埃森哲：健康的新未來：領導者如何應對COVID-19帶來的不確定性 - 埃森哲（英文版）.pdf

1、OUTMANEUVERUNCERTAINTYNOWNEXT May 2020 Healths NewFUTURE How leaders can outmaneuver uncertainty brought about by COVID-19 2 OUTMANEUVER UNCERTAINTY As the health and humanitarian impacts of the COVID-19 pandemic evolve, so do the business and economic challenges. Organizations looking to balance th

2、eir immediate needs with longer-term opportunities will see the trade-offs play out across three waves of impact: the Now, the Next and the Never Normal. The Now includes an emphasis on supporting people, customers and suppliers. The Next will feature refocusing the business to withstand new threats

3、 and seize new opportunities. And the Never Normal will require navigating rapid shifts in cultural norms, values and behaviors. This is the moment to reinvent business models and reintegrate the value organizations provide into a new societal landscape. The time to shape a mindset of bold business

4、transformation powered by new approaches to technology and responsible leadership is underway. NEW BUSINESS NORMS INDUSTRY CHALLENGES NEW HUMAN TRUTHS Healthcare is changing. The crisis and its response efforts have left a mark on people and institutions, economically and mentally: Industry challeng

5、es are being magnified or exacerbated New human truths are emerging in society, based on evolving behaviors and sentiment New business norms are leading to new strategic requirements that all healthcare organizations must address Necessitating a new strategic framework to propel into a NewFUTUREand

6、outmaneuver uncertainty The world is adjusting to new norms brought about by COVID-19, impacting all strategies going forward 3 4 The pandemic is magnifying industry challenges, testing healthcares resilience INDUSTRY CHALLENGESLOOKBACK Pre-COVID-19THE NOW LABOR SHORTAGE on the front line of care A

7、rising clinician shortage along with early stage incorporation of automation, artificial intelligence and innovative care models Demand for nurses is currently 20 xhigher than this time last year1; 70% of healthcare workers reporting mental health issues during crisis2 CAPACITY CONSTRAINTS for inten

8、sive care Hospitals reducing investments in buildings to conserve capital expenditures in name of efficiency, thus sacrificing surge capacity US needing 1.3-2.7x more inpatient beds and 2.5-5x more ICU beds to care for all COVID patients3 SUPPLY CHAIN HURDLES for essential products/equipment Institu

9、tional, longstanding hurdles delaying introduction of new sources of product innovation Shortage of personal protective equipment and ventilators, leading to U.S. to ramp-up production of 187k ventilators4 LIMITED DIGITAL ABILITIES for care continuity and detection Challenges associated with allevia

10、ting legacy technical debt, poor digital experience and clinical workflow integration, and lack of trust 48% of physicians are now utilizing telemedicine during the COVID-19 crisis5 FRAGILE ECONOMICS for financing of care Activity-based payments with push-pull towards value-based payments and incent

11、ives Potential loss of $2800 per COVID-19 case6 $34-250B unexpected costs for national commercial insurers due to COVID-197 Sources: 1. NBC News, 2. JAMA, 3. Health Affairs 4. Reuters 5. The Physicians Foundation if not, the reverse. FIVE NEW HUMAN TRUTHS ARE EMERGING IN SOCIETY Excerpted from “5 ne

12、w human truths that experiences need to address” (Accenture) 5 New business norms will impact strategies for all healthcare organizations in the next two years Persistent DISTANCECommunity TRUSTSURGEas Requirement From “convenience” “necessity” From individual liberty collective good From emergency

13、response persistent pandemic 1 in 3 Healthcare visits to be conducted virtually, from 1 in 20 pre-COVID-191 1.Accenture Research: Based on % of consumers with desire to have virtual visits (Accenture), the % of visits that are applicable for virtual settings (CDC), and physician adoption (TBD); Note

14、: pre-COVID telehealth use = 1 in 20 (Accenture) 2.Accenture Research: Based on potential likelihood of U.S. consumers convincing people to start or stop using a brand due to perceived handling/acting appropriately during COVID-19 ensuring quality/safety/trust (#1 factor for satisfaction, according

15、to Accenture Research and Edelman); additional notes average NPS of a healthcare company pre-COVID = 27; Amazon has NPS of roughly 62 3.Accenture Research: Based on average health system volume and operating margin impacts (Definitive, Modern Healthcare, Accenture) and best-case scenario recovery ba

