3</span></sup></span><span style="font-family: "verdana" , sans-serif;"> Another study has shown that around 60% of COPD patients do not adhere to their prescribed therapy.</span><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><sup><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;">4</span></span></sup></span> Additionally, only 25% of patients use their medications every day as prescribed.</span><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><sup><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;">5</span></span></sup></span></span><br />
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<span style="font-family: "verdana" , sans-serif;">This research has made it clear that patients are struggling with current options in COPD treatment. Thankfully, through the application of innovative technologies to inhalation devices, developers have been able to engineer “intelligent” inhalers to improve patient competence and adherence. For example, 3M’s new Intelligent Control Inhaler helps improve competence by controlling the inspiratory flow rate, so that variations in breath inhalation strength do not affect dosages; additionally, it incorporates step by step on-screen instructions, to help patients use the inhaler more effectively.</span><br />
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<span style="font-family: "verdana" , sans-serif;">As for adherence, the device will ‘connect’ with a mobile app providing real-time data for patients and doctors about device usage as well as long-term trends in inhalation breath profiles. Patients will know when they took a dose and they’ll know if they took the correct amount. No more situations where a patient gets distracted and then forgets if they were just about to take a dose or if they just got done taking one! </span><br />
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<span style="font-family: "verdana" , sans-serif;">From the perspective of the health care provider, communications are greatly improved as they don’t need to rely on the patient’s memory or inexact descriptions to explain how their treatment has been going. Reception of real-time data will allow for treatment plan modifications that lead to healthier outcomes. </span><br />
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<span style="font-family: "verdana" , sans-serif;">While millions of patients continue to struggle with diseases such as COPD, there is hope that new “intelligent” devices will improve patient competence and adherence through technological advancements, while real-time data sharing builds more trusted relationships between patients and their healthcare providers. The face of health care might be continually changing, but with innovative solutions in drug delivery on the horizon, that face is beginning to show a bit of a smile. </span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Ingrid Blair is the Vice President for Business & Marketing of 3M’s Drug Delivery Systems Division, a recognized world leader in business and innovation. In this role, Ingrid has global responsibility for leading business strategy, marketing, and operations for the development and supply of complex drug delivery systems solutions for global pharmaceutical customers. Related products are developed to meet a variety of patient needs within inhalation, transdermal, microneedle and digital health segments. </i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Ingrid has spent 29 years at 3M in positions of increasing responsibility in technology development, laboratory management, and global business leadership. She is a Certified Design for Six Sigma Master Black. She is currently a member of the Inclusion Steering Committee at 3M. An engineer by training, Ingrid has a bachelor’s degree in Chemical Engineering from the University of Minnesota. </i></span><br />
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<li><a href="http://www.who.int/respiratory/copd/burden/en/"><span style="font-family: "verdana" , sans-serif; font-size: xx-small;">http://www.who.int/respiratory/copd/burden/en/</span></a></li>
<li><a href="http://www.sciencedirect.com/science/article/pii/S0954611107004477"><span style="font-family: "verdana" , sans-serif; font-size: xx-small;">http://www.sciencedirect.com/science/article/pii/S0954611107004477</span></a></li>
<li><a href="http://www.sciencedirect.com/science/article/pii/S0954611107004477"><span style="font-family: "verdana" , sans-serif; font-size: xx-small;">http://www.sciencedirect.com/science/article/pii/S0954611107004477</span></a></li>
<li><a href="https://www.ncbi.nlm.nih.gov/pubmed/18990964"><span style="font-family: "verdana" , sans-serif; font-size: xx-small;">https://www.ncbi.nlm.nih.gov/pubmed/18990964</span></a></li>
<li><span style="font-size: xx-small;"><a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2629978/--pls" style="font-family: Verdana, sans-serif;">https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2629978</a></span></li>
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-77448988931431069142016-10-24T09:24:00.002-07:002016-10-25T09:03:08.984-07:00Surgical Robots – Current Status and Next Generation Solutions<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b><br /><br /><br />By Alind Sahay</b><br /><i>Vice President</i><br />Noxilizer, Incorporated</span></span><br />
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<span style="font-family: "verdana" , sans-serif;">Today, robots are present in a variety of application areas in the healthcare space – in surgery, pharmacy, rehabilitation, hospital services and many new application areas. With orders of magnitude improvements in processing power and maturing of sensor technologies, there is a global and societal trend toward increased use of robotics. Global spending in robotics, and correspondingly, in the surgical robotics areas is expected to more than double in the next 5 years. </span><br />
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<span style="font-family: "verdana" , sans-serif;">The surgical robotics field is over three decades old – the first robot-assisted surgical procedure occurred in 1985 when a neurological biopsy was carried out using a PUMA 560 robotic arm. In this article we will take a look at areas where there has been significant adoption – laparoscopic and general surgery, orthopedic surgery, spine and neurology – and explore next generation solutions that are expected to drive further growth.</span><br />
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<span style="font-family: "verdana" , sans-serif;">In the laparoscopic surgery area, in 2016, we expect more than 700,000 robotic procedures worldwide. Clinical adoption, to date has been driven by benefits from the reduction in hand tremors, the minimally-invasive nature of the system and improved visualization. Along the way, there have been innovations such as improved image resolution, shortened set-up time and, recently, improved visualization to identify vasculature beneath the tissue surface. A number of studies have shown that robotic assisted surgery leads to shorter hospital stays and faster recovery times. However, there continues to be a debate regarding the clinical benefits of robot assisted surgery.</span><br />
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<span style="font-family: "verdana" , sans-serif;">While more recent clinical data may demonstrate clinical benefits, next generation solutions have the potential to provide step-function improvements. These solutions include Laparo-Endoscopic Single Site Surgery (LESS), Natural Orifice Transluminal Endoscopic Surgery (NOTES) and further improvements in surgical field information that could be presented through a merged visualization display. Surgical field information will include further improvements in 3D vision, in vasculature information, improved haptic feedback, as well as cellular level information. These next generation systems have the potential to further reduce overall cost as well as improve final outcomes. One robotic system that provides NOTES capability recently became commercially available and we expect that more Single-Site Surgery systems will become commercially available over the next 2-3 years.</span><br />
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<span style="font-family: "verdana" , sans-serif;">In the orthopedic space, adoption has been slower – in 2016 we expect approximately 100,000 worldwide robot-assisted procedures. In this space, there are two types of available robots – active robotic systems where the bone machining is autonomous, and passive robotic system where the robot constraints the surgeon but the machine is under the surgeon’s guidance. Recent clinical publications from all these systems have demonstrated that component positioning and alignment, using robot assisted surgery, is statistically superior to manual surgeries. And in a recent 2-year follow-up study using an active robotic system, there is evidence that for robotic surgeries, there is less bone loss when compared to manual surgeries. </span><br />
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<span style="font-family: "verdana" , sans-serif;">A significant challenge faced by orthopedic robotic systems is that the robot is only responsible for bone machining, which is one half of the surgery – the other half is the design of the orthopedic prosthesis itself. Therefore, by integrating the development of the robotic systems and prosthesis, there may be synergistic opportunities related to system design, clinical workflow and business processes. For example, by using a robot, it is possible for orthopedic implant companies to eliminate a significant portion of the bone preparation hardware, thereby significantly reducing cost. Synergistic possibilities in improving the design include further reduction in invasiveness and potentially reducing overall operating time through workflow improvements. As more long-term data is available with more recent improved systems, orthopedic robots will also demonstrate an improved quality of surgery. In the spine space, recent retrospective and prospective clinical studies have shown a significant reduction in complications and revisions for robot assisted surgeries.