1、A BOLD VISION FOR INDIA S DIGITAL HE ALTHA digital revolution driven by the Indian consumer awaitsI N PA R T N E R S H I P W I T H:2022CONTENTFOREWORD 3EXECUTIVE SUMMARY 41.GLOBAL HEALTH TECH ADOPTION TRENDS&DELIVERY INNOVATIONS 82.GLOBAL TRENDS IN DIGITAL HEALTH&ENABLEMENT 103.SELECT GLOBAL STUDIES

2、 144.INDIAN DIGITAL HEALTH LANDSCAPE 165.DIGITAL HEALTH OPPORTUNITIES IN INDIA 20CONCLUSION 26We would like to acknowledge all those who contributed in the review of this Report,especially:Dr.Harsh Mahajan,President Mahajan Imaging;Dr.Ashutosh Raghuvanshi,CEO&MD,Fortis Hospitals;Ameera Shah,CEO&MD,M

3、etropolis;and Sunil Thakur,Partner,Quadria CapitalBARNIK CHITRAN MAITRAManaging PartnerIndia&South A PRITHWEESH GHOSHPrincipal,Healthcare&Life SciencesMiddle E DR.GAURAV SHARMAManager,Healthcare&Life SciencesIndia&South ASIDDHARTHA BHATTACHARYASecretary General,NATHEALTHVIKAS KHARBANDAPartner,Health

4、care&Life SciencesMiddle EFABIAN SEMPFPrincipalIndia&South A SALONI MEHTABusiness AnalystIndia&South ADR.SHRAVAN SUBRAMANYAMPresident,NATHEALTHCEO,GE Healthcare2Across the healthcare spectrum,technological innovations continue to be developed and made available to consumers at breakneck speed.Within

5、 this evolving healthcare landscape,care is becoming more personal,more patient centric,less episodic,more omnipresent,and fully embedded in the lifestyles of the population.Innovative use of digital technologies therefore creates opportunities to enhance patient experience and at the same time opti

6、mize care delivery to ensure affordable health access to all.Resulting changes in the fundamentals of healthcare delivery affect all components of the healthcare value chain from outpatient care enabled through telemedicine,to inpatient care optimized through remote care and home health enabled thro

7、ugh digitalization,Internet of Things(IoT),and other interventions.The COVID-19 pandemic has catalyzed both technological and behavioral change on one hand,forcing people to embrace digital innovations in all areas of life and especially healthcare,and on the other,creating significant pressure on h

8、ealth systems and exposing supply chain lacunae globally.As a large and growing healthcare market and a hub for innovation and digital entrepreneurship globally,India is poised to see a paradigm shift in digitally enabled healthcare.In this context,this Report seeks to explore how global trends and

9、success stories in digital health will be relevant in the Indian context,what opportunities could emerge in the near future,how ready the ecosystem is to adapt to the changing landscape,how recent policy interventions have set the stage for accelerated adoption of digital health,as well as what spec

10、ific challenges may need to be overcome and how these translate into innovation opportunities for Indian healthcare players.Barnik Chitran Maitra Dr.Shravan Subramanyam Managing Partner President,NATHEALTH ADL India&South Asia CEO,GE HealthcareSiddhartha Bhattacharya Vikas Kharbanda Secretary Genera

11、l,NATHEALTH Partner,Healthcare&Life Sciences ADL Middle EastFORE WORDARTHUR D.LITTLE3E XECUTIVE SUMMARYDigital technology has a transformative power that eclipses the capacity of any other force behind earlier socioeconomic revolutions.In healthcare,digital technology is creating a quantum shift,one

12、 that could transform healthcare in India almost beyond imagination.India could have 1 billion digital health users by 2030,enjoying an inclusive health system where healthcare keeps expanding but costs keep falling a system that efficiently prevents and treats diseases and responds to individual li

13、festyles and disease profiles with tailored treatments,all at an affordable price.This is a future that the digitization of healthcare can achieve.But only if the stakeholders involved step up to the challenge.The demand already exists.India already has 400 million digital health users,using availab

14、le services such as telehealth,home health,home testing,e-pharmacies,and other digitally powered offerings,even without much innovation by large healthcare providers.A survey by Arthur D.Little(ADL)to identify what drives digitized healthcare adoption in India showed up to 65%acceptance of digital h

15、ealth solutions among customers who use e-commerce services.Significantly higher adoption of digital health tools was reported by patients who had long-term disorders such as cardiovascular disease,diabetes,and hypertension.The pandemic forced people to use digital channels for care needs.Having exp

16、erienced the benefits of digitally enabled healthcare delivery,consumers now consider them a necessity.However,as too often in India,supply lags well behind demand.The underpinnings are already there India now has a sturdy digital backbone via Ayushman Bharat Digital Mission(ABDM).Aiming to capture

17、health data across physicians,providers,and patients,the platform promises interoperability,flexibility,security,scalability,and wide access.4REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHIt is now up to healthcare providers,start-ups,technology providers,investors,and other stakeholders to develop

18、digital health offerings that meet and stimulate demand.Like nature,the economy abhors a vacuum those who tarry could find that others have already captured the opportunities.WHAT INDIA NEEDS IS EFFECTIVE,ACCESSIBLE,AND HIGH-QUALITY HEALTHCARE SOLUTIONSAt the moment,opportunities abound.What India n

19、eeds is effective,accessible,and high-quality healthcare solutions that provide equitable access and that can be rapidly deployed and scaled up.Conventional healthcare capacity is highly unlikely to catch up with the demand and supply gaps the country suffers now.Digital solutions are the answer,bui

20、lding on the deep penetration of smart devices and increases in connectivity that the country has invested in over the past decades.The pandemic catalyzed the adoption of telehealth,home health,home testing,e-pharmacies,and other digital offerings.But there is still a lot of room for growth.Meanwhil

21、e,some solutions remain largely unexplored,including e-diagnosis and tech-enabled home health and more mature e-pharmacy solutions.For conventional healthcare players,health technology start-ups,and investors,this is the time to enter and build a hard-to-beat position.How they could do so and the po

22、licy and regulatory support they will need can be summarized as follows across 11 imperatives:ARTHUR D.LITTLE5Provider imperatives1.Develop“digital first”strategies instead of“digital as a bolt-on”for conventional businesses.2.Create digital health offerings that are integrated from preventative hea

23、lth to patient first contact to point-of-care delivery,onward to post-care follow-up and then recuperative care.3.Orchestrate partnerships and build-buy partner strategy.4.Set a clear data strategy to use data to improve the health system.Payer imperatives1.Develop digital distribution strategies fo

24、cusing on customer ease and accessibility.2.Build health claims platforms to improve efficiency and reduce risks and fraud.Regulatory imperatives1.Develop regulatory framework for policy that pushes legacy players toward adopting digital health offerings while providing trust in digital solutions,da

