个性化技术将改变医患关系

PERSONAL TECHNOLOGY’S IMPACT ON THEPATIENT-DOCTOR RELATIONSHIPBENEFITS OF WEARABLETECHNOLOGY56%Increased lifeexpectancy46%Decline inobesity42%Improvedathletic ability79%More effectivelycoordinate carePatients believe …Doctors believe …SOURCESPWC, HRI CLINICIAN WORKFORCE SURVEY; HRI CONSUMER SURVEY 2014More than 145 million health apps areprojected to be downloaded by 2016.HOMEHOSPITALDOCTORPHARMACISTEMERGENCY145millionIPHONEWEARABLESTABLETSSMARTWATCHTHE EVOLUTION TAKING PLACEPersonal technologyis ushering in a new era of the house call-plus, fundamentallychanging how and where medical decisions are made and treatment is rendered.SOURCESJUNIPER RESEARCH; PWC, HRI CLINICIAN WORKFORCE SURVEY 2014; IDC HEALTH INSIGHTS 2015TWO EMERGING STRATEGIESTHAT WILL IMPROVEHEALTHCAREGOLDMINERGoing deeper in one major medical areaDOCTOR DECIDES TREATMENTBenefits: Better treatment and highermedical valueThere are two emerginghealthcare delivery modelsin the era of wearabletechnology:Traditional Care Providers:DoctorsHospitalsNursing 68%Willing toprescribe mobilehealth apps$200MILLIONWASINVESTEDIN DEVELOPMENT OF WEARABLEHEALTHCARE TECHNOLOGY70%OF HEALTHCARE ORGS WILLINVEST INMOBILEAPPS BY 2018LOCAL CONVENIENCE STOREOptions for more routine carePATIENT DECIDES TREATMENTBenefits: Convenience, savings, andpreventive careEntrants:Electronics firmsSoftware firmsRetail and apparel firms 42%Comfortablerelying on patientDIY tools HARVARD BUSINESS REVIEW ANALYTIC SERVICESPersonal technology is ushering in a new era of the “house call-plus”: An emerg-ing philosophy in which smartphone apps, embedded devices, and wearabletechnology are fundamentally changing how and where medical decisions aremade and treatment is rendered.Telemedicine, home diagnosis, and retail settings that treat patients near theirhome and workplace are other forces bringing sweeping changes to the health-care landscape. Sundar Subramanian, a principal in the health and operationspractices of Strategy&, part of the PwC network, says taken together all thesetrends are creating “a veritable gold rush” in patient data and consumer optionsthat will transform healthcare over the next decade.“Gold Rush” is an apt analogy, given the amount at stake both in health outcomesand dollars. A 2014 report from PwC, called “The Wearable Future,” found thatdigital health start-ups had raised $2.3 billion by the middle of last year, morethan they had raised in the entire preceding year. More than $200 million ofthis amount streamed into digital medical devices such as wearables, that areempowering patients to take a greater role in their own care.As the healthcare industry undergoes its digital transformation, immense newprofit pools are being created. PwC estimates that up to $1.5 trillion in spend-ing and $150 billion in profits are up for grabs. The question is, who is goingto grab it and how?GOLDMINERS AND LOCAL CONVENIENCE STORESubramanian and his PwC colleagues Carl Dumont and Christoph Dankerthave identified two strategies for going after this huge market opportunity—Goldminers, who dig deep in one major medical area, and thelocal conve-nience store(LCS), which offer customized and convenient options to addressroutine care needs.Both groups leverage personal technology to render care in new ways, but theirunderlying philosophies are radically different.The Goldminer strategy is the province of hospitals, physicians groups, andother vertically integrated players. These organizations want to find ways tobetter manage care for the heaviest users of medical services, the 30 percentof patients with complex conditions who represent nearly three-quarters ofall medical spending.As the healthcareindustry undergoes itsdigital transformation,immense new profitpools are beingcreated.PERSONALIZED TECHNOLOGYWILL SHIFT THE DOCTOR-PATIENTRELATIONSHIP PERSONALIZ ED TECHNOLOGY WILL SHIF T THE DOCTOR-PATIENT RELATIONSHIPWhile such an approach can bring huge medical and eco-nomic values, the PwC analysts point out the Goldminerstrategy simply extends the traditional healthcare model,where providers make most of the decisions, and patientsfollow their instructions.NEW ENTRIES INTO MARKETThe LCS strategy, in contrast, re-envisions how healthcareis provided, and focuses on empowering consumers andimproving their experience, changing the roles of boththe people who provide care and those who receive it.Fittingly, this transformation is being led by new entrantsinto healthcare, such as retailers, software and electron-ics firms, and apparel companies. Incumbent insurers areinvesting considerable resources to catch up, too. All ofthem want to create a better patient experience by empow-ering consumers with detailed, personalized health infor-mation and advice, which allows the patient to take a largerrole in managing his or her own care.The PwC analysts note this approach can be “profoundlydisruptive,” since it circumvents the doctor-patient relation-ship and gives the patient greater choice and mo