2025年生成式AI赋能护理行业转型研究报告

©2025 KPMG, an Australian partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMGInternational Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used underlicense by the independent member firms of the KPMG global organisation.Liability limited by a scheme approved under Professional Standards Legislation.AcknowledgementofCountryKPMG acknowledges Aboriginal and Torres Strait Islanderpeoples as the First Peoples of Australia. We pay our respectsto Elders past, present, and future as the TraditionalCustodians of the land, water and skies of where we work.At KPMG, our future is one where all Australians are united by a shared, honest, andcomplete understanding of our past, present, and future. We are committed to makingthis future a reality. Our story celebrates and acknowledges that the cultures, histories,rights, and voices of Aboriginal and Torres Strait Islander People are heard,understood, respected, and celebrated.Australia’s First Peoples continue to hold distinctive cultural, spiritual, physical andeconomical relationships with their land, water and skies. We take our obligations tothe land and environments in which we operate seriously.We look forward to making our contribution towards a new future for Aboriginal andTorres Strait Islander peoples so that they can chart a strong future for themselves,their families and communities. We believe we can achievemuch more together than we can apart.kpmg.com/au/RAP ©2025 KPMG, an Australian partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMGInternational Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used underlicense by the independent member firms of the KPMG global organisation.Liability limited by a scheme approved under Professional Standards Legislation.ForewordAs today's care systems grapple with the formidablechallenge of balancing escalating demands for care withfinite resources, we must confront the reality thatconventional approaches are faltering. Governments andcare delivery organisations worldwide are striving toreconcile the troubling disparity between the growing needfor services and the limitations imposed by economicconstraints, rising expenses, and workforce shortages.Although continuous efforts are being made to bridge thisgap, prevailing metrics of care system performanceindicate that progress is disappointingly slow, signalling aneed for more radical and innovative interventions to avertthe widening chasm forecast for the years ahead.Resources are increasingly strained as demographicshifts, such as an ageing population, amplify the demandfor care. Concurrently, the sector is beset by labourmarket pressures, including an ageing workforce,restrictive immigration policies, and a surge inabsenteeism stemming from illness, injury, andprofessional burnout. These challenges underscore theurgency for care systems to reinvent the organisation anddelivery of services if they are to not only survive butthrive in this new era.In the face of these imperatives, this publication contendsthat the path forward involves strategic investments thatbetter align with long-term systemic outcomes. Systemleaders need the foresight to acknowledge that careprovisioning must be predicated on proactive identificationof needs and delivered through cohesive multidisciplinarynetworks focused on the individual. This transition to amore integrated model of care necessitates smarttechnological solutions and the astute utilisation of data.1.Department of Health and Aged Care; The Digital Health Blueprint and Action Plan 2023–2033 available atThe Digital HealthBlueprint and Action Plan 2023–2033 | Australian Government Department of Health and Aged Care2.Australian Digital Health Agency; The National Digital Health Strategy 2023-2028 available atAbout the Strategy (digitalhealth.gov.au)3.Australian Digital Health Agency; National Healthcare Interoperability Plan 2023-2028 available atNational Healthcare InteroperabilityPlan (digitalhealth.gov.au)4.Australian Digital Health Agency; Aged Care Clinical Information System (ACCIS) Standardshttps://www.digitalhealth.gov.au/healthcare-providers/initiatives-and-programs/digital-health-standards/aged-care-clinical-information-system-accis-standards#:~:text=Digital%20health%20standards%20enable%20interoperability%20by5.The Quintuple Aim for Health Care Improvement: A New Imperative to Advance Health Equity | Institute for Healthcare Improvement (ihi.org) Notes: At the national level, we are seeing step-changes in thework being done to drive a truly interoperable caredelivery system. The Digital Health Blueprint1, theNational Digital Health Strategy2, and the NationalHealthcare3Interoperability Plan all set the vision andambition for much greater alignment to standards acrossthe sector.