25、ta security,and consumer satisfaction.2.Encourage start-ups through the right regulatory and policy support.Investor&funding imperatives1.Develop an attractive,independent investment ecosystem for digital-first healthcare plays as opposed to digital health investments with digital as a key parameter

26、 for investment ideation,deal identification,transaction screening,and post-deal value creation.2.Start targeting brick-and-mortar services from an integration perspective where some momentum is already observed(notably with large players like Practo and Pristyn Care).3.Finance digital health innova

27、tions and platforms through greater emphasis on healthtech and insurtech start-up ecosystems.6REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLE71.GLOBAL HE ALTH TECH ADOP TION TRENDS&DELIVERY INNOVATIONSKEY TRENDS IMPACTING HEALTHCARE SECTORThe future of healthcare is being shaped by sev

28、eral trends.Fundamental shifts in demand and epidemiological characteristics,demographic and access improvement in healthcare,emphasis on supply chain resilience,changing consumer preferences and views on healthcare,increasing automation,standardization,and efficiency are driving the evolution of th

29、e healthcare sector as well as digital health and health tech innovation.Globally,noncommunicable diseases(NCDs)are expected to drive a lions share of disease burdens,according to the World Health Organization.1 NCDs are already the leading cause of mortality and disease burdens globally,contributin

30、g to over 70%of deaths globally before the COVID-19 pandemic.The shift has already permeated from developed countries to developing countries and notably India as well.As many as 77%of NCD deaths globally now occur in developing countries like India.Key ailments like cardiovascular diseases,cancers,

31、respiratory diseases,and metabolic disorders drive a majority of the mortality burden in India as well.Notwithstanding the impact of COVID-19 in the short term,comorbidities and risk factors such as diabetes,hypertension,and cardiovascular susceptibility are well known to have driven significantly h

32、igher mortality among vulnerable patient groups during the pandemic as well.1“Noncommunicable Diseases.”World Health Organization,16 September 2022.2“2022 World Population by Country.”World Population Review,accessed October 2022.As life expectancy increases globally,and especially so in developing

33、markets,the need for healthcare services is expected to increase significantly as well.In fact,the expected increase in the proportion of people above the age of 60 is set to grow 1.5 times over the next 20 years(14%in 2021 to 20%in 2040).2 Access to better healthcare must improve at the same time t

34、o enable a healthy population to thrive and grow.During this period,the elderly population(those people older than 80 years old)is likely to grow from about 125 million globally to over 434 million by 2050,with sizable growth in this demographic being contributed to by large and(currently)developing

35、 markets like India.Public health agencies and experts also suggest that the incidence of long-term ailments and chronic conditions such as dementia and Alzheimers will continue to grow.Estimates point to an increase of this incidence from 47 million in 2015 to 75 million by 2030.Demand for this dem

36、ographic segment currently has larger scale in developed countries with older demographic bases.However,as the populations in developing countries age further,the younger population ages,and fertility rates stabilize,developing economies can also expect to see the elderly segment becoming increasing

37、ly critical.8REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLEFigure 1.Evolution in the care delivery paradigm HEALTHCARE DELIVERY PARADIGM SHIFT As the need profile evolves,the care delivery approach to address the demand is also evolving.All dimensions of the care delivery paradigm are

38、 being impacted from overall targeted objectives and design criteria for the healthcare ecosystem,to focus of treatment,service delivery approaches,novel care delivery settings for optimization,shifting accountabilities of health outcomes from physicians to a collaborative approach with patients,to

39、funding of health systems on activity basis to an outcomes/outputs basis(see Figure 1).The emerging paradigm will force care delivery models to go beyond just delivering care outside the provider infrastructure and start to make healthcare more omnipresent with the health consumer.Specifically in an

40、 Indian context,care delivery models need to also evolve and create more equitable and democratic access servicing the marginalized and at-risk population groups more effectively.Tech-enabled business models in healthcare therefore likely need to be rethought to create infrastructure and service off

41、erings designed for such delivery modalities.Source:Arthur D.LittleSource:Arthur D.LittleFigure 1.Evolution in the care delivery paradigm TodayTomorrowTreatment of patients/episodic careEpisodic approach,curativeHospital-basedFacility-centricHealth of citizensLifetime care,preventiveDecentralized,co

42、mmunity basedPatient-centricReliant on the doctorCare setting Service scopeFocusObjectiveAccountability Patient actively managing own healthFinanced for consumptionFinancing Financed for outcomes(not just activity)Shift in focus from care management to health managementCare delivery paradigm changes

43、Dimensions9Technology-enabled change in the healthcare space has also seen significant acceleration in recent years,especially from the perspective of development of new treatment modalities and changes in clinical methods.Even traditional areas of technological adoption have seen significant and ra

44、pid growth.New vaccine developments are a benchmark example of effective technological adoption in fundamental healthcare delivery.Complex vaccine development activities,typically taking years or decades,have been accelerated to be completed in months due in large part to technological advances in g

45、enomic sequencing,collaborative research with leading universities and research programs,and rapid scale-up of technological offerings.SHIFT FROM INFORMATION DIGITALIZATION TO DIGITAL HEALTHUse cases of digital technologies in healthcare target a shift in the way information is received and processe

46、d in the healthcare system.The emphasis of emerging,scale-based solutions is to move away from pure digitalization of information toward developing digital solutions in care delivery.Health data,at the same time,is diverse and collected across a variety of platforms in a complex healthcare ecosystem

47、.Systemic sources of information could be supplemented by data and interpretation of physical testing/diagnosis.The diversity and lack of unified structure in collected information represents challenges that can be addressed at scale.Connecting collected data from patients and filtering relevant inf

48、ormation for clinical decision making is critical for efficient and effective care delivery.Additionally,the availability of standardized,curated,and accurate information regarding patient demographics,health history,prior complications,comorbidity status,and severity are all critical decision point

49、s that can be integrated for clinical decision making.Scale-based clinical data collection and standardization can then support health information networks and exchanges that enable research activities such as clinical trials,payor optimization,and transfer of information among different health info

50、rmation systems that may be in large-scale use,in addition to supporting treatment decisions by physicians.REMOTE HEALTH&VIRTUAL CARE DELIVERY BECOMING MAINSTREAMWith patient care moving away from facility-based treatments to virtual models,ecosystems trending toward maximizing care access to all pa

51、tient groups,and improving access to telecommunications infrastructure,multiple remote health and virtual care use cases are gaining significant traction globally.These include offerings across the entire spectrum of patient care from telediagnosis and teleconsultation services,which are lower compl

52、exity in overall delivery,to electronic ICUs(e-ICUs)and virtual hospital concepts.2.GLOBAL TRENDS IN DIGITAL HE ALTH&ENABLEMENT1 0REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLEThe e-ICU platform is a centralized model in which nurses,doctors,and administrators are connected to one or

53、more satellite ICUs.The platform combines audio/visual technology,predictive analysis,data visualization,and advanced reporting to overcome ICU capacity constraints and extends critical care to patients regardless of their location.Advanced clinical decision support analytics enable providers to int