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Recent clinical data, from robot assisted surgical procedures, provides strong evidence of improved alignment and reduced bone loss (orthopedic robots), reduced recovery times (laparoscopic and general surgery robots) and reduced complications (spine robots). Next generation solutions described earlier have the potential to significantly decrease invasiveness and improve clinical outcomes. Because robot systems are computer controlled and have the capability to store surgical case data records, these systems will eventually incorporate Artificial Intelligence to augment the surgeon’s decision making process. For these same reasons, these systems will be used more routinely for quality control purposes within a hospital system. With further increases in procedure volumes and increased competition, we can reasonably expect that the cost of robotic surgeries will come down, while outcomes are being improved. </span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Alind Sahay is a research and development business leader and innovator with over 20 years experience developing and launching innovative medical devices for global markets, which includes over 12 years leading product development for image based robotics at Integrated Surgical Systems and navigation systems at GE Healthcare. His business development experience encompasses defining and executing on technology-based opportunities, including licensing and collaborations. </i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Currently, he is Vice President, Research and Development at Noxilizer. Previous positions include Program Director, Endo Health Solutions, where he was responsible for the complete research and development portfolio for the Healthronics product line and Director, Product Development at Terumo Cardiovascular Systems, where he managed new product development and line-extensions for cardiac pumping systems and associated disposables.</i></span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-2328302946315195312016-10-24T09:20:00.003-07:002016-10-25T09:02:03.505-07:00Healthcare 2025: Ten Top Technologies That Will Transform the Industry<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><br /><b>By Reenita Das</b><br /><i>Partner and Senior Vice President<br />Transformational Health</i><br />Frost & Sullivan</span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">As healthcare moves to a model of “any time”, “any place,” “continuous” and “personalized” care, it is important to identify the key technologies that will enable this transition and work toward their implementation into different care settings. Frost & Sullivan’s Visionary Healthcare research has identified several technologies that are most likely to impact healthcare paradigms by 2025.</span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Figure 1: Healthcare World in 2025<br /> </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It is interesting to note that technological advances in the fields of computing, machine learning, nanotechnology and electronics are all playing a role in helping reshape the industry. The figure below provides an overview of the top technologies that will change this industry dramatically, and an analysis of the timeframe for their commercialization and maturation.</span></span><br />
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Figure 2: Timeframe for Commercialization and Maturation of Top 2025 Technologies<br /> </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b>Quantum Computing</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />We are now beginning to see larger datasets in healthcare research and delivery to analyze and make sense of entire genome sequences, impact of environmental, behavioral and hereditary factors on health, population health data, patient generated health data, etc. The amount of such data becoming available is only set to increase exponentially by 2025. The available computing prowess, even those of supercomputers, will not be adequate to generate quick and actionable insights from such large data sets. But quantum computing, that has a far greater calculation capacity than traditional computers, could help solve some of the highly complex healthcare problems. One noteworthy company in this field is Canadian D-Wave Systems, which boasts of clients like NASA and Google. However, the possibility of widespread quantum computing is prevented by the problem of quantum incoherence, which, it is hoped, will be solved sometime soon.</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><b>Artificial Intelligence</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b></b><br />While the human capacity to analyze and make deductions is superior to any other species on the planet, it is still limited in terms of the volume of information that can be processed quickly. Artificial intelligence makes this process faster by several degrees and far more efficient than humanly possible. IBM’s Watson, for example, can read 40 million documents in 15 seconds. With machine learning capabilities, the technology’s healthcare applications are boundless. Some of the applications currently being developed are assisting physicians and radiologists to make accurate diagnoses (IBM Watson Health), predicting which potential therapeutic candidates are most likely to work as efficient drugs (Atomwise) and mining medical records data to improve healthcare service delivery (Google DeepMind Health).<br /> </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b>Robotic Care</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />Robots have been in healthcare for a long time now – the Da Vinci surgical robot is a case in point. But several other robotic applications are emerging and we should expect a lot more robots operating in the healthcare space by 2025. Consider the simplistic telepresence robots like those offered by InTouch Health, allowing the doctor to ‘move around’ and examine patients, while being seated at his or her computer at a distant location. Or Aethon’s TUG robots that help hospitals internally transport their pharmacy supplies, lab samples, patient food, clean or soiled linen or even trash, all by itself. Then there are the patient and elderly care robots that help in lifting patients from beds to wheelchairs and back, like the Robear robot or the Riba robot in Japan. Finally, robots can also play a role in pediatric therapy for autism disorders, phobias and as distractions; several examples exist - Phobot, PARO, NAO and Milo.<br /> </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b>Nanorobots</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />At the nanoscale, robots can play entirely different roles, this time inside the human body, traveling through bloodstreams. Ongoing research is exploring the potential nanorobots can have in vitals monitoring, performing body functions (e.g. carrying oxygen, destroying infectious agents like bacteria), targeted drug delivery (e.g. cancer therapy, blood clotting) or even to perform nanoscale, in situ surgeries. The actual list of applications of nanomedicine, the umbrella term for nanotechnology applications in healthcare, is even larger and fascinating. It includes assisting biological research (cell simulations), being intracellular sensors for diagnostics and playing a role in molecular medicine (genetic therapy). At the very least, we should see the beginning of testing of such applications by 2025.</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><b>Cyborgization</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />The year 2025 should bring not just the introduction of robots inside our bodies, but also the transformation of the human body itself into partial robotic beings. This can manifest in several forms, some of which are visible even today – limb replacements, organ replacements, internal electronics, and capabilities, limbs or senses that are enhanced in function than their normal counterparts. Apart from the ‘bionic’ prosthetics movement, an estimated 30,000 – 50,000 people already have an implanted RFID chip inside their bodies. In the future, we are likely to see enhanced capabilities in terms of vision, hearing or with limbs, especially in defense application areas. Artificial pancreas is a subject of intense research, and it is likely that more sophisticated versions of these devices may even be implanted in the human body in the future – to supplement or even completely replace normal pancreas.<br /> </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b>Brain-Computer Interfaces</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />Another form of cyborgization is the use of brain-computer interfaces to connect a wired brain directly with an external device. Apart from the research and brain-mapping applications currently in use, the technology is being developed for ‘neural bypass’ applications - helping paralyzed patients regain control of their limbs via ‘external’ connections to the limbs. Similar applications are being developed wherein the body’s neural framework is tapped using electric stimulation to modify certain functions. Existing examples include cochlear implants and pacemakers, while applications being developed include retinal implants (to restore sight) and spinal cord stimulators (for pain relief).</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><b>Medical Tricorder (Diagnostic Device)</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />Taking cue from the device popularized by the Star Wars franchise, efforts are aimed at developing a hand-held portable diagnostic device that can scan the human body and diagnose their ailments within seconds. While the fantasy version of the device could do this, current efforts are more realistic in their approach. The $10 million Qualcomm Tricorder X Prize competition launched in 2012, for example, aims at diagnosing 13 medical conditions (10 required, 3 elective) including strep throat, sleep apnea and atrial fibrillation, with a consumer-friendly interface device weighing no more than 5 pounds. With the winners of this competition set to be announced in 2017, we could expect such devices to be commercially available by 2025.</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><b>Digital Avatars</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />After self-diagnosing using a tricorder, patients in 2025 will want to get in touch with a doctor. Of course, telehealth will be an option, but there might be another option available for satisfying queries or getting more information on the diagnosis – just like the generic voice assistants available today. While Siri or Cortana are voice-only assistants, the Dr. WebMD of 2025 can be a digital avatar that can appear in holographic projections to assist patients and caregivers with their healthcare queries. The holographic projection of a human doctor, backed by artificial intelligence technologies, will allow for it to handle several queries simultaneously. Beyond answering queries, it could schedule appointments for a physical checkup with a doctor in your network, and share notes of your conversation with a doctor, in a digital-physical care coordination model. </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><b>Augmented / Virtual Reality</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />The applications of the two related technologies are manifold and relevant to both sides of the care delivery equation – providers as well as patients. Providers can benefit from using enabled glasses for medical education - to study the human anatomy, for example, and for observing and studying surgeries as they were performed. Augmented reality could also be used during live surgeries to ‘see through’ anatomical structures to know the location of organs and blood vessels. On the patient side, one of the most advanced applications that are already in use is the treatment of various phobias and other mental health disorders. As the technology advances, we can expect more advanced applications to emerge by 2025, especially for healthcare providers.