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The five Cs of disruption

by Pete Micca, Partner, Deloitte & Touche LLP

What’s shaping the future of health tech investment?

 

Health care technology investment in 2017 appeared to be all about convergence. In fact, there were no health tech IPOs at all that year.1 The focus seemed to be squarely on expanding industry footprints to gain economies of scale and more control over the continuum of health services.

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Medtech companies can add value by uprooting low-value care

by Glenn Snyder, Principal, MedTech Practice Leader, Deloitte Consulting LLP

I’m headed to Philadelphia next week to moderate a panel of medtech CEOs at AdvaMed’s annual conference. Our topic: strategies to reduce low-value care. This is an important issue not just for medtech leaders, but for all health care stakeholders. The cost of low-value care is staggering. In the US alone, medical services that don’t necessarily benefit the patient top $200 billion annually.1

What is low-value care?

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Outpatient services growth: Ambulatory physicians should be given greater independence

by Bill Fera, Principal, Deloitte Consulting LLP

Historically, the overwhelming majority of health systems have focused their attention (and resources) on inpatient services. This strategy made perfect sense given health care’s procedurally oriented fee-for-service model. Any financial shortcomings on the ambulatory side of the business typically were justified and offset by the ability to direct higher volumes of patients to high-margin services on the inpatient side.

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Once a vision for the future, virtual health is a reality of the present

by Steve Burrill, Vice Chairman, US Health Care Leader, Deloitte LLP

Virtual health stretches beyond the use of digital tools, or mobile devices that connect patients to physicians. It combines digital and telecommunication technologies to create a continuous connection between patients, physicians, and other caregivers. By combining technologies, health care stakeholders are able to more effectively coordinate patient care.

The idea of virtual health goes back decades.

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Hospitals look to strengthen the supply chain by producing some generics

by Swati Patel, PharmD, Specialist Leader, Deloitte Consulting LLP

In the late 1920s, Henry Ford owned rubber plants, coal mines, and iron-ore mines to guard against shortages from suppliers. He wanted to ensure that his manufacturing plants always had the raw materials needed to build cars.1

Similarly, some hospitals are looking into producing certain generic drugs to protect against shortages from suppliers that lead to postponed or canceled surgeries.

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Now you’re speaking my language: Value-based contracting should push health care stakeholders to understand each other’s business models and value drivers

by Joseph M. Coppola, Managing Director, Life Sciences Commercial and Market Access Practice Leader, Deloitte Consulting LLP

We all want to offer better value to our customers. Pharmaceutical companies, health plans, hospitals and health systems, and physicians want to provide better health outcomes for lower costs to patients…and to each other. But to each stakeholder, the definition of value can be quite different. Before pharmaceutical manufacturers consider a value-based contract, they could benefit from becoming fluent in the language of each stakeholder and understand how each potential partner defines value.

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