54、ervene at the earliest indication of patient deterioration.Telemedicine,virtual hospitals,and e-ICU concepts have already seen mainstream traction,catalyzed by COVID-19-related travel restrictions and infection issues.In addition,the use cases for telemedicine concepts also allow for lower-cost/high

55、er-volume countries like India to become referral centers for higher-income,lower-volume countries.TELEMEDICINE,VIRTUAL HOSPITALS,AND E-ICU CONCEPTS HAVE ALREADY SEEN MAINSTREAM TRACTIONCOVID-19:CATALYST OF CHANGE IN DIGITAL HEALTHCOVID-19 has had a significant impact on the growth of technology and

56、 digital solutions across several use cases in healthcare globally.Solutions,including digital tools such as teleconsultations,virtual diagnosis,digitalized mental health support,home testing and report generation,and e-pharmacies have,as a result of the COVID pandemic,become more personalized,cogni

57、tive,and integrated within the lives of patients and providers.ADLs interviews with senior leaders indicate that a large number of the beneficiaries/early adopters of these programs have been patients with chronic ailments with a need for periodic follow-ups and patients who require significant post

58、-acute recuperative care as well as those in vulnerable comorbidity groups.POTENTIALLY SCALABLE CONSUMER USE CASESAI/ML-enhanced decision making and automation A broad set of offerings powered by artificial intelligence(AI)/machine learning(ML)applications in healthcare are gaining traction globally

59、.First,tools that support clinical decision making,diagnostics,laboratory,and other direct care delivery aspects are becoming increasingly automated and diagnostics/lab reviews,decision-making support short of consultations,and other care delivery automation activities are under consideration.Second

60、,AI/ML applications in nontherapeutic interventions in mental health and wellness are also undergoing exploration.Third,AI/ML solutions that automate and enhance routine processes such as coding,logging,case tracking,and documentation activities post procedure are also targeting efficiency-and physi

61、cian-bandwidth-enhancement opportunities.Natural language processing(NLP)applications through chatbots also enable patient information capture,supporting preliminary self-diagnoses for pre-consultation reporting and pre-diagnosis/lab prep,and can enhance efficiency.Health personalization With a shif

62、t away from episodic care toward preventative care,personalization of health is becoming a key focus area within the digital health space.Consumers of health services are also more aware than ever before that personalization options for healthcare needs exist in the market.Personalized health soluti

63、ons can therefore be a critical component of the overall preventative care approach in the market,and gamification and rewards can further be used to help ensure that digital healthcare is embedded in the lifestyles of patients.1 1Several technological developments,such as miniaturization and accept

64、ance of wearable devices by the population,support adoption of personalized healthcare.As technological maturity remains lower than the levels required to enable clinical interventions through wearable tech,the segment is currently restricted to higher-level health data metrics,as other health senso

65、r technologies become mainstream.Consensus estimates of growth in the wearables segment point to 13%-15%growth over the next five years,with the market volumes set to grow three-fold over the next four to five years,to close to 775 billion devices every year.3 AR/VR for training and care delivery Wi

66、th COVID-19 creating significant travel barriers since 2020 and increasing prevalence of low-latency,high-speed network connectivity worldwide,augmented reality(AR)/virtual reality(VR)-based applications are gaining significant traction.AR/VR-based healthcare training for physicians,specialized tech

67、nicians,and other clinical delivery staff are becoming increasingly mainstream globally,especially in surgical and other specialized therapy areas where availability of physical trainers may be limited.Mixed reality offerings also can offer not just the audiovisual experience but significant compone

68、nts of tactile feel in several therapy areas.In addition,patient-linked use cases for AR/VR are also likely scalable and appropriate for managing and enhancing functional outcomes in patients with behavioral and developmental disorders.AI for detecting cardiac conditionsSome clinical conditions such

69、 as cardiac arrests and stroke can be effectively prevented with early detection and intervention.AI can be used to analyze data sourced from multiple sources such as wearables,patient checkups,and patient vitals to effectively predict life-threatening events such as cardiac arrests.An AI system has

70、 been used in Copenhagen,Denmark,to analyze sounds during emergency calls and alert dispatchers with 92%accuracy.3“Medical Devices Market Growth,Trends,COVID-19 Impact,and Forecast(2022-2027).”Mordor Intelligence,August 2022.Home hospitalsBuilding hospitals entails high CAPEX investments with a long

71、 breakeven period.To reduce the CAPEX outflow and provide care nearer to patients,some health systems have experimented with home hospitals.These utilize telemedicine,AI,clinical decision-making software,and remote sensing to connect patients and caregivers.The caregivers are provided with real-time

72、 data on the condition of patients and assistance on treatment planning and interventions.Caregivers are also alerted to move patients to a higher care facility if needed.This provides a mix of continuous patient monitoring at a lower cost of delivery of treatment for patients.Predictive modeling Th

73、e COVID-19 crisis illuminated capacity planning and surge flow management challenges at the healthcare system level.As a result,facilities and policy makers now capture large amounts of data from clinical indications to case progression,geospatial data,and clinical and nonclinical demographic data.P

74、redictive modeling may allow multifactor analysis and identification of growth and evolution patterns in epidemiology to assess capacity requirements on a dynamic basis.For example,electronic medical records are being used to detect patterns and estimate the number of hospital visits,number of patie

75、nts who would return to the hospital within a given number of hours,length of stay,and so on.Researchers at St.Michaels Hospital in Toronto,Canada,have developed an algorithm that can predict the number of visitors to the emergency department with 95%accuracy,depending on the day of the week,relatio

76、nship to major holidays,temperature,and climate.1 2REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLE1 3Digital health offerings are accelerating innovation and are deeply impacting procurement functions in the healthcare sector.Healthcare facilities tend to utilize a wide variety of cons

77、umables.In fact,a typical healthcare facility may stock several thousands of medical product types and SKUs within their inventory and include tens to hundreds of thousands of SKUs within their overall formulary for procurement and usage.These products are also widely varied in their characteristics

78、.For example,storage requirements such as temperature,humidity,lighting,and so on,may vary significantly and have a direct impact on quality of clinical outcomes.Clinical shelf life for products may vary from a few months to a few years.Technological changes to products and delivery mechanisms may c

79、hange.Product recall and safety management create complexity in supply chain management.Products from lower-cost,basic medications to high-end,high-valued medical devices to legally controlled substances need to be procured,stored,managed,and tracked through a unified ecosystem by healthcare enterpr

80、ises.Critically,from an enterprise-viability perspective,procurement cost and pilferage risks may be high or prohibitive as well,which healthcare organizations need to balance.All these complexities necessitate a responsive,effective,and adaptive supply chain management solution for healthcare playe

81、rs.Big data and tech-enabled use cases in procurement thereby potentially enable the adoption of value-based procurement opportunities in the healthcare sector.The Indian market has its unique share of challenges in this context,given the increased need for cost-efficient solutions.Given the lower a

