1、 Healthcare Report Code: GDHCHT026 Published: August 2019 Wearable Technology in Healthcare Wearable Technology in Healthcare Reference Code: GDHCHT026 Published: August 2019 Healthcare 2 GlobalData 2019. This product is licensed and is not to be photocopied. Wearable Technology in Healthcare Inside
2、 Players Trends Industry Analysis Value Chain Companies Section Sector scorecards Technology Briefing Glossary Report type Single theme Multi-theme Sector Scorecard In 2018, the wearable tech market was worth nearly $23B and is likely to grow to $54B by 2023, according to GlobalData forecasts, growi
3、ng at a Compound Annual Growth Rate (CAGR) of 19% by 2023. Wearables have been adopted in a wide range of fields; however, they have their greatest potential in healthcare to address spiraling healthcare costs, aging populations, and the burden of chronic disease. In healthcare, wearable technologie
4、s are defined as noninvasive and autonomous devices that capture, analyze, and aggregate physiological data to improve personal health and well-being. Wearable technology has been used almost exclusively for fitness purposes to date, steered by the increasing demand of consumers to monitor their own
5、 health. The integration of wearable tech with augmented reality (AR), Big Data, artificial intelligence (AI), and cloud computing solutions, as well as the falling prices of sensors, open-source application programming interfaces (APIs), frameworks, and libraries, is enabling faster and more cost-e
6、ffective solutions within the Internet of Things (IoT) ecosystem. Recent advances are providing value add for healthcare with a focus on diagnosis, treatment, monitoring and prevention. These advantages are felt through the entire healthcare value chain with benefits including personalization, early
7、 diagnosis, remote patient monitoring (RPM), adherence to medication, information libraries, and better decision making, while reducing healthcare costs. Additionally, growing demand and functionality has gathered the attention of insurers and companies in the supply of wearable health technology to
8、 consumers and employees for their wide-ranging benefits. The challenges that wearable technology is facing are broad, from data security, trust issues, and incentivization to regulatory and ethical hurdles. Within the next five to ten years, as connectivity improves and miniaturization enables wear
9、ables to become more seamless and integrate more readily into the lives of consumers, their health-related value will be realized. The leaders This report divides the wearables technology value chain into a variety of application segments. The leaders in each segment are shown below, both for tradit
10、ional technology and healthcare-specific uses. Hearables Tech Apple, Huawei, Google, Sony, Samsung, Bose Jabra, Nuheara, LifeBeam, Vinci Healthcare Smartwatches Tech Apple, FitBit, Garmin, Samsung, Sony, Xiaomi AliveCor, Empatica, KinesiaU, Nemaura, Omron, OnePulse, PKvitality, Verily Healthcare Fit
11、ness Trackers Tech Fitbit, Garmin, Nike, Samsung, Xiaomi Healthcare AliveCor, Brain Sentinel, MisFit, iHealth, Spire Health Eye Wear Tech Google, Microsoft, Samsung Healthcare Epson, eSight, Immersive Solutions, Vusix, VirZOOM, Medical Realities, Virtamed, OssoVR Body Devices Tech Athos, Google, OM
12、Signal, Sensoria Healthcare Bonbouton, Hexoskin, Infineon, Neofect, NeuroMetric, Owlet, Sensoria, Siren Skin Patches Tech N/A Healthcare BioTelemtry, Eccrine Systems, Epicore, Biolinq, Gentag, Medtronic, Nemaura, PKvitality, Theranica, iRhythm Client Services: +44 207 406 6764 Wearable Technology in
13、 Healthcare Reference Code: GDHCHT026 Published: August 2019 Healthcare 3 GlobalData 2019. This product is licensed and is not to be photocopied. 1 Table of Contents 1 Table of Contents . 3 1.1 List of Tables .6 1.2 List of Figures .6 2 Industry Players . 7 3 Industry Trends . 8 3.1 Wearable Technol
14、ogy in Healthcare Use Case Trends .8 3.1 Technology Themes.13 3.2 Macroeconomic Themes .17 3.3 Regulatory Themes.19 4 Value chain . 21 4.1 IoT Value Chain .23 4.1.1 App Layer, Apps, and Conversational Platforms .23 4.1.2 Connectivity Layer .24 4.1.3 Data Layer .25 4.2 Device Layer .25 4.2.1 Hearable
15、s .26 4.2.2 Smartwatches .27 4.2.3 VR the tests are sent securely to customers through mobile and online channels, which are all integrated with wearable sensors and mobile health. This delivery Wearable Technology in Healthcare Reference Code: GDHCHT026 Published: August 2019 Healthcare 9 GlobalDat
16、a 2019. This product is licensed and is not to be photocopied. model is a working example highlighting how digitization helps with the reallocation of human resources to address other challenges in the health system. “Every minute that we save on unnecessary intervention is a minute that the healthc
17、are clinicians can dedicate to other patients, or dedicate to more complex cases.” EU Key Opinion Leader Big Tech and Healthcare With the recognition that the world is becoming more digitally savvy and that wearable technologies will be an essential component in the future of healthcare, tech player
18、s are becoming ever more embedded within healthcare, either through services, products, or combination ventures. Technology advances and acceptance are driving this integration, as increased populations owning connected devices increases, led by developed nations. Combined with leaps forward in AI a
19、nd machine learning (ML), the market for wearable technologies is becoming more personalized and disease-specific. Tech investment in health is not new, with M as well as Microsoft with its Healthcare NExT initiative, which leverages its existing AI capabilities and Azure cloud resources to help hea
20、lthcare companies store patient data in the cloud with a Healthcare Bot service that will be integrated with Electronic Health Records (EHRs). “The big tech companies, Amazon, Google, and Apple, Microsoft they dominate much of the markets in regards to the ecosystem. The software, even the hardware.