16、sed on COVID-19 case model from IHME/University of Washington; average cash on hand for health system = $120M (Definitive) NEW FUTURE POTENTIAL 2x Swing in Net Promoter Score for brands with perceived strong response fostering trust during COVID-192 NEW FUTURE POTENTIALNEW FUTURE POTENTIAL $130 mill

17、ion Minimum reserve an average health system would need, to maintain cash flow swings3 Monumental, structural shift in care models, physical plant and patient experience INDUSTRY IMPLICATIONSINDUSTRY IMPLICATIONSINDUSTRY IMPLICATIONS Increased emphasis on the triple bottom-line, with generating soci

18、etal benefit essential to trustworthiness New operational approaches needed to manage capacity and volumes, minimizing financial disruption 6 7 Material changes are on the horizon, necessitating a NewFUTUREframework to outmaneuver uncertainty and reimagine healthcare: seamlessly connecting care, soc

19、iety and work 8 Healths NewFUTUREFramework FUTUREFOUNDATION An agile and boundaryless system prepared for evolving needs FUTURECARE Marrying digital-physical to provide effective, trusted, reliable care physically and at a distance FUTURESOCIETY A trust-based community rallied around humanitys healt

20、h and wellbeing FUTUREWORK Fostering an environment for an elastic and secure workforce, with ability to respond to “surge” at any moment Supply Chain and Operations CustomerHuman ResourcesFinancial StabilityTechnology Analytics 200M daily users of Zoom (up from 10M in January)3 1 Number of industri

21、es (financial services) that are required to conduct federal stress tests4- is healthcare next? Sources: 1. Healthcare Finance 2. Microsoft via Tech Crunch 3. VentureBeat 4. Federal Reserve FUTURE CARE FUTURE SOCIETY FUTURE WORK FUTUREFOUNDATION 13 As the future unfolds, healthcare organizations can

22、 seize this moment and earn trust by resetting promises to constituents. Experiences delivered will be where these promises are kept. Its oft said that the best-laid plans often go awry in this moment beyond the “now” or “next” of pandemic response, how will leaders address the worlds NewFUTUREand o

23、utmaneuver uncertainty? Embarking on the NewFUTUREwill require a measured path Planthe NewFUTURE Build the NewFUTURE Deliver the NewFUTURE FutureCare: Blueprint future care models that best maximizes ability to serve FutureSociety: Identify and connect the key community resources to core business op

24、erations FutureWork: Assess talent needs and capabilities with new tools and rethink principles of work FutureFoundation: Identify vulnerabilities in business processes and technology FutureCare: Build future care models, bringing together assets, talent, technology and partners FutureSociety: Estab

25、lish presence as key local/national influencer, connecting business to societal obligations FutureWork: Deploy necessary training and change management, elevating culture and commitment FutureFoundation: Deploy a cloud strategy to enable an efficient enterprise FutureCare: Launch care models that ca

26、n create capacity for care needs in next 24 months FutureSociety: Initiate a solution that connects care and work obligations to improve quality of life in the community FutureWork: Implement new incentives, performance expectations, and engagement to empower workers in health FutureFoundation: Depl

27、oy capabilities for persistent virtual workforce and resilient supply chain and operations READYSETGO guided by strategic leadership, propelled by technology and innovation. 14 Rich Birhanzel Senior Managing Director, Global Health Lead Kristin Ficery Managing Director, North America Health Lead Tyl

28、er Slovick Managing Director, North America Health Practice Richard Fu Senior Manager, Health Strategy 15 Contacts To help our clients navigate both the human and business impact of COVID-19, weve created a hub of all of our latest thinking on a variety of topics. Each topic highlights specific acti

29、ons which can be taken now, and what to consider next as industries move towards a new normal. From leadership essentials to ensuring productivity for your employees and customer service groups to building supply chain resilience and much more, our hub will be constantly updated. Check back regularl

30、y for more insights. VISIT OUR HUB HERE DISCLAIMER: This document is intended for general informational purposes only and does not take into account the readers specific circumstances, and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicab

31、le law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own l

32、egal counsel or other licensed professionals. Copyright 2020 Accenture All rights reserved. Accenture, its logo, and New Applied Now are trademarks of Accenture. AboutAccenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy,

33、 consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functionsunderpinned by the worlds largest delivery network Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 509,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at