82、ffordability of healthcare in the country and lower penetration of health insurance among the population base,viability of specific use cases for supply chain management remains a key area to improve accessibility.Leading CTOs/CIOs in Indias healthcare space interviewed by ADL make the case for data

83、-driven and digitally enabled procurement.They also highlight the criticality in six areas:1.Right usage of hard technology for product identification and segregation based on the need for and value of the product versus the investment required to collect information on product stocks/usage.2.Standa

84、rdization of materials for procurement.3.Effective governance around the supply chain to ensure appropriate usage of materials.4.Genuine integration with financial systems and employing tech platforms at their core.5.Transition planning from nondigital approaches to digital approaches.6.Multidiscipl

85、inary team engagement at the solution design phase and training of the workforce to ensure alignment with targeted procurement outcomes.3.SELEC T GLOBAL STUDIES1 4REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLE1 54.INDIAN DIGITAL HE ALTH L ANDSCAPEKEY CONSTITUENTS OF DIGITAL HEALTH IN

86、INDIAMost prominent and mature digital health platforms in India have historically targeted enhancement of front-end consumer-facing activities within the care pathways.Penetration of services has largely centered around activities peripheral to core healthcare delivery.Activities such as scheduling

87、 of visits and appointments,physician/practitioner identification,home diagnostics/sampling,and case history management have seen traction in the Indian marketplace.Consumer-facing activities comprise four broad categories of product suites(see Figure 2):1.Integrated health provider applications cov

88、ering a wide variety of healthcare activities,including physician selection,appointments,labs and testing,medical records,and other associated core healthcare delivery services.Additional activities in this category that may be provided also include allied services such as claims and payment managem

89、ent,billing,and so on.These applications are developed primarily by large-scale players with significant capacity,geographical outreach,and internal system maturity to support integration of offerings.The targeted value proposition for these applications is to ensure customer“stickiness,”patient rel

90、ationship management,and long-term convenience for patients especially for chronic care cases.2.Service-specific health provider applications including a limited but selective offering of specialized services such as labs,diagnostics,dentistry,and so on,with key services including scheduling,home pi

91、ckup of samples,and report delivery.The targeted value proposition for these applications is largely to expand outreach and enable wider patient capture on a shorter-term basis.3.Integrated health aggregators covering a wide variety of services,including consultation scheduling,teleconsultations,lab

92、 sampling,diagnostics selection,and so on,but with no/limited support from brick-and-mortar infrastructure under the providers own umbrella.The primary focus in this category is to enable differentiation through better information sharing with patients and their family members.4.Service-specific hea

93、lth aggregators including narrow/niche segments of care delivery,operating as information-sharing platforms with consumers and aggregation within a limited service set.From an operations standpoint,a variety of digital offerings have been deployed by healthcare providers in the country.These span in

94、formation management applications such as health information system platforms,supply chain management and vendor management platforms to integrated financial and management reporting systems.Figure 2.Healthcare application categories in IndiaSource:Arthur D.LittleSource:Arthur D.LittleFigure 2.Healt

95、hcare application categories in IndiaHealthcare providerAggregatorService-specificIntegrated healthNo/limited direct healthcare provisionPlays role to inform customer and/or provide interface servicesDirect healthcare provisionAugments brick-and-mortar care delivery through digitalLimited services(e

96、.g.,diagnostics,fitness,home sampling,e-pharmacy)Servicing limited part of care pathway and little to no overall linkage/outcomesCovers broader care pathway activities(e.g.,consultation scheduling,lab,diagnostics,physician reviews)Largely developed as in-house platforms/solutions by scale-oriented g

97、roupsNON-EXHAUSTIVE1 6REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLEDIGITAL HEALTH ADOPTION&ACCEPTANCE AMONG INDIAN CONSUMERSTo understand the core drivers underpinning the digital health consumer in India,ADL commissioned a broad-based consumer survey administered across the country.

98、Longitudinal data collected from prior surveys and focus group discussions were also used to draw upon and understand recent trends and validate findings.Several key trends have been observed in the customer survey that bring to light the behavioral trends observed among digital health consumers in

99、India:1.Deep penetration of digital health solutions,with significant room for growth.ADLs survey indicates significant traction among consumers on the use of online pharmacies,physician consultations,and fitness and wellness applications(see Figure 3).All these applications observed between 35%-65%

100、acceptance among customers who utilize e-commerce services.This indicates that as many as 400 million Indians already have experience utilizing healthcare services.Specifically in the case of online pharmacies,experiential similarity vis-vis e-shopping and online retail have helped them to deeply pe

101、netrate in the telehealth space.The survey found lower traction in e-diagnostics,which is understood to be due to perceived lower quality and accuracy of diagnoses,patient desire not to interfere with physician recommendations,and the facility operations(turnaround time,reputation,etc.).In addition,

102、a clear divide is visible among the key age groups in the acceptance of digital health tools,with those over 40 being about a third less likely to use digital tools than younger consumers,largely because of familiarity and tool awareness among the younger population(see Figure 4).The opportunities d

103、o remain relevant for this segment,however,as increases in routine health examinations and lifestyle ailments begin to emerge among the population in the 41-to 50-year age bracket.2.Larger,more evident value pools in Tier 2 and 3 cities.Except for adoption of e-diagnostics and online pharmacies,whic

104、h vary somewhat,all tiers of cities have a comparable degree of adoption for digital services,indicating that the technology divide prevalent in the past is now abating(see Figure 5).Tier 2 and 3 customers are also becoming increasingly aware of the benefits of digital technologies in healthcare and

105、 are demanding conveniences from digital health offerings.Figure 3.Adoption of healthcare apps by e-commerce usersSource:Arthur D.LittleSource:Arthur D.LittleFigure 3.Adoption of healthcare apps by e-commerce users36%42%Online pharmaciesHome health&recovery managementOnline physician consultationsFi

106、tness&wellnessE-diagnostics64%13%26%Key criteria defined to be high priority for customers in e-diagnosis as per focus group discussionsPerceived quality of services&accuracyReferral from physician&hesitance to deviate from such requests12Reputation,awareness level,and trust in the center3Turnaround

107、 time for reporting&scheduling concerns4Figure 4.Adoption of doctor consultation apps by age groupSource:Arthur D.LittleSource:Arthur D.LittleFigure 4.Adoption of doctor consultation apps by age group14.3%20-30 years49.0%31-40 years14.3%41-50 years51-60 years40.0%Adoption of physician applications o

108、bserved to decline in 41 age group despite adequate penetration of smart devices/networks across age groups in IndiaPotential opportunity to enable and enhance trust in digital offerings within 41+age segments 1 73.Stickiness is high among patients using digital healthcare services.Patients who had