21、 The Amazon integration into healthcare is pretty obvious In the hospitals, for example, you see how the statistics are pretty amazing for Amazon taking over the inventory and the distribution and the dealings with any materials in healthcare. Amazon, the inventory, you need X or Y and Amazon automa
22、tically delivers X or Y to you. And its all autopilot. So that, from there to even the consumer side, Amazon, now you have Whole Foods and pharmacies and its all integrated into prevention, treatment, and rehabilitation.” US Key Opinion Leader “The kind of vision that technological companies, health
23、care companies, and policies in medical should have in mind, is that the goal is not to make patients wear smartwatches all the time. The goal is to make them wear something they dont even realize they are wearing. But when there is something wrong, or about to go wrong, that is even more important,
24、 then we know there is a safety net and they will get notified and they will get a chance to live a longer and healthier life.” EU Key Opinion Leader “Big consumer wearables like Fitbit, Garmin, or Apple, they all will develop applications that seem to look like its health-related, but when it comes
25、 right down to it, theyre not really acting like healthcare companies.” US Key Opinion Leader Healthcare IoT IoT-based medical devices in healthcare creates a center of excellence, which can help caregivers in monitoring their patients remotely, improve healthcare access, reduce costs, save time, an
26、d enable early detection of deterioration. Consequently, digitization of medical diagnostic and monitoring processes are focusing on outcome, reduction in risk, and metered usage. In the future, IoT devices are anticipated to be aimed at prevention and wellness management, technology convergence, an
27、d value- based healthcare. In light of this, medical device companies are shifting their interest from device/consumable providers to disease/care management organizations. Companies operating in the IoT space include any connected devices; for example, AliveCors electrocardiogram (ECG) home monitor
28、ing along with its platform, application and other accessories, or clinical-grade biometric sensors from MC10 and Senseonics. In addition, companies such as Google and Apple have ushered in new possibilities, thus guiding medical device companies to innovate via deeper ecosystem collaboration, a fac
29、tor that is becoming increasingly important. “You cannot penetrate an organization by imposing a model. You have to learn how the organization works, and you have to collaborate with that organization.” EU Key Opinion Leader Culture Of Digital Health Healthcare is notoriously slow to adapt to change
30、, owing to its risk-averse nature and regulatory complications. It is expected that as the pace of innovation increases, a change in the culture of how digital health is viewed across all involvedpublic, policymakers, providers, and payersand importantly healthcare professionals (HCPs), will follow.
31、 While this is happening in some marketsthe US, distinct areas of Europe, and Scandinaviamany regions are falling behind. At present, there is little to no incentivization in place to motivate physicians and patients to use and understand the technology in practice. For HCPs, this may be heightened
32、by fear of litigation over devices perceived as new and untested. Communicating the benefits of these devicesimprovements in quality, efficiency, and patient experience while transforming HCPs ever-growing workloadis crucial. GlobalData predict that digital change will require an adaptive approach t
33、hat is reflexive to the changing needs of staff and the projects undertaken by a healthcare system as a whole. Additionally, we are in the midst of moving away from the idea that digital transformation is purely an IT project, to where it is viewed as clinical change. Consequently, there is a lack o
34、f knowledge from the HCP side, where understanding digital technologies is not within current teaching or training schemes. In the UK, East Suffolk and North Essex NHS Foundation Trust (ESNEFT) have showcased the power of digital health, realized through the implementation of automation and AI techn
35、ologies in practice which “make time matter to free up clinical and corporate time.” With a recorded savings of over 10,000 hours during the first year of utilizing these digital tools, including intelligent OCR tech, chatbots, and AI elements with the ability to read unstructured data, the impact i
36、s being felt. Darren Atkins, CTO ESNEFT, attributes the adoption of digitization to a positive culture of change within the organization, where all staff are trained from basic programming through to implementation of digital tech. “We have never been trained for digital health. Its a huge system. I
37、ts not health IP, its not health electronic medal records. Its Wearable Technology in Healthcare Reference Code: GDHCHT026 Published: August 2019 Healthcare 10 GlobalData 2019. This product is licensed and is not to be photocopied. their health. Its even more. Its even a bigger culture transformatio
38、n.” EU Key Opinion Leader “They physicians shouldnt provide data that they cant explain. So then patients would feel like they were still in the ivory tower without any help.” EU Key Opinion Leader Value-Based Healthcare Model Huge amounts of healthcare data from around the world are stored on site,
39、 growing at an exponential rate. Until recently, this dataset has remained within the boundaries of healthcare providers and/ or technology companies, rarely integrated across IT systems. Wearables have the ability to change this data paradigm by distributing insights across the value chain with a h
40、uge potential to address chronic conditions, which require long-term management with more complex care pathways. As the distribution of data changes over the next 510 years, healthcare will be on the right track to becoming value-based. Data generated by connected devices will be crucial for designing better healthcare programs, which ultimately lead to a reduced incidence of chronic diseases, medication usage, and hospitalizations, with a value-based system that is sustainable and cost- efficient. Remote Patient Monitoring Remote patient monitoring
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