<br /> </span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b>3D Printing</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />3D printing is a well-known technology with several existing applications in healthcare, including orthopedic devices and several implants. Another application that is being considered is of 3D printed medicines, which can allow alteration of daily dosage and enable personalized medicine by customizing formulations of the drugs. Another niche that is now opening up is that of 3D Bioprinting – the possibility of ‘printing’ tissues or even organs. Applications range from skin tissue for burn victims to organ replacements for patients. Tissues thus printed can also be used in drug development, a service currently being offered by Organovo.</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />Companies within the healthcare industry must examine and study the impact of these technologies on their business, as well as investing into utilizing these in the future if they are to continue to sustain themselves profitably in the new environment.</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><i>This article was written with contributions from Siddharth Shah, Research Analyst and Venkat Rajan, Global Director, both from the Visionary Health program of Frost & Sullivan’s Transformation Health practice.</i></span></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com1tag:blogger.com,1999:blog-1200000396214516747.post-39358577938643133442016-07-11T09:51:00.002-07:002016-07-12T06:39:48.309-07:00Leveraging Medical Artificial Intelligence to Meet the “Silver Tsunami” of Healthcare <div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b><br />Robert Kaul </b></span><br />
<span style="font-family: "verdana" , sans-serif;"><i>President and Chief Executive Officer</i></span><br />
<span style="font-family: "verdana" , sans-serif;">Cloud DX Incorporated</span><br />
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<span style="font-family: "verdana" , sans-serif;">Recently, a study by Johns Hopkins made headlines by claiming that medical errors are now the third leading cause of death in the US. While that startling statistic was later challenged as being overly broad, it’s clear that over 100,000 people die in the US every year from preventable medical errors.</span><br />
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<span style="font-family: "verdana" , sans-serif;">The US Government reports that every single day, around 10,000 Americans turn 65 and qualify for Medicare. If current Medicare spending trends continue unchanged, according to the US Social Security Advisory Board, healthcare spending will consume the majority of the federal budget by 2030, leaving little room for any other functions of Government.</span><br />
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<span style="font-family: "verdana" , sans-serif;">The so-called “Silver Tsunami” of retiring baby-boomers not only puts enormous economic stress on our current healthcare system, it also raises the demand for support services. A looming shortage of doctors as well as personal home healthcare workers has generated anxiety in the industry. The only obvious solution is to deploy technology to help care for older adults, whose chronic conditions consume over 33% of all healthcare dollars.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Now imagine a world where medical errors were a thing of the past, and every person has the option of growing old at home in safety and dignity... all due to the dawn of medical Artificial Intelligence (AI).</span><br />
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<span style="font-family: "verdana" , sans-serif;">Simply put, medical AI enables computers to help interpret healthcare data by recognizing patterns, providing insights to physicians to make better treatment decisions for patients. In the past healthcare progress relied on the discovery of new medications, vaccines and surgical procedures. Since the turn of the 21st century, the pace of these advances has slowed, and the growth of digital healthcare has taken off. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Advances in electronic medical records, remote patient monitoring platforms, and big data analytics have become a driving force in improving existing healthcare workflows and providing better patient outcomes. </span><br />
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<span style="font-family: "verdana" , sans-serif;">In the future, medical AI will automatically track and dramatically reduce preventable medical errors and increase productivity. AI platforms will deliver so-called “deep data”, in real-time, to fully integrated patient management systems. Automating the selection of treatment options and reviewing possible calculated outcomes will give professionals unprecedented new tools to deliver better health. Initially, AI will aid medical professionals to make more informed decisions but will not replace providers themselves; however within the next few years AI will be able to make simple diagnoses, prescribe medication and vector patients to the optimum treatment resources with no human supervision. This autonomy is going to be required if medical AI is going to actually “bend the cost curve” and free up human resources for more complicated cases.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Adopting predictive analytics via medical AI will allow physicians to sort through large amounts of data using statistical methods to deliver predicted outcomes for patients in a matter of minutes. Incorporating AI’s predictive analytics into the healthcare field has the power to revolutionize the way providers and patients manage diseases and outcomes. This accurate and precise process can narrow down the moment of when a patient becomes ill, a critical step in providing preventative measures and treatments.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Implementing AI into healthcare systems will grant patients access to remotely monitor non-life-threatening conditions outside of a clinician’s work space. A patient could potentially describe their symptoms via an app and be presented with information to autonomously care for themselves. This not only reduces costly and time-consuming trips to medical clinics but also allows for data sharing from patient to clinicians, should a threatening complication occur. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Leading an organization into the ever-changing transformation of healthcare requires an appreciation of global innovation and implementation opportunities. Over the next decade, society will inevitably usher in a new era of healthcare; one where clinicians and their AI partners provide a lifetime of wellness management to prevent illness rather than simply treating symptoms. Early detection of negative health conditions in near real-time will be the leading factor that will reduce the cost of care over a lifetime, as well as improve patient outcomes in the case of illness or injury. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Organizations who are early to adapt to this growing AI trend will enjoy a competitive edge over those who are less equipped to do so. Full adoption of medical AI will ultimately ensure that everyone receives the support and resources they require. As a society we must embrace our responsibility to protect the future of healthcare. The sooner this notion sinks in, the sooner we will all begin enjoying the journey to improved health and wellness. </span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Robert Kaul is the President & CEO of Cloud DX Inc, a digital healthcare startup based in Brooklyn, New York. Their Cloud DX Connected Health Platform is revolutionizing personal health monitoring by providing outstanding accuracy and user experience at an affordable cost. Cloud DX was won multiple awards including 2015 Startup of the Year for Innovation. Team Cloud DX is a Top-7 finalist in the Qualcomm Tricorder XPRIZE, a 4-year global innovation competition to create a futuristic “Tricorder” that autonomously diagnoses 14 separate health conditions. The winner of the $6 million top prize will be announced in January 2017.</i></span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com2tag:blogger.com,1999:blog-1200000396214516747.post-57412342391020342016-07-11T09:30:00.001-07:002016-07-13T06:25:46.491-07:00Will The Move To Value-Based Payments Be A Long-Term Trend Or A Short-Term Fad? <div dir="ltr" style="text-align: left;" trbidi="on">
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<b style="font-family: verdana, sans-serif;"><br />Rahul Dubey</b><br />
<i><span style="font-family: "verdana" , sans-serif;">Senior Vice President </span></i><br />
<i><span style="font-family: "verdana" , sans-serif;">Innovation and Solutions</span></i><br />
<span style="font-family: "verdana" , sans-serif;">America’s Health Insurance Plans (AHIP) <br />Innovation Lab </span><br />
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<b style="font-family: verdana, sans-serif;">Shahid N. Shah</b><br />
<span style="font-family: "verdana" , sans-serif;"><i>Entrepreneur in Residence and Strategic Adviser </i></span><br />
<span style="font-family: "verdana" , sans-serif;">America’s Health Insurance Plans (AHIP) <br />Innovation Lab </span><br />
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<span style="font-family: "verdana" , sans-serif;">The Affordable Care Act (ACA), Medicare Access & CHIP Reauthorization Act of 2015 (MACRA), Merit-Based Incentive Payment System (MIPS), Alternative Payment Models (APMs), Precision Medicine Initiative (PMI), and Patient-Centered Outcomes Research through PCORI are all taking us towards a more value-driven payment system for the U.S. healthcare system. Physicians and hospitals have been, for decades, paid fees for services they perform on patients and the higher their volume the more money they made (regardless of outcomes). Given the unsustainable growth rates in national healthcare spending, all health insurers and the federal government are working to figure out how to pay providers and health systems for the value they deliver to patients and the public health system.</span><br />
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<span style="font-family: "verdana" , sans-serif;">The question on the minds of many skeptical health systems and front line healthcare professionals, who have lived through multiple cycles of managed care that were going to “revolutionize the industry” in the past, is whether value-based payments are a long-term trend or short term fad?</span><br />
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<span style="font-family: "verdana" , sans-serif;">To help answer that question, America’s Health Insurance Plans’ (AHIP) Innovation Lab (IL) has been facilitating and moderating many “Solution Working Groups” (SWGs) between payers (insurers), providers (health professionals and systems), retailers (pharmacies, clinics), and pharmaceutical manufacturers. An SWG is a collaborative session usually focused on an insurer’s “stated need” and centered on a specific, tough- to- solve problem which typically involves health systems and care providers. </span><br />