109、long-term disorders/ailments such as cardiovascular disease,diabetes,hypertension,or allied indications reported significantly higher adoption of digital health tools(see Figure 6).These patients tend to use healthcare services more regularly and in a more organized manner.As these patients adopt di

110、gital healthcare solutions and appreciate their value,they will utilize platforms even more.Digital health solutions must therefore target greater usage of digital tools and track the value of health information communicated to the consumer pool.While patients with chronic illnesses do appear to hav

111、e a higher degree of adoption of digital health tools,COVID appears to have catalyzed sustained use of digital healthcare tools in India(see Figure 7).Patients were initially compelled to utilize digital channels for care needs due to movement restrictions and infection risks.However,once they exper

112、ienced the benefits of digitally enabled healthcare delivery,these are now increasingly considered as necessities.It is no surprise that only 14%of respondents accustomed to using digital health services indicated a preference to return to offline modes for health.4.Seamless integration across the c

113、onsumer journey is critical for success.Key pain points for consumers remain in the brick-and-mortar components of health(see Figure 8).Many of these can potentially be resolved through digital health offerings,but only if there is a deeper integration of tech solutions with brick-and-mortar care de

114、livery.Physical interactions if minimized either through implementation of videoconferencing,telehealth,or remote healthcare solutions,or through application-based updating and support,or through Figure 5.Adoption of digital health offerings by city tierSource:Arthur D.LittleSource:Arthur D.LittleFi

115、gure 5.Adoption of digital health offerings by city tier29%Online pharmaciesE-diagnosticsOnline doctor consultationsHome health&recovery management34%Fitness&wellness70%23%67%48%38%38%34%25%23%25%13%8%21%Tier 1Tier 2Tier 3Figure 6.Adoption of digital health tools by patient typeSource:Arthur D.Littl

116、eFigure 6.Adoption of digital health tools by patient typeOnline pharmaciesOnline doctor consultationsFitness&wellnessHome health&recovery managementE-diagnostics74%28%46%39%26%36%26%16%18%5%-47.3%-43.5%-27.8%-35.7%+220.0%Chronic patientsNon-chronic patientsFigure 7.Post-COVID-19 preferences in use

117、of digital health servicesSource:Arthur D.LittleSource:Arthur D.LittleFigure 7.Post-COVID-19 preferences in use of digital health servicesConnected devices for real-time monitoringOnline consultation schedulingOnline medicine orderingOnline video consultationHome sample collectionHome test kitsPrefe

118、r to return to offline models14%Elderly care at home56%46%32%46%45%38%35%Source:Arthur D.Little1 8REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLEoperational transformation to ensure ready access to findings and medical supplies can help in improved uptake and easier access to patients(

119、see Figure 9).In addition to the above pain points,several experiential and non-transactional aspects of digital care delivery are important for customers.5.A preference for integrated applications that provide the whole spectrum of healthcare offerings.Consumers reported that applications that prov

120、ide several healthcare services along with the option of storing health records are preferred(see Figure 10).Figure 8.Key pain points consumers faced with physical healthcare servicesSource:Arthur D.LittleFigure 9.Customer reasons for remaining on digital platformsSource:Arthur D.LittleFigure 10.Int

121、egrated application preferences servicesSource:Arthur D.LittleSource:Arthur D.LittleFigure 8.Key pain points consumers faced with physical healthcare services57252Wait time at centerPre-test requirement commNeed to visit many facilitiesTravel time for consultationsPrice transparencyLong t

122、urnaround for reportingStockoutsSolution to address key issues:videoconferencing,telehealth&remote health offeringsApplication-based notification,clear information sharing&call center supportOperational optimization,supply chain management&procurement excellenceNo.of respondentsSource:Arthur D.Littl

123、eFigure 9.Customer reasons for remaining on digital platforms14Medical records trackingFitness trackingPhysician or facility searchHome care availabilityEasy payments onlineHassle-free appointmentsEase of ordering medicineReduced wait timeRewards/cash backPrefer to return to of

124、fline modelsNo.of respondentsSource:Arthur D.LittleFigure 10.Integrated application preferencesInsights from focus group discussionsTier 1Tier 2Tier 3Type of appHealth records managementSmart reports with test interpretationE-pharmacyFitness trackerGenetic testingMedication remindersTier 1Tier 2Tier

125、 3At-home diagnosticsAI/ML-based diagnostic reportsSubscription plans&loyalty benefitsPersonalized diet tips based on test resultsTherapeuticsHealth advisorSelf-testing kitsVery strongStrongModerateWeakVery weakIntegrated healthcare app1 9THE CASE FOR AT-SCALE DIGITAL ADOPTION IN INDIAThe Indian hea

126、lthcare system faces several structural and strategic challenges that create opportunities for novel and innovative healthcare solutions.Indias healthcare capacity in terms of infrastructural capacity and caregiver coverage remains behind regional and international benchmarks for both.For example,in

127、 terms of bed density,or the number of beds per 1,000 people,India currently ranks lower than international benchmarks as well as most regional economies(see Figure 11).This is compounded by the fact that in Tier 2 and 3 cities and beyond,healthcare systems and access are significantly challenged an

128、d undersupplied.From a care delivery staff perspective as well,India is largely under-resourced to deliver care to its citizens compared to international as well as regional benchmarks.Plugging these gaps conventionally may require incrementally training and developing thousands of physicians,nurses

129、/midwives,and other clinical staff,likely a herculean challenge given the time required to educate,train,and nurture a high-performing healthcare practitioner and the limitations that exist in health education infrastructure in the country.At the same time,from the perspective of utility infrastruct

130、ure(power and water access,etc.),telecommunications infrastructure deployment,and information access,India has made significant strides in the recent past creating an effective foundation for digital health platforms and solutions.In fact,India 5.DIGITAL HE ALTH OPP ORTUNITIES IN INDIAFigure 11.Key

131、healthcare metrics(India vs.others)Source:Arthur D.LittleSource:Arthur D.LittleFigure 11.Key healthcare metrics(India vs.others)0.781.281.071.000.930.910.542.92IndiaMid/low incomeMENA(excluding high income)PakistanSri LankaSouth AfricaBangaloreOECD25%-40%lower than other comparable low-to mid-income

132、 markets15%-20%lower than direct comparators/regional marketsPhysician density(physicians per 1,000 population,2017)50%-65%lower than othersBed density(beds per 1,000 population,latest available year)Nurse/midwife density(practitioners per 1,000 population,latest available year)10%-80%lower than oth

133、ers1.702.502.000.702.201.300.40IndiaMid/low incomeMENA(excluding high income)PakistanSri LankaSouth AfricaBangaloreOECD9.6Broadly within the same range as regional/direct comparators 15%-30%lower than other comparable low-to mid-income market averages0.702.401.500.603.602.800.803.70IndiaMid/low inco

134、meMENA(excluding high income)PakistanSri LankaSouth AfricaBangaloreOECD2 0REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLEnow boasts the second-largest number of cell phones anywhere in the world,and smart device penetration stood at about 54%in 2020,up from only 22%in 2016.4 With omnip

