Preface ix
Acknowledgments xiii
Introduction xvii
Then, Now, and Potential xviii
Emerging Models xxi
Disrupting and Reshaping Responsibly xxii
Part I The Tsunami of Change 1
Chapter 1 Why and How the Healthcare Industry Is Changing So Rapidly 3
Opportunities 5
The Signs of Change 6
A Closer Look at Healthcare Reform 7
Real Reform: Why This Time Will Be Different 9
From Reactive to Proactive 19
Chapter 2 Strategic Choices No Healthcare Company Can Avoid 23
Market Positioning: “What Market Will My Organization Seek to Shape and What Will It Take to Influence That Marketplace?” 24
Differentiating Capabilities: “What Internal and External Capabilities Does My Organization Need in Order to Gain and Maintain a Leading Market Position?” 31
Performance Anatomy: Pivoting the Operating Structures to Patients and Ensuring Differentiating Capabilities 37
A Responsibility for Your Company’s Future 40
Part II From Strategy To Value With New Business Models 43
Chapter 3 Old Models and New 45
A Profile of the Old Way (The Starting Point for Many Organizations) 47
Fundamental Shifts in the Operating Environment 47
The New Models Array Themselves on Value and Payment Dimensions 51
The Emerging Business Models 52
Hybrids and Other Novel Solutions 60
Chapter 4 Lean Innovators 63
The Generic Chassis and How It Evolved 64
Shifting Opportunities and Rising Pressures 66
Enter the Lean Innovator Model 68
Early Challenges to the Lean Innovator Model 74
The Techniques of a Lean Innovator 76
The “Lean” Operating Model Position: Execution, Execution, Execution 79
Lean Innovators: Spoilers or Value Vanguard? 83
Chapter 5 Around-the-Patient Innovators 85
Identifying Unmet Needs 88
Innovating to Meet Needs, Fill Gaps 94
Examples of Emerging Around-the-Patient Innovators 100
The Questions That Around-the-Patient Innovators Ask and Why They Ask Them 104
The Around-the-Patient Operating Model: Innovating the Therapy and Patient Care 108
Around-the-Patient: New Commercial Model or Value Vanguard? 113
Chapter 6 Value Innovators 115
A Mindset Shift (“Health” as Opposed to “Disease”) 116
Value Innovators: The “Living” Service Providers 121
Better Operators: Examples of Emerging Value Innovators 125
How to Succeed as a Value Innovator 127
Suites of Solutions 129
The Value Innovator Operating Model Is Integrated, Digital, and Services- and Outcomes-Centric 129
The Value Innovator: Value Partner and Services Provider 135
Chapter 7 The New Health Digitals 137
Digital Gone Healthcare 139
Healthcare Gone Digital 142
Start-Up Digitals 145
Digital Economics in Healthcare 146
Implications Now, Soon, Later On 147
Working with the New Health Digitals 149
Health Digitals Positioning, Capabilities, and Anatomy 150
The Health Digitals: Disruptions and New Foundations 156
Part III Building New Organizations 157
Chapter 8 Toward a New Model of Collaboration and Competition 159
Critical Innovations from “Without” 161
Value Innovating with Your Customers 162
Driving Convergence: At the Intersection of Therapeutics, Devices, and Process 166
Mapping Big Digital: Where Digital Consumer and Digital Healthcare Meet 170
Competition: Protecting the Business 174
Change Catalyzing Collaboration Catalyzing Change 176
Chapter 9 Talent Strategy for the New Healthcare Ecosystem 179
Transforming through Talent 180
Recruiting 183
Onboarding 186
Skills to Create Value 188
Part IV Looking Back—Looking Forward 191
Chapter 10 A New Age of Healthcare—Placing Patient and Value at the Center 193
New Future 195
New Language 198
New Economics 199
Your Starting Point, Your Strategies 200
Glossary 203
Notes 219
About the Authors 253
Index 255
JEFF ELTON, Ph.D., is the Managing Director of Accenture Strategy and global lead of Predictive Health Intelligence and Patient Pathways practices. He is a founder and board member of several therapeutics and healthcare companies. He is a frequent author on topics of health innovation, analytics, and value. He is currently a board member of the Massachusetts Biotechnology Council and recent lecturer at the Boston University, Questrom School of Business, Health Management Program.
ANNE O’RIORDAN is the Global Industry Senior Managing Director of Accenture Life Sciences and a member of the operating board of Accenture’s Products business. Based in China since 2007, she has worked throughout Europe, the United States, and Asia for the past 25 years, helping pharmaceutical, medical technology, and consumer health companies rethink, reshape, and restructure their businesses to deliver better patient outcomes. She has published numerous articles on the life sciences industry.
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