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<span style="font-family: "verdana" , sans-serif;">For every SWG, AHIP IL convenes major stakeholders across multiple institutions, value-added technology, and services partners. Stakeholders could be as wide and varied as physicians, nurses, call center personnel, pharmacists, dentists, or even actuaries. Anyone willing to help eliminate innovation logjams is welcome. Once we get all the stakeholders into a single room for one or two days we’re able to speak not from siloes but from a collaborative patient team’s point of view. Instead of looking at the problem from a particular institutional viewpoint, we try to imagine what’s best for the patient’s long-term care and sustainability from a financial perspective. Too often solutions are envisioned without sustainable business models but, when multiple stakeholders work together, our solution working group participants have been able to create sustainable innovations. </span><br />
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<span style="font-family: "verdana" , sans-serif;">1. The path to payments in VBR and FFS both remain complicated</span><br />
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<span style="font-family: "verdana" , sans-serif;">After running dozens of SWGs at AHIP IL, we’ve come to the practical conclusion that value based reimbursement (“VBR”) initiatives are real and that insurers are serious about implementation. There is little reason to believe that VBR is a fad, especially because it’s hard to unwind later. The other major learning from AHIP IL’s SWGs is that most of the pressing problems in healthcare cannot be solved without significant reworking of agile multi-stakeholder and multi-institution workflows and information architecture. </span><br />
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<span style="font-family: "verdana" , sans-serif;">The entire healthcare industry’s aspirations to shift from fees for services (FFS) to value-based care is now well understood. However, repeatable evidence-driven execution plans of how we’re going to go from FFS to VBR remains elusive. CMS’s new MACRA and MIPS programs along with substantial bi-partisan work being done on the yet to be passed 21st Century Cures Act indicate that the Federal Government is very serious about value-based care. However, the significant IT, data interoperability, and unparalleled cooperation among traditional competitors that will be required to make value-based care a reality are not really well understood. Will these value driven aspirations stand the test of time or will we end up falling back on old models because the industry’s structural problems of reliance on volume and state-specific licensure requirements not let the fees for services business models die? </span><br />
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<span style="font-family: "verdana" , sans-serif;">ACA, MACRA, MIPS, APMs, PMI, PCORI, and the many other initiatives the healthcare industry has embarked upon all have an insatiable appetite for data. Through our SWGs, we’ve come to a consensus that existing workflows and data architectures built on siloes across institutions prove that the efficiencies in cost and improvements in outcomes that we need across the healthcare industry cannot be created without changing the reimbursement model to a more value-driven system. Many institutions cannot handle complex next generation value-based business models which require more collaborative and flexible multi-organizational structures. This means that the best will survive and we’ll need to figure out how to fold in the rest into centers of excellence.</span><br />
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<span style="font-family: "verdana" , sans-serif;">If insurers and more sophisticated organizations can help health systems and providers become more agile, then value based reimbursements will move from aspirational to operationally capable and sustainable initiatives. VBR is real, it’s here, but it’s unevenly applied because the path to defining, agreeing upon and measuring outcomes along with payments attribution issues remains complicated. We still have a lot to learn, especially through our collaborative experience at the AHIP Innovation Lab, but it’s clear there’s no turning back.</span><br />
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<span style="font-family: "verdana" , sans-serif;">The AHIP IL is an open lab – if you have payment reform, patient facing tools, payer focused solutions, or ideas around provider led care management please reach out to Rahul Dubey and see how we can run a Solution Working Group (SWG) centered on one or more of your ideas. </span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Rahul Dubey is currently responsible for collaborating with the C-level executives at AHIP's Health Plan Membership to develop and implement innovative, best in class, emerging solutions and approaches that accelerate utilization of these mission critical applications in order to deliver a higher quality of care, improve the wellbeing of consumers and drive down the cost of care received. </i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Rahul is responsible for creating the Lab's one of a kind concept, continues to fulfill its mission of delivering an invaluable resource for AHIP Membership and leads all of the Lab's collaborative and confidential Solution Working Groups that involve individual payers, providers, manufacturers, MedTech, innovative solution providers and the AHIP Innovation Lab's trusted and crucial Inaugural Partners. </i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Shahid N. Shah is an award-winning and influential healthcare IT thought leader who is known as “The Healthcare IT Guy” across the Internet. He is AHIP Innovation Lab’s technology strategist, business modeling specialist, and entrepreneur in residence responsible for helping insurance plans define and create solutions to major innovation challenges. </i></span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-78778549438828658782016-07-07T02:54:00.001-07:002016-07-12T09:08:39.226-07:00Executive Perspective: Tomorrow’s Doctors Need Compassion, Leadership and Patient Focus<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b>By Harold L. Paz, M.D., M.S.</b></span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Compassion is a unique characteristic.</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">This simple truth is integral to the evolution of health care and the role of physicians in the future. No matter how sophisticated technology gets, computers and data can’t offer compassion, but they can dramatically change where, how, when and what care is provided.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>This evolution is already changing the way we think about the doctors of tomorrow.</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">In a peer-reviewed article recently published in the journal <i>Academic Medicine</i>, I argued that the emerging model of health care will not only be fundamentally different from the traditional fee-for-service model, but it will require a whole new way of thinking for physicians.</span><br />
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<span style="font-family: "verdana" , sans-serif;">What will the physicians of the future look like and how will they operate? We can expect that physicians will play an important role when patient care is more “art” than science or can’t be automated. This will increase the pressure on academic medical institutions to look for and develop the personality and skill sets necessary to fill the void left by technology.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Consumer-directed health care, where patients are more actively engaged in their own health and wellness, is accelerating this move to what I call the “third curve” of health care. The first curve is characterized by the familiar fee-for-service approach to delivering medical care, where each activity is a billable event.<b> Ian Morrison</b> defined the second curve as population health, where the medical community started to focus on the bigger picture of disease and condition management, including the idea that prevention and wellness efforts can make a significant difference in the progress of chronic conditions.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>As we enter the third curve of health care, we acknowledge that patients, not physicians, own their health.</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">New resources and tools will enable each individual to take more ownership, become more likely to adhere to care plans, and feel empowered to take charge of their well-being. Doctors must embrace these new tools and resources, such as <b>mobile apps</b>, <b>telemedicine</b>, home health, <b>urgent care centers </b>and other technologies to improve the health of patients. By the same token, Aetna has the opportunity to play a critical role in personalizing each member’s health and wellness “ecosystem” over time, beginning in the home and extending out into the community by partnering with health care providers through the use of innovative tools and <b>data analytics</b>.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Collaboration will be the key to leading us into the future. If the doctor-patient relationship is to be preserved, physicians must be trained to serve as leaders of multidisciplinary teams that work to address all five determinants of health.</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">As a former dean of two medical schools, I know that we have a responsibility to train students to succeed in this new world order of consumer-driven health care. By 2025, we will face a <b>physician shortage</b> of 90,000. While shortages generally predict increased demand, I believe that in Curve III things could take a different turn, accelerating more than just the need for more doctors, but demand for a new breed of physician.</span><br />
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<span style="font-family: "verdana" , sans-serif;">With the capabilities, strengths and challenges of all of the players in the health care system, I see a remarkable path forward. Our successful move into the next curve of health care will be predicated on putting patients first, emphasizing compassion, embracing change, and building both hard knowledge and soft skill training into the programs that are building our future medical professionals.</span><br />