135、resence of low-cost smart devices,penetration is expected to reach near full saturation by 2030-2035.India also had among the highest data usage globally,at about 12 GB per month per user in 2020,a number that is expected to double by 2025.5 As 5G network access becomes accessible to urban centers,t

136、he digital revolution in healthcare will have an effective connectivity backbone.Potential impact of ABDM deploymentIn addition to infrastructure and connectivity-related interventions that have progressed rapidly in recent years,healthcare policy in India has also been aimed at creating a foundatio

137、n for digital healthcare innovation through the Ayushman Bharat Digital Mission(ABDM)program.ABDM primarily aims to improve the quality and knowledge base of Indias healthcare sector in a consistent,unified,and standardized manner.The ABDM program is critically important to affect a step change in d

138、igital health platforms.With a primary objective to establish a health data capture framework,the program can support the eventual development of a“single source of truth”for personal-and facility-level health data across the entire population of India.The core of the ABDM program is the Unified Hea

139、lth Interface(UHI)framework.Reliable sources of data and leveraging that data to analyze performance and drive improvement are critical to supporting and sustaining an eventual insurance-covered healthcare model.As information travels across the continuum of care,it becomes difficult to measure heal

140、thcare quality and facility performance.The UHI is targeted at providing a consistent data foundation that delivers actionable information to all health stakeholders and policy makers from a consolidation of various data sources.The UHI is envisioned to:-Streamline the digital health service experie

141、nce for providers and patients by establishing and standardizing the technology pathways that enable such services to be given.4“Smartphone Penetration Rate in India from 2010 to 2020,with Estimates Until 2040.”Statista,accessed October 2022.5“Average Data Consumption per User per Month in India fro

142、m 2015 to 2021.”Statista,accessed October 2022.-Provide an open protocol for various digital health services,including a UHI Network,an open network of end-user applications(EUAs)and participating health service provider(HSP)applications.-Enable interoperable connections over a nationwide decentrali

143、zed,open,secure,and inclusive network,using ABDM registries that keep a list of the entities participating in the network and utilize gateways that enable communication using standard protocols.Ensuring safe storage and easy access of medical records and access to accurate information on healthcare

144、providers will allow better decision making by the Indian government.Geography-and demography-based monitoring and effective evaluation of various programs and interventions will enable the government to adjust depending on patient outcomes.The overall architecture of the program includes a four-lay

145、ered structure:1.A unique identification database that includes public digital goods such as the Aadhaar unique identification number for patients,facility registry for hospitals,and professionals registry for practitioners.2.The collection and maintenance of health data at the patient,practitioner,

146、and facility levels.3.A unified health interface to enable consistent and secure access to relevant health information.4.User applications such as the COVID-19 tracker Aarogya Setu and other cases to deploy solutions that accept information from the UHI layer.The program,upon full implementation,has

147、 the potential to realize several benefits to stakeholders across the healthcare ecosystem.For key participants,there may be several opportunities:-Patients a singular and consistent clinical history will enable better diagnosis and comorbidity management,easier case reviews and second opinions,bett

148、er availability of health data resulting in diversified and lower health premiums,reduced transaction time and costs for health insurance,and systematic tracking of health progress.2 1-Healthcare professionals collecting standardized and unified health information will enable better clinical decisio

149、n making,greater data availability for patient treatment,better and easier assessment of clinical risks,and easier and more streamlined clinical protocol monitoring.-Healthcare providers enabling community partnerships,easier linkage with governmental and social programs as they get deployed,greater

150、 access to patient pools,better clinical risk monitoring,better morbidity management/tracking,and enhancing competitiveness vis-vis other market participants.Effective data use can also enable catchment expansion for high-quality and efficient facilities as well as reduced marketing and patient outr

151、each costs,resulting in increased visibility of the hospitals doctors.-Health insurers optimizing the insurance lifecycle,as adopting the health ID as a patient ID could enable consent-based access to linked health records.Opportunities exist as well in policy portability and information exchange,al

152、lowing patients to link a single health ID to multiple provider and insurance IDs for cross-insurer consistency checks and fraud prevention.Policy premiums may also be optimized for lower-risk/healthier individuals,and more diversified and larger risk pools may be enabled.-Researchers enabling clini

153、cal variations for enhancement in care pathways,new product development,clinical trials management and selection,and outcomes enhancement.-Policy makers effective capacity tracking and monitoring,surge capacity management,and redirection of policy initiatives toward emerging areas of lacunae.Opportu

154、nities for digital health across care continuumThe opportunities that arise with ABDM have the potential to make healthcare delivery in India much easier and faster by leveraging information and communication technology.Given the market gaps and digital access enablement for external solutions,cover

155、age and capability improvement measures may represent significant growth opportunities in the Indian marketplace.Use cases that likely will gain traction in the market center around:1.Digitally enabled home healthcare,chronic care,and extended care.Home healthcare for chronic diseases and lifestyle

156、ailments may offer potential for digital enhancement.Patients and families of patients have historically relied on fragmented and unstructured recruitment of home healthcare practitioners through personal networks,regional ads,and so on.Aging and life expectancy increases have resulted in a rise in

157、clinical care being provided in a home setting.These services potentially can be aggregated and provided in a bundled format at home.TRACKING PATIENTS ON AN ACTIVE BASIS ALLOWS PATIENTS FREEDOM IN MOVEMENT WITHIN AND OUTSIDE FACILITIESSeveral use cases emerge in geriatric care and home healthcare in

158、volving the use of IoT and wearable devices.For example,GPS devices that track and monitor patients may be affixed to a patients clothing or person to assist caretakers in cases of patients with cognition challenges.Geofencing can also be used to alert caregivers to patients who leave or cross certa

159、in thresholds or boundaries.Tracking patients on an active basis allows patients freedom in movement within and outside facilities while retaining the ability for caregivers to find and assist in case of an emergency.Wireless home-monitoring technology solutions are also becoming increasingly mainst

160、ream as streaming video devices become more miniaturized,energy efficient,and better networked even in markets with lower disposable incomes such as in India.These technologies allow caregivers to identify and monitor patient behavior and in-home appliance usage to minimize risks associated with inj

161、uries,enabling greater household safety and speedier response in case of adverse events.2 2REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLE2.Preventative care enabled through IoT devices.Wearable sensor technology to track routine activities such as walking patterns,location and positio

162、ning,fall/injury detection,emergency messaging/SOS,and heart rate or vitals monitoring also enables caregivers to provide and extend care to larger patient pools while also providing more customized care and monitoring of specific cases.IoT devices are becoming increasingly affordable particularly w

163、earables and are gaining traction among the population,with wearables alone registering growth of 93.8%by volume,according to India Brand Equity Foundation(IBEF).Large market shares are being captured by value segment players like Noise,boAt,Realme,and other players launching products in the afforda

164、ble INR 3,500-6,000 range.Collected data from sensors over a period if collected in a platform approach can be used for preventative care rather than responsive care as well.3.Electronic medical record(EMR)adoption and diagnostic data integration.EMR adoption is the next digital frontier in Indian h

165、ealthcare,primarily driven by the ABDM.The next wave of growth in medical data generated from health information systems is catalyzing the next iteration of care delivery utilizing big data and evidence-based care and applying these principles to enable:-Precision medicine utilizing research and cen

166、tralized data to promote enhanced diagnostics and personalized patient care.-Safety practices use of predictive analytics to promote quality care and patient safety(e.g.,infection risk monitoring).-Population health management utilizing analytics in epidemiology(e.g.,linking EMRs with GIS to identif

167、y healthcare trends in specific areas).-Readmission analytics analyzing EMRs to reveal trends that highlight patients likely to need additional treatment to prevent readmission.-Data security securing medical records by identifying changes in network traffic or behavior that indicates a cyberattack.

168、6 Iyengar,Karthikeyan P.,et al.“Electronic Intensive Care Unit:A Perspective Amid the COVID-19 Era Need of the Day!”Lung India:Official Organ of Indian Chest Society,Vol.38,Supplement,2021.-Insurance claims improving the efficiency of medical insurance claims by revealing claim trends and streamlini

169、ng claims processing.-Consistency and standardization in data being collected from diagnostics can also allow longitudinal tracking of key biomarkers.4.Tech-enabled capacity augmentation.Concepts such as e-ICUs and virtual hospitals(some of which are already under pilot deployment with start-ups/lar

170、ge healthcare groups)enable efficient deployment of critically scarce intensivists while also enabling asset-light operations in the conventional healthcare delivery approach.e-ICUs and virtual hospitals may allow several advantages over conventional facilities,including lower headcounts(on a per pa

171、tient served basis)for highly trained and skilled intensivists,reduced risk of nosocomial infections due to lower contact,reduced hard CAPEX cost in real estate components of healthcare provisioning,and superior distribution of super-specialty intensivists capabilities across a wider group of health

172、care facilities or geographical centers.6 Consultations in India represent another digital opportunity both for primary care visits as well as post-care follow-up discussions.India is also a significant healthcare destination from a Medical Value Travel (MVT,meaning travel in pursuit of healthcare)p

173、erspective.Historically,Indias positioning as an MVT destination has been largely on account of the high quality and deep experience of physicians practicing in the marketplace,significantly cheaper cost of care on a dollar-to-rupee basis,and the soft-power presence of India as a nation,with the cap

174、acity to advance foreign policy objectives and priorities through noncoercive means.Opportunities exist for digital health to provide pre-and post-procedure support through digital offerings.2 35.Scalable supply chain and aggregated value-based procurement solutions.Healthcare provider networks in I

175、ndia straddle a large spectrum of capability areas and sizes from single-facility family-owned healthcare organizations to integrated and broad-based chains with dozens of hospitals operating thousands of beds across multiple cities.Smaller players represent opportunities to aggregate supply chain s

176、ervices under a data-and digitally enabled umbrella.FOR LARGE-SCALE PLAYERS,STANDARDIZATION IS A CRITICAL FACTOR ENABLED BY DIGITAL OFFERINGS6.Predictive/prescriptive digital supply chain management solutions.For large-scale players,standardization is a critical factor enabled by digital offerings.P

177、rocesses,such as procurement of any materials,their management,and tracking,need to be made consistent across network/s.A universal approach leads to effective supply chain and vendor management as systems move to a central procurement management model across the entire spectrum of supplies.A digita

178、l health use case that may be deployed at scale is predicting the nature and amount of stock moving at a certain point of time,based on historical demand/supply data.Automating procurement functions and configuring reorder levels,inventory levels,reserves,and stock-out levels can all be optimized th

179、rough effective use of digital offerings.Value-based procurement can be enabled through use of analytics and big data.Such systems,if executed well,can also provide necessary checks from a supply chain governance perspective.In addition,systematic tracking to prevent pilferage and misuse of items ca

180、n lead to significant revenue losses.Systems should also be integrated in the financial systems,such as invoicing and digital payments.Integration and automation of supplier reviews and consolidation of supply also supports the maintenance of relationships with vendors and suppliers.7.AR/VR-based tr

181、aining in specialized care.AR/VR-based applications represent opportunities for a variety of training and capability development sessions.For low-complexity physician education programs by pharma and medical devices companies,pure AR/VR solutions may suffice.However,for more technically complex medi

182、cal devices/implant-based training and development activities,mixed-reality applications are also emerging reducing the training gap by enabling physicians and care givers to gain tactile experience in addition to audiovisual experiences.8.Digitally enabled aggregation for standalone facilities.A la

183、rge majority of Indias healthcare system is disaggregated and consists of standalone facilities.These facilities may not have the scale to reap benefits from digital health enhancements even if they choose to invest.Capabilities to effectively deploy effective and integrated digital health solutions

184、 in these facilities may also be a constraint in a large majority of such facilities.Nor will it be easy for smaller facilities to comply with or leverage the unified health information structures that will be rolled out under the ABDM program.This represents a clear opportunity for health tech ente

185、rprises to develop modular,scalable,customizable,and easily implementable solutions for such players.Similar opportunities also exist in digitally enabled supply chains and procurement value creation initiatives.Standalone facilities may have demand variabilities and challenges in integrating digita

186、lly with suppliers.These facilities may not have the right capability set to push value-based procurements concepts viably.However,intermediaries who can aggregate and can digitally interface with both suppliers and consumers can potentially facilitate the process,offering predictability,managing ec

187、onomic order quantities,and enabling efficiencies in procurement.24REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLE9.Medium-to long-term opportunities.In addition,several other opportunities can be digitally enabled and made more effective.For example,digital loans,with funding linked t

188、o clearly defined digital readiness and easier financing access,can allow health organizations to invest in digital and improve their“digital internal rate of return.”However,this may require the digital health ecosystem in India to become more formalized and for digital health players to become mor

189、e standardized and segregated.As digital penetration starts to hit critical mass,the middle-and lower-income segments in India will also start to become viable from a service-delivery perspective.These segments already have growing penetration of smart devices and platforms to support digital health

190、.With increasing availability and critical mass,the fortune at the bottom of the healthcare pyramid in India can become digitally accessible as well.Over the longer term,as the overall health delivery system matures,India may move toward coordinated health,and eventually toward a managed health netw

191、ork.However,this will require the entire ecosystem to be able to exchange information on a common framework something that will be enabled through digital health offerings.2 511 IMPERATIVES FOR INDIAN HEALTHCARE ECOSYSTEMIndia presents a unique opportunity for an existing digital health user communi

192、ty of 400 million people.With the further penetration of smartphones,5G adoption,and service provider innovation,by 2030 India could easily have over 1 billion digital health users.This will help catalyze a transformation in Indian healthcare,creating the platform to provide quality,affordable care