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<span style="font-family: "verdana" , sans-serif;">This article was originally published on The Health Section, Aetna’s online news magazine. For more information like this, go to https://news.aetna.com.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Dr. Paz leads clinical strategy and policy at the intersection of all of Aetna’s domestic and global businesses. He is responsible for driving clinical innovation to improve member experience, quality and cost in all areas of the health care delivery system. Reporting to Aetna’s Chairman and CEO, he is a member of the company’s executive committee.</i></span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Before joining Aetna in 2014, Dr. Paz served as CEO of Penn State Hershey Medical Center and Health System, senior vice president for Health Affairs for Penn State University, Dean of its College of Medicine and Professor of Medicine and public health sciences for eight years. Prior to his appointment to Penn State, he spent 11 years as Dean of the Robert Wood Johnson Medical School and CEO of Robert Wood Johnson University Medical Group.</i></span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com0tag:blogger.com,1999:blog-1200000396214516747.post-75765031288185183152016-07-07T02:48:00.001-07:002016-07-13T06:26:40.031-07:00The Positives and Perils of Patient-centric Approaches to Healthcare Data<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b><br />B<span style="font-family: "verdana" , sans-serif;">y </span>Matt Patterson, M.D.</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">Imagine a future in which dozens of different patient-centered technology solutions compete with one another, contributing to a disastrous combination of higher costs, lower-quality care and scores of angry and confused patients. Without robust health information interoperability, this scenario is a very real possibility in the U.S. </span><br />
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<span style="font-family: "verdana" , sans-serif;">The need for interoperability comes at a time when healthcare is under extraordinary pressure to improve overall care quality and cost efficiency. The Affordable Care Act is tightening the screws even further on the revenue side. For these reasons, it is understandable that health systems are eager to deploy a patient-centric approach to data portability and interoperability. </span><br />
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<span style="font-family: "verdana" , sans-serif;">The good news is that in both private and public discussions with health and policy leaders, there is encouraging talk around interoperability through open and available application programming interfaces (APIs), which allow health data solutions to communicate with each other. Public comments by Health and Human Services Secretary Sylvia Mathews Burwell and Centers for Medicare and Medicaid Acting Administrator Andy Slavitt support this analysis. </span><br />
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<span style="font-family: "verdana" , sans-serif;">While imperfect, a patient-centric approach is currently the best framework available. Individuals <i>should</i> own their data and have easy, real-time, plain-English ways of opting in and out of recording and sharing data in both identified and de-identified ways with anyone they wish, to benefit themselves and/or society at large. </span><br />
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<span style="font-family: "verdana" , sans-serif;">However, the patient-centric approach is not a cure-all. In fact, Meaningful Use Stage 3 – and its requirements for making data available to patient-facing applications – could result in unintended consequences for clinician workflows.</span><br />
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<span style="font-family: "verdana" , sans-serif;">The stated purpose of Meaningful Use is to leverage certified electronic health record (EHR) technology in stages to improve quality, efficiency and care coordination while maintaining the privacy and security of patient health information. The hoped-for results in Stage 3 include improved outcomes.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Yet Meaningful Use and open APIs for consumer-facing applications will not be enough to solve the interoperability challenges we face. For example, imagine an emergency department physician ordering tests for a patient who knows those tests were already recently done by another provider. Even if that patient has an application on his or her phone that can access data from various sources, it is still unlikely this could translate to a scalable, reliable, effective workflow for the physician. The more likely results are already familiar to those dealing with ineffective health information exchanges (HIEs): incorrect data, a difficult-to-navigate solution, a failure to tailor the focus to the specialty of the user, or suboptimal data provenance, to name a few.</span><br />
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<span style="font-family: "verdana" , sans-serif;">By relying too heavily on a patient-centric approach, we risk diminishing momentum toward the real game-changer: enforcement of affordable, open, bi-directional APIs among all health information systems. This is a must-have on the road to innovative and intuitive workflow solutions for clinicians and consumers. Referring back to the scenario above, ED physicians need access to an integrated workflow that incorporates their own hospital’s data, along with relevant patient data from multiple other disparate sources. This will enable more cost-effective, efficient and clinically accurate decisions.</span><br />
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<span style="font-family: "verdana" , sans-serif;">While this may sound idealistic, it is absolutely achievable. We can start by putting the consumer in the driver’s seat as the broker of his or her data in ways that reduce unnecessary complexity. For example, the creation of a simple consumer-facing application that simply has two buttons - ‘Record’ and ‘Share’ - would provide control over an individual’s data and interoperability in an easy, real-time way. From there, wide-open, bi-directional interoperability among the patient’s historical data sources can support nimble, innovative workflow solutions geared toward clinician use and faster, more informed decision-making. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Another benefit to giving the patients real control over their data is the potential to finally expose the overt data blocking that exists today. Data belongs to individuals. Those acting as gatekeepers should no longer be able to profit from blocking access. The gate should be unlocked to create innovative workflows and value from this data. Ultimately, business models that simply monetize the hoarding and simple transmission of data from closed, Byzantine health information systems without creating meaningful insights and workflows will crumble – as they should.</span><br />
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<span style="font-family: "verdana" , sans-serif;">With all this in mind, health systems seeking to innovate with patient-centric technology solutions should support open APIs and discourage data blocking practices from their incumbent vendors. And, by partnering with technology firms that offer demonstrated interoperability and workflow innovation capabilities, these health systems can create tools that improve the lives of patients and those who care for them. The results can have a powerful impact on both individual patient care, and the broader healthcare system.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Dr. Matt Patterson has built his career around the goal of delivering better quality healthcare to more people at a lower cost. Responsible for operations, he leads AirStrip's people, processes, and technology required to deliver the full value of AirStrip mobile solutions to clients. Dr. Patterson joined AirStrip from McKinsey & Company, where he was a core leader in the North American Healthcare practice's strategy and operations engagements. He focused on clinical and business model transformations of major U.S. health systems transitioning from "pay for volume" to "pay for value" environments.<br /><br />Dr. Patterson also brings a wealth of clinical and operational leadership from his experience as a former U.S. Navy physician, where he served as the Medical Director of the Naval Special Warfare Center in San Diego, CA—the elite training command of the U.S. Navy SEALs.</i></span><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com2tag:blogger.com,1999:blog-1200000396214516747.post-28119751624422365082016-07-07T02:38:00.002-07:002016-07-14T08:37:30.602-07:00Five Technologies That Will Disrupt Healthcare By 2020<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><b><br />By Reenita Das</b><br /><i>Partner and Senior Vice President<br /><span style="font-family: "verdana" , sans-serif;">Transformational Health</span></i><br />Frost & Sullivan</span><br />
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<span style="font-family: "verdana" , sans-serif;"><i>Frost & Sullivan’s Transformational Health program provides insight on the growth opportunities driven by innovative healthcare technology</i></span><br />
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<span style="font-family: "verdana" , sans-serif;">The healthcare landscape is changing exponentially and the following technologies are expected to have far-reaching implications in terms of diagnostics, treatments and delivery of care in the future.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>1. Artificial Intelligence: CAGR of 42% to reach $6.6 billion in 2021</b></span><br />
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<span style="font-family: "verdana" , sans-serif;">Artificial Intelligence (AI) is defined as the intelligence demonstrated by machines or software with the ability to depict or mimic human brain functions. AI in healthcare aims to improve patient outcomes by assisting healthcare practitioners in using medical knowledge, which has been thoroughly analyzed and memorized by these systems, thereby providing excellent clinical and medical solutions. AI systems have the potential to provide physicians and researchers with clinically relevant, real-time, quality information sourced from data stored in electronic health records (EHRs) for immediate needs.</span><br />
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<span style="font-family: "verdana" , sans-serif;">The AI market for healthcare applications is expected to achieve rapid adoption globally, with a CAGR of 42% until 2021. Excellent patient outcomes, reduced treatment costs, and elimination of unnecessary hospital procedures with easier hospital workflows and patient-centric treatment plans are the prime reasons for the wide adoption and successive growth of the AI market in the healthcare industry.</span><br />
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<span style="font-family: "verdana" , sans-serif;">By 2020, chronic conditions, such as cancer and diabetes, are expected to be diagnosed in minutes using cognitive systems that provide real-time 3D images by identifying typical physiological characteristics in the scans. By 2025, AI systems are expected to be implemented in 90% of the U.S. and 60% of the global hospitals and insurance companies. In turn, AI systems will deliver easily accessible, cheaper and quality care to 70% of patients.</span><br />
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<span style="font-family: "verdana" , sans-serif;">AI is consistently improving the approach and access to reliable and accurate medical image analysis with help from digital image processing, pattern recognition and machine-learning AI platforms. For example, a startup, Butterfly Network, has developed a handheld 3D-ultrasound tool that creates 3D images of the medical image in real time and sends the data to a cloud service that identifies the characteristics and automates diagnosis. Such clinical support from AI is expected to have a significant impact on the overall medical imaging diagnosis market and its growth.</span><br />
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<span style="font-family: "verdana" , sans-serif;">Innovative, automated patient guidance and engagement solutions, such as AI-enabled medication adherence to observe patient devotion by using advanced facial recognition and motion-sensing software, have started to automate one of the major healthcare processes of directly observed therapy (DOT). New entrants with similar solutions are expected to rapidly capture this sub-segment of the market.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span>
<span style="font-family: "verdana" , sans-serif;">IBM<b> </b>Watson Health’s recent acquisition of Truven Health Analytics for $2.6 billion creates a new and important dimension in health data analytics, further strengthening IBM’s already strong healthcare market position.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span>
<span style="font-family: "verdana" , sans-serif;"><b>2. Immunotherapies: Checkpoint inhibitors growing at 139% CAGR</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span>
<span style="font-family: "verdana" , sans-serif;">Immunotherapy provides therapeutic benefit by focusing on the capabilities of the immune system in regards to the tumor and promises to transform cancer care. It charts new territory in both individual duration of survival and the potential for significant numbers of patients to benefit. For example, malignant melanoma is a significant unmet medical need with limited treatment options. More than 160,000 cases of melanoma are diagnosed worldwide with 40,000 deaths annually.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span>
<span style="font-family: "verdana" , sans-serif;">The promise of immunotherapy rests largely in its aptitude for broad application in various patient populations. Once the algorithm for its effective use in the oncology setting is properly realized, the growth potential is humongous. While checkpoint inhibitors dominate the current headlines in the clinical care communities, other promising approaches include novel molecular constructs such as chimeric antigen receptors (CARs), therapeutic combinations with old and new drugs, dosing regimen modifications and vaccines. The market for check point inhibitors was valued at $3 billion in 2015 and is expected to reach $21.1 billion by 2020, growing at CAGR of 139%.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span>
<span style="font-family: "verdana" , sans-serif;"><b>3. Liquid Biopsy: Potential to monitor tumors non-invasively</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><b><br /></b></span>
<span style="font-family: "verdana" , sans-serif;">Liquid biopsy extracts cancer cells from a simple blood sample and has the potential to revolutionize cancer treatment by non-invasively monitoring cancer cells. Today, repeated biopsies are needed to study the changing tumor and present a huge challenge to the patient. Liquid biopsy provides attractive investment opportunities for diagnostic companies. The focus on blood biomarkers, such as ctDNA and CTCs, has unleashed the potential to now track and monitor tumors in a non-invasive manner. It is expected in about two years, liquid biopsy will become an adjunct to tissue biopsy. This technology has proven to be much more effective and detects worsening of a disease condition even before a CT scan. There are key benefits to this technology where “go to the source” is not a concern, unlike tissue biopsy.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><a href="https://4.bp.blogspot.com/-3gO6gIp3SmM/V34hpQOySUI/AAAAAAAACJU/yFylBmC2YyMMPaQc_-P0O9X_fsKbnPWLACLcB/s1600/001.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="281" src="https://4.bp.blogspot.com/-3gO6gIp3SmM/V34hpQOySUI/AAAAAAAACJU/yFylBmC2YyMMPaQc_-P0O9X_fsKbnPWLACLcB/s400/001.jpg" width="400" /></a></span></div>
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<span style="font-family: "verdana" , sans-serif;"><b>4. CRISPR/Cas9 (RT): Disrupting the way R&D is conducted and products are developed</b></span><br />
<span style="font-family: "verdana" , sans-serif;"><b><br /></b></span>
<span style="font-family: "verdana" , sans-serif;">CRISPR/Cas9, a gene editing technique, can make targeted modifications to DNA accurately, cost effectively and reliably. In short, it holds the promise of transforming the way R&D is conducted and products are developed across major sectors of the global life science economy. This technique catapulted onto the research scene in 2014, and companies are flocking to provide research tools and develop therapeutics using the technology. Sangamo Biosciences is the most prolific company to have applied one of these technologies—Zinc Finger Nucleases—to the development of clinical-stage human therapeutics. Other companies, such as the start-ups CRISPR Therapeutics and Editas Medicine, have focused on CRISPR, having received millions in VC funding.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span>
<span style="font-family: "verdana" , sans-serif;">However, while human therapeutic applications of gene editing steals the limelight, there are other sectors, including agriculture and specialty chemicals, in which the technology has advanced beyond research onto the market. Gene editing offers the ability to do the following:</span><br />
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">Modify critical traits in crops and animals</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Boost food crop yields and nutrient quotients</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Create crops capable of withstanding blights, pests or climatic extremes</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Breed hardier, disease-resistant farm animals with improved nutritional profiles</span></li>
</ul>
<span style="font-family: "verdana" , sans-serif;"><br />An analysis of NIH-funded projects mentioning CRISPR/Cas9 from 2013 to 2015 finds astronomical growth of this promising gene editing technology. From 2013 to 2014, funding grew seven times, and from 2014 to 2015, funding more than tripled. Academic researchers are not the only end users adopting CRISPR/Cas9 as the technique is having a major impact in therapeutics as well. The technology overcomes many of the challenges with RNAi, TALENs and ZFN genome editing tools, promising to be a market worth hundreds of millions over the next few years.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span><b style="font-family: Verdana, sans-serif;">5. 3D Printing: Game changer for organ or tissue repair</b><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span><span style="font-family: "verdana" , sans-serif;">3D printing technology has enormous potential in healthcare due to its ability to be customized. Customization can dramatically reduce surgery times and medical expenses. Currently, the largest applications are 3D-printed scaffolds or prosthetics (orthopedic implants) and medical devices, such as dental implants and hearing aids. The game changer for 3D printing will be in human tissue printing: printed livers, hearts, ears, hands and eyes, or building the smallest functional units of tissues, which can lead to the fabrication of large tissues and organs. This can be used as surgical grafts to repair or replace the damaged tissues and organs.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span><span style="font-family: "verdana" , sans-serif;">It is estimated more than a million people need kidney transplantation worldwide. However, only a little more than 5,000 people receive a transplant, as there is an insufficient number of donor organs. Scarcity of legally donated organs has led to a dramatic increase in a worldwide illegal organ trade. The 3D printing business for healthcare is expected to be worth approximately $6 billion by 2025. Some prominent companies in this field are Stratasys Ltd., Arcam AB, Organovo Holdings Inc., Johnson & Johnson<b> </b>Services Inc. and Stryker.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span><span style="font-family: "verdana" , sans-serif;">These five technologies have enormous potential to transform the healthcare industry.</span><br />
<span style="font-family: "verdana" , sans-serif;"><br /></span><i style="font-family: Verdana, sans-serif;">This article was written with contributions from Nitin Naik, Global Vice President of Life Sciences; Christi Bird, Senior Industry Analyst; Divyaa Ravishankar, Senior Industry Analyst; and Venkat Rajan, Global Director of Visionary Healthcare with Frost & Sullivan’s Transformational Health Program.</i><br />
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com2tag:blogger.com,1999:blog-1200000396214516747.post-54186809327299058422016-04-15T05:18:00.003-07:002016-04-19T06:07:25.228-07:00 Retail Health – A New Delivery Model for Preventative Care? <div dir="ltr" style="text-align: left;" trbidi="on">
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<b><a href="https://1.bp.blogspot.com/-ehuy4ekJSNU/VxD-9JFsm9I/AAAAAAAAB78/E6tlIFVtWaw36ZkPbkgqRknsKxa9tiCOACLcB/s1600/Alex1.JPG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://1.bp.blogspot.com/-ehuy4ekJSNU/VxD-9JFsm9I/AAAAAAAAB78/E6tlIFVtWaw36ZkPbkgqRknsKxa9tiCOACLcB/s200/Alex1.JPG" width="173" /></a></b></div>
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b><span style="font-family: "verdana" , sans-serif;"><span style="font-size: x-small;"><br /></span></span></b><span style="font-family: "verdana" , sans-serif;"><span style="font-size: xx-small;"><br /><br /><span style="font-size: small;"><b> </b></span></span></span></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;"><span style="font-size: xx-small;"><span style="font-size: small;"><b>By Alex Hurd</b><br /><i>Senior Director<br />Health& Wellness</i><br />Walmart, U.S.</span></span></span><b><span style="font-family: "verdana" , sans-serif;"><span style="font-size: x-small;"><span style="font-size: small;"><br /></span></span></span></b></span></span></div>
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><i><span lang="EN-US"><br /><br /><br /><br />Drug Store News</span></i><span lang="EN-US">, one of the leading publications in the retail pharmacy industry, recently
dedicated its cover story in the February 2016 edition to the retail health
fair phenomenon currently underway in America<a href="https://draft.blogger.com/blogger.g?blogID=1200000396214516747#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span lang="EN-US">[1]</span></span></span></a>.