193、to all Indians.The government has also created a scalable technology architecture(through the ABDM)for healthcare ecosystem players to drive technology-led transformation of the sector.The healthcare industry now needs to step up and break through the digital divide.To realize the full potential of

194、digital health,we propose the following imperatives for the various industry stakeholders.Provider imperativesProviders remain the foremost point of interaction between end users and health systems.While COVID has accelerated the digital uptake and improved accessibility,a lot of providers look at d

195、igital to be another business unit rather than a force multiplier.Providers must ensure integration of digital systems within the provider space and other stakeholders to enable meaningful digital changes and use of digital first as a strategic advantage.1.Digital first.Providers face a risk of gett

196、ing disrupted by digital interventions,entrepreneurs,and competitors unless they have a digital-first strategic outlook.It is essential that they create deeply integrated offerings to capture and retain the consumer base over the long term.At the same time,digital should not just be considered as a

197、front-end/patient interface activity and should be cost effective and focused to capture efficiency gains.At the same time,emphasis should be on building digitally enabled supply chains that are resilient,scalable,and efficient.2.Platform offerings.Healthcare offerings have specialized and moved bey

198、ond the confines of hospitals.A variety of services and products are home-based,hospice-based,or can be used anytime/anywhere.To improve customer loyalty and stickiness,it is essential that product and service availability be improved through a platform approach.This would require providers to partn

199、er with each other,payers,and other stakeholders to create meaningful health service platforms.3.Partnership strategy.The rising complexity and scale-up challenges of digital product development make it imperative that providers do not build everything and instead try to reduce the risk of failure.B

200、uild-buy-develop decisions and consequent actions are vital.A provider must have a strategic need-solution analysis framework and an ecosystem that helps them to integrate multiple products easily.This must also be reflected in operations,strategy,human resources,and advisory capabilities.CONCLUSION

201、2 6REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLE4.Data strategy.With the advent of digital capabilities,providers are required to collect,manage,and store large amounts of data.This data can provide intelligence to personalize offerings and improve customer stickiness,but it requires

202、 a detailed digital data strategy to ensure the organization uses the data within the confines of regulations and privacy.Providers may develop the data strategy along with offerings to comply with regulations while utilizing the multiple benefits of healthcare data.Payor imperativesHealthcare payer

203、s have traditionally dealt with a fragmented ecosystem,which has resulted in multiple redundant systems to distribute products,process claims,and reduce fraud.Digital products can solve these redundancies by reducing the cost of acquisition and improving the efficiency and effectiveness of claims pr

204、ocessing.The ecosystem needs products that can solve for both the payor and end customer while ensuring seamless integration with provider systems.5.Digital insurance distribution.The penetration of insurance products in India is poor,and few start-ups and digital disruptors have taken up the opport

205、unity to digitize distribution,posing serious challenges to existing players.Payors must identify the opportunity,develop digital distribution platforms,and partner with providers and other stakeholders to enable digital transformation in their business.This would entail developing a strategic visio

206、n in developing the offering while ensuring customer focus and ease.6.Health claims platforms.Rising healthcare complexity with instances of fraud,misrepresentation,and increases in volume exposes payors to financial and operational risks.This can be mitigated by integrated health claims platforms w

207、ith claim,disbursal,fraud detection,and analytics with minimum human effort and cost.Providers must have a strategy toward development and deployment of the claim platform and integration with providers,distribution,and regulators to ensure low risk and higher efficiency.Regulatory imperativesWhile

208、regulators and policy makers have taken steps in the right direction,they will also need to become the systems conscience as digital offerings are rolled out.The most critical imperative for policy makers will be to ensure the program is governed effectively and appropriately.Data access,availabilit

209、y,and privacy are concerns of global consequence and,with greater consumer awareness,it will be necessary for regulators to be the custodians of the health data that is generated:7.Regulatory framework.Being an ombudsman looking to balance compliance with the prescribed standards and commercial and

210、policy support considerations.8.Start-ups.Supporting new and incumbent digital players to garner and secure funding for health tech start-ups.Investor imperativesInvestors remain the key accelerating force in every industry,and that is no different in digital uptake in healthcare.Investors have alwa

211、ys welcomed digital offerings and solutions to improve efficiency and margins.However,investors must undertake systemic changes to ensure digital products in healthcare are integrated,drive enhancements in the health system,and reach the end users for whom they have been designed.These changes inclu

212、de:9.Targeted digital financing.As the start-up ecosystem and linked investor base start to deploy resources aggressively in new product and service line development and new ventures targeting digital health opportunities,an attractive and independent ecosystem could gradually emerge supporting digi

213、tal-first offerings.These will need to be nurtured and effectively managed by the investor group while ensuring digital ability is considered as integral in deal flow and screening processes,and not just an incremental differentiator.In parallel,the start-up ecosystem must integrate and penetrate br

214、ick-and-mortar healthcare delivery to enable access to care.2 710.Driving true integration.A digital-first investment/resource allocation approach should not become a“digital only”approach for investors and health tech start-ups.True integration is only possible with both the digital and brick-and-m

215、ortar realms being seamlessly integrated.Ensuring investment/M&A targets will need to be screened and scored with a quantitative approach.All of these should be targeted at developing an attractive,independent,and lucrative investment ecosystem for investment in health,health tech,or digital health

216、trends.Digital health should also be considered by investment houses during the deal evaluation,deal assessment,and,eventually,a value creation plan.11.Novel financing areas.Investors need to finance digital health innovations and platforms through greater emphasis on health tech and insurtech start

217、-up ecosystems.This would enable growth of the entire ecosystem and add value to innovators and disruptors.DIGITAL REMAINS THE MOST POTENT FORCE MULTIPLIER TO ENABLE A MATURE AND EFFICIENT HEALTH SYSTEMIndia stands at the cusp of a revolution in healthcare access,with several public healthcare schem

218、es as well as increased private interest in healthcare delivery.Digital remains the most potent force multiplier to enable a mature and efficient health system.These 11 imperatives are key to unlocking value while moving to a digital-first healthcare system and ensuring that the system is integrated

219、,efficient,and has participation from all stakeholders.2 8REPORT:A BOLD VISION FOR INDIAS DIGITAL HEALTHARTHUR D.LITTLE2 9Arthur D.Little has been at the forefront of innovation since 1886.We are an acknowledged thought leader in linking strategy,innovation and transformation in technology-intensive

220、 and converging industries.We navigate our clients through changing business ecosystems to uncover new growth opportunities.We enable our clients to build innovation capabilities and transform their organizations.Our consultants have strong practical industry experience combined with excellent knowl

221、edge of key trends and dynamics.ADL is present in the most important business centers around the world.We are proud to serve most of the Fortune 1000 companies,in addition to other leading firms and public sector organizations.For further information,please visit .Copyright Arthur D.Little 2022.All rights reserved.