Engaging individuals around their health in locations they visit with great
frequency – such as grocery stores and retail pharmacies – may be one of the
simplest forms to drive large-scale, individualized public awareness around
such key health issues as flu prevention and early diabetes detection. These
events could represent an access point for health education and preventative
health services for millions of individuals who currently don’t engage with the
healthcare system, whether it is for lack of insurance, lack of time or simply
lack of knowledge on where to start.</span></span></span><br />
<br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><span lang="EN-US">So does this trend prove that broad access to
immunizations and free basic health screenings can play a key role in our
country’s public health infrastructure? It may be too soon to tell, but with over 140
million weekly customer visits, no organization is better positioned to have a
major impact in this space than Walmart. On October 10, 2015, during its
inaugural national “America’s Biggest Health Fair” which was executed
simultaneously across all of its more than 4,500 stores in the U.S, the company
delivered over 280,000 free health screenings, 51,000 immunizations and
distributed over 1.9 million healthy product samples<a href="https://draft.blogger.com/blogger.g?blogID=1200000396214516747#_ftn2" name="_ftnref2" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span lang="EN-US">[2]</span></span></span></a>.</span></span></span><br />
<br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><span lang="EN-US">In addition to performing the role of a “public
health early warning system,” health fairs at retail could also function as a starting
point in a Healthcare Consumer’s personal journey towards better health by
arming him or her with solutions that deepen their knowledge around a specific
health issue and facilitate simple actions and incremental steps towards
improvement.</span></span></span><br />
<br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><span lang="EN-US">Payers have also shown great interest in
collaborating with retailers to engage their members in a positive and simple
way in an area of their lives with which most struggle. An example of a fruitful
collaboration is the Humana Vitality initiative in which a large national
health insurer offers discounts on healthy foods to eligible members. The
program has been running in partnership with Walmart for over three years and
Humana has seen significant improvement in the engagement and health of participating
members. The number of employees who had markedly better health increased by
more than 24% over the three years compared to 14% of employees who remained
disconnected from the program, and unengaged employees had 56% more emergency
room visits and 37% more hospital visits than their healthier peers.<a href="https://draft.blogger.com/blogger.g?blogID=1200000396214516747#_ftn3" name="_ftnref3" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span lang="EN-US">[3]</span></span></span></a> </span></span></span><br />
<br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><span lang="EN-US">Do these examples point to a new delivery model and/or
distribution channel for preventative care? Perhaps, but in order to fulfill
their potential, retailers will need to foster the type of partnerships and build
the type of eco-systems that are able to harness frequent Healthcare Consumer
touch points and leverage state of the art education and engagement techniques
as well as advances in science and technology to create new innovative and integrated
product and service offerings to help Healthcare Consumers make a lasting,
meaningful difference in their lives.</span></span></span></div>
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><span lang="EN-US"><i>Alex leads New Product Development and Payer Innovation for Walmart's U.S. Health & Wellness business. His team focuses on delivering payer solutions that drive down the cost of healthcare by leveraging Walmart's broad assortment of health & wellness products and services. Alex holds a BA in Global Business from the University of Florida and MBA from the Kellogg School of Management & Hong Kong University of Science and Technology. He is a Fulbright Scholar and fluent in five languages. </i></span></span></span><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"></span></span></div>
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<div id="ftn1">
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<span style="font-size: xx-small;"><span style="font-family: "verdana" , sans-serif;"><a href="https://draft.blogger.com/blogger.g?blogID=1200000396214516747#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><span lang="EN-US"><span class="MsoFootnoteReference"><span lang="EN-US">[1]</span></span></span></span></a><span lang="EN-US"> </span><span lang="EN-US">Health Event
Horizons, Drug Store News, Vol.38 no.2, February 2016</span><a href="https://draft.blogger.com/blogger.g?blogID=1200000396214516747#_ftnref2" name="_ftn2" title=""><span class="MsoFootnoteReference"><span lang="EN-US"><span class="MsoFootnoteReference"><span lang="EN-US"><br />[2]</span></span></span></span></a><span lang="EN-US"> Walmart H&W Internal Reports, October
2015</span><a href="https://draft.blogger.com/blogger.g?blogID=1200000396214516747#_ftnref3" name="_ftn3" title=""><span class="MsoFootnoteReference"><span lang="EN-US"><span class="MsoFootnoteReference"><span lang="EN-US"><br />[3]</span></span></span></span></a><span lang="EN-US">Louisville Courier-Journal,
http://www.courier-journal.com/story/money/companies/2016/03/29/humana-wellness-plan-boosts-health-bottom-line/82382488/March
2016 </span></span></span></div>
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Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com8tag:blogger.com,1999:blog-1200000396214516747.post-92084343700563308632016-04-07T07:23:00.002-07:002016-04-15T10:08:22.801-07:00The Patient-Centered Health Record<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://3.bp.blogspot.com/-WcgBqiMsYNw/VwZuOSGIX2I/AAAAAAAAB6M/Iyq3aF7FfdkONAqJ5YeDsugHNogQl2oOA/s1600/Peter_Headshot.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://3.bp.blogspot.com/-WcgBqiMsYNw/VwZuOSGIX2I/AAAAAAAAB6M/Iyq3aF7FfdkONAqJ5YeDsugHNogQl2oOA/s1600/Peter_Headshot.jpg" /></a></div>
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><b><br /><br /><br />By Peter Elias, M.D.</b><br /><i>Founding Physician</i><br />Family Health Care Associates<br /><br /><br /><br /><br />The other night I participated in a very useful Google+ hangout. The discussion focused on a subject I think is incredibly important: the patient-centered health record. Unfortunately, this topic is hard to discuss without drowning in technical terms and acronyms. I consider myself fairly tech-savvy and still struggle.</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />A (55 minute) YouTube video is here: Click here I think it is worth watching. But before watching it, consider reviewing the following basic information to help set the stage, first without tech terms or acronyms, and then repeated with some of the key jargon.<br /><br />The current EHR model is that each office or institution owns and manages an electronic record that contains information about the patients in that system. Despite the obvious need and lots of talk, there has been little actual progress towards making these separate and mostly proprietary systems ‘interoperable’ and therefore able to share information. The result is that clinicians routinely work with incomplete or outdated information, patients are locked into their home system, and it is extremely hard for patients to access their own information in any meaningful or useful way. Care is less safe and less reliable, patients are prevented from actively managing their care, and clinicians are frustrated.<br /><br />The model discussed in this video takes a different approach, one that appeals to me for both philosophical and technical reasons.<br /><br />In this model:<br /><br />The basic unit is a one-patient record unique to the individual patient.</span></span><br />
<ul style="margin-left: 40px; text-align: left;">
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It is ‘open source’ meaning that the code is public, maximizing the ability to improve or modify it and create added pieces for new functions.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">This basic unit and its information are owned and controlled by the patient.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">This is where all the health and medical information about an individual patient is stored.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It contains the most current, complete and up-to-date information.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">The patient has full access to their individual record.</span></span></li>
</ul>
</ul>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">This patient-centered health record has a component that allows the patient to control access by others, essentially inviting their clinicians (or others) to see and use the information.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Clinicians can access the system through their own software using one of two mechanisms:</span></span></li>
</ul>
<ul style="margin-left: 40px; text-align: left;">
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Using a straightforward process which gives them access to multiple separate patient records, and they work in the actual patient record.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Using their proprietary clinician or institution owned system, which is linked to and synchronized with the patient’s individual record.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">In both cases, the ‘official’ version of the information is the patient-centered record, fully accessible to the patient.</span></span></li>
</ul>
</ul>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">There are standardized connections between the clinician-based systems and the multiple patient-based records.</span></span></li>
</ul>
<br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">That was English. Now a version of the same information with some jargon:</span></span><br />
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">The patient has a record (EHR) to store his or her health information</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">The patient has a record (EHR) to store his or her health information</span></span></li>
</ul>
<ul style="margin-left: 40px; text-align: left;">
</ul>
<ul style="text-align: left;"><ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Ideally it is ‘open source’ such as NOSH (New Open Source Health Charting System) by Michael Chen. Read more about this at https://noshemr.wordpress.com/.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It is owned and controlled by the patient.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It is where all the health information about an individual patient is stored.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It functions as the ‘Source of Truth.’</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">The patient has full access.</span></span></li>
</ul>
</ul>
<ul style="margin-left: 40px; text-align: left;">
</ul>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">The patient-centered record (such as NOSH) has a component that allows the patient to control who can see, change or use the information.</span></span></li>
</ul>
<ul style="text-align: left;"><ul>
</ul>
</ul>
<ul style="text-align: left;"><ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">This is sometimes called UMA (for user management and authentication).</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It has other names such as HIE of One (health information exchange of one).</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">This is what allows the patient to manage who has access.</span></span></li>
</ul>
</ul>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Clinicians access the system through their own software using one of two mechanisms:</span></span></li>
</ul>
<ul style="text-align: left;"><ul style="margin-left: 40px; text-align: left;">
</ul>
</ul>
<ul style="text-align: left;">
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">They use a parallel open-source software system that has a list of the patients using individual patient records they have been authenticated to use.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">They use (work in) their institution’s proprietary system which is linked to and synchronized with the official patient-owned record.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">In both cases, the patient’s record is the Source of Truth and fully accessible to the patient.</span></span></li>
</ul>
</ul>
<ul style="margin-left: 40px; text-align: left;">
</ul>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">There are interfaces that make connections work.</span></span></li>
</ul>
<ul style="margin-left: 40px; text-align: left;">
</ul>
<ul style="text-align: left;">
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><a href="http://thehealthcareblog.com/blog/2016/01/20/fhir-the-last-best-chance-to-achieve-interoperability/" target="_blank">FHIR (pronounced fire)</a> is the one talked about here.</span></span></li>
</ul>
<ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Other ‘application program interfaces’ (APIs) can be developed or used, especially if the system is open source.</span></span></li>
</ul>
</ul>
<br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">There are several important considerations in a system like this:</span></span><br />
<ul style="text-align: left;">
</ul>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Open source improves security, adaptability, flexibility</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It is based on the assumption that patients should have full control over their health information according to their own needs, not just be given limited access by clinicians or their systems.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">If patients have full control over access to their health information, it goes without saying that they can access their own health information without either delay or barriers.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">It can be adopted incrementally rather than requiring the entire US healthcare system to turn a switch.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Patients and clinicians can help us move from where we are now to a patient-centered health record system by:</span></span></li>
</ul>
<ul style="text-align: left;"><ul>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Understanding the concept.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Being at least somewhat familiar with the terminology.</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">And MAKING NOISE about wanting a system like this in their local setting.</span></span></li>
</ul>
</ul>
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Peter Elias is a family physician in Maine. He blogs at <a href="http://petereliasmd.com/">http://petereliasmd.com</a>.</span></span></div>
Anonymoushttp://www.blogger.com/profile/15468820141554569214noreply@blogger.com1tag:blogger.com,1999:blog-1200000396214516747.post-19774367169818529152016-04-07T06:31:00.000-07:002016-04-15T10:07:29.433-07:00Pivoting Towards the Future -- Perspectives from the 21st Annual Medical Technologies: A Frost & Sullivan Executive MindXchange<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><a href="https://4.bp.blogspot.com/-jN2ygiLla5o/VwZaiE5xSfI/AAAAAAAAB50/gPrGSiY0bZwfNfLUgqQyEYIwG7W_-ySzQ/s1600/Venkat_Headshot.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://4.bp.blogspot.com/-jN2ygiLla5o/VwZaiE5xSfI/AAAAAAAAB50/gPrGSiY0bZwfNfLUgqQyEYIwG7W_-ySzQ/s1600/Venkat_Headshot.jpg" /></a></span></span></div>
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<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br /><br /><br /><b>By Venkat Rajan</b><br /><i>Global Research Director<br />Visionary Healthcare</i><br />Frost & Sullivan<br /><br /><br /><br />As I was flying into San Diego for the 21st Annual Medical Technologies: A Frost & Sullivan Executive MindXchange, it dawned on me that this would be my 10th year of participation in the event. I thought back to 2006, when, as a recently hired analyst within our medical devices practice, I was able to head up the peninsula for the event which was then in San Francisco. Despite being in the midst of having to revise months of research on the cardiac rhythm management device market due to the surprise announcement of the Guidant-Boston Scientific merger, I couldn’t pass up this unique opportunity to interact with a truly diverse group of strategy leaders across the industry. <br /><br />Despite the changing topics and speakers, I think one constant over the past 10 years is that there is no better place to share ideas and learn from peers in the medical technologies industry than this event! <br /><br />Because I never delete anything, I was able to pull up the agenda from the 2006 event. I thought it would be interesting to see how the issues and topics our industry is currently discussing have changed over the last 10 years. <br /><br /><b>Among the key agenda items in 2006 were:</b></span></span></div>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Innovation and the Evolving Relationship Between Small and Large Companies</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Best Practices in Outsourced Relationships</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Best Practices in Account Based Selling</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Smart Strategies for the Changing Reimbursement Environment</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">How to Win in Europe</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Driving Value and Loyalty via Physician Education and Training</span></span></li>
<li><span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;">Competitive Product Differentiation and Technology Strategy</span></span></li>
</ul>
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />It’s amazing how some issues such as regulation and reimbursement are ever-present, while others which might have seemed like a crisis at the time quickly abate.<br /><br />In fact, what was a very product-centric view of competitive strategies focused on technology iterations and advancing late stage treatment options in 2006 has now shifted to more preventative support tied to information and service based solutions. That shift was reflected in the 2016 agenda, where we heard from thought leaders on subjects such as artificial intelligence, consumer engagement, new business models, data privacy, cyber security, wearables and the emerging retail healthcare environment.<br /><br />That’s not to say that the need for product innovation is diminished. Keynote speaker Randy Hamlin, <i>Vice President & Segment Leader, Philips Healthcare</i>,<br />Was able to capture how ideation and innovation is occurring in different ways. The revolutionary Lumify technology that was covered in Randy’s talk required not just product innovation, but process innovation and business model innovation too. Failure to execute on any one of the three areas of innovation could have dramatically impaired this product from reaching the market or achieving sustainable success. <br /><br />Another striking shift over the last decade has been the changing definition of ‘customer.’ Sales and marketing efforts that were primarily geared towards the physician and specialist have now shifted to the patient. Dr. Peter Antall, Chief Medical Officer, American Well, brilliantly captured how a digital transformation that has disrupted other industries (transportation, social interaction, entertainment, hospitality) is now changing healthcare. A care model that was historically built on the convenience of providers is now converted into one that places greater importance on the patient. The premise he shared emphasized that telehealth was not necessarily a replacement to traditional care delivery, however a solution that could be integrated and enhance the ability of how and where care expertise can be provided.</span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-size: small;"><br />One of the more provocative discussions was led by Alex Hurd, Senior Director, Product Development, Growth and Payer Innovation -- Health & Wellness, Walmart, who was able to lay out the retailer’s vision for becoming the front line of chronic disease and primary care in the US. Intriguingly, the company’s concept of healthcare extends far beyond pure clinical services, and includes diet and well-being. In an industry that is moving towards more focus on population health, it is hard to argue that there is any other company in the world that employs or interacts with more people than Walmart. Expansion of the concept of retail healthcare creates market demand for new types of medical technology tools and support services. <br /><br />An aspect of the event that I found fascinating was the sheer comprehensiveness of stakeholders across the entire healthcare continuum. Panelists such as Bakul Patel, <i>Associate Center Director for Digital Health,</i> FDA, Dr. Jay Rajda M.D., MBA, FACP <i>Medical Director, Aetna Innovation Labs</i> and Dr. Maulik Majmudar from Massachusetts General Hospital were able to respectively provide context for how regulators, payers and providers view the potential impact of emerging technologies. From the financing side, the Sand Hill panel had some intriguing perspectives on where Venture Capitalists view the greatest opportunities for market growth in Healthcare.<br /><br />Change can be a bad thing when an industry is resistant to it or rigid in its approach, yet in the case of the medical technology industry, if the lively discussions and novel ideas I heard being discussed are reflective of the broader industry I foresee some truly exciting things in store for us.<br /><br />Lastly, I would close with mentioning one of the more inspirational talks at the event, from Amy Dixon, Vice President, Glaucoma Eyes Organization. She helped contextualize how the innovative solutions being explored impact patient’s lives on a personal level. One quote that stuck with me was her comment that, “There is no better time in human history to be a visually impaired.” That is an interesting way to look at the diseases and conditions that afflict every one of us and our families. It is astounding to think about what we can now do with medical technologies in patient care and disease management, as compared to the past. Outmoded care models that were inefficient and unreliable are giving way to novel approaches enabled by analytics and connectivity.<br /><br />When I see you in 2017 for next year’s event, I would love to hear how some of the themes and topics covered this year impacted and were acted on by your respective organizations. Or, feel free to contact me at <a href="mailto:Venkat.Rajan@frost.com">Venkat.Rajan@frost.com</a><br /><br /><i>Venkat Rajan, Global Research Director- Visionary Healthcare, Frost & Sullivan,<br />heads a global program focused on disruptions and transformations occurring within the healthcare sector. He delivers content via interactive analysis of ecosystem maps and diagrams, scenario planning, best practice case studies, market monetization and models, and also addresses related topics in a converging marketplace. </i></span></span></div>
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