the future of work in life sciences and health care: are ... · the future of work in life sciences...

The Dbriefs Life Sciences & Health Care seriesTerry Hisey, principal, Deloitte Consulting LLPElaine Loo, principal, Deloitte Consulting LLPJennifer Radin, principal, Deloitte Consulting LLPRandolph Gordon, MD, managing director, Deloitte Consulting LLP

July 23, 2019

The future of work in life

sciences and health care:

Are you ready?

2The future of work in life sciences and health care: Are you ready?

Agenda

Copyright © 2019 Deloitte Development LLC. All rights reserved.

Workforce changes and the future of work

The health care industry is transforming amidst pressures

The future of work for health care providers, health plans, and life sciences companies

Copyright © 2019 Deloitte Development LLC. All rights reserved. 3The future of work in life sciences and health care: Are you ready? 3

Workforce changes and the future of work


Drivers of workforce changes

Technology is Everywhere Tsunami of Data AI, Cognitive Computing, Robotics

Jobs Vulnerable to Automation Diversity/Generational Change Explosion in contingent workCareers – 100 year life

Technology, generational shifts, and workforce changes are all factors that converge into a concept called the “future of work”


Three dimensions shaping human work in the future

Current work options

Future work options

3

WHAT?

“Work”

Automation level

WHERE?

“Workplace”

Physical proximity

WHO?

“Workforce”

Talent category

1

2


Automation level

Employee Fulfillment

Back office employees focus on strategic work and have a career development plan

Margin Growth

Expenses decrease as labor

grows more efficient and

mistakes become less

common

Improved Patient

Experience

Patients prefer hospitals

that pay claims on time and

provide cost transparency

Examples of finance function automation opportunities… …and potential benefits


Talent category

Traditional Open

Organization-led Employee-led

Joint ventures Freelancers Crowds

Full-/part-timeemployees

Contractors Gig workers


Physical proximity

P h y s i c a l P r o x i m i t yC O - L O C A T E D D I S T R I B U T E D

In-person meetings, common

working spaces, and campuses

Most participants are in-person with a

combination of remote and distributed

workforces, increasingly mobile with

use of key technologies (i.e.

collaboration platforms, tele/video

conferencing)

Physical – Physical Interactions Physical – Virtual Interactions Virtual – Virtual Interactions

Remote and distributed teams,

increasingly leveraging virtual reality

(VR) and augmented reality (AR).

Experts connected to distributed

workers

Copyright © 2019 Deloitte Development LLC. All rights reserved. 9The future of work in life sciences and health care: Are you ready?

The health care industry is transforming amidst pressures


The health care industry as we know it is transforming, also changing traditional roles and work as we know it


Today’s health care ecosystem is ripe for change

Current challenges driving the need for change

Physician burnout &decreased productivity

Increased costs &non-value added spend

Poor health outcomes &patient satisfaction

78%* of physicians sometimes, often, or always experience feelings of burnout1

80% of physicians are at capacityor over-extended1

*Recent evidence suggests that physician burnout may be decreasing

**Organization for Economic Co-operation and Development

2 Health Affairs, https://www.healthaffairs.org/do/10.1377/hblog20180530.245587/full/

While the US spends 2x as much on health than all other OECD countries, the country falls below the OECD** average in life expectancy gains4

70% of Americans cite the US healthcare system as being “in a state of crisis” or having “major problems5

Decisions made by Primary Care

Physicians influence almost 90% of total healthcare costs, through referrals, testing, and hospitalizations3 More than 250,000 deaths per year are due

to medical errors, now the third leading cause of death in the US6

For every 1 hour spent with patients, nearly 2 hours is spent on documentation3

By 2020, it is estimated that the doubling time of medical knowledge will be just 73 days, compared to 50 years in 1950, resulting in the inability to stay “current”7

4 OECD, https://www.oecd-ilibrary.org/docserver/health_glance-2017-

5 Gallup, https://news.gallup.com/poll/245873/seven-maintain-negative-view-healthcare-system.aspx

6 Johns Hopkins Medicine, https://www.hopkinsmedicine.org/news/media/releases/study_suggests_medical_errors_now_third_leading_cause_of_death_in_the_us

3 Annals of Internal Medicine, https://annals.org/aim/article-abstract/2546704/allocation-

8 http://www.innovationlabs.com/pa_future/1/background_docs/AAMC%20Complexities%20of%20physician%20demand,%202008.pdf

Based on the current care model, physician demand continues to grow faster than supply: a shortage of 124,000 physicians is projected by 2025, with primary care accounting for the largest share at 37%8

Unnecessary care wastes roughly 30% of US health expenditure per year, almost exceeding $1 trillion annually, as administrative overhead consumes 25% of US hospital expenditure2

1 Physicians Foundation 2018 Survey of America's Physicians, https://physiciansfoundation.org/wp-content/uploads/2018/09/physicians-survey-results-en.pdf?expires=1550780047&id=id&accname=guest&checksum=91195DC5AF6837AA867CD8339BC582F5/final-2018.pdf

7 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3116346/

https://www.healthaffairs.org/do/10.1377/hblog20180530.245587/full/

https://www.oecd-ilibrary.org/docserver/health_glance-2017-en.pdf?expires=1550780047&id=id&accname=guest&checksum=91195DC5AF6837AA867CD8339BC582F5

https://news.gallup.com/poll/245873/seven-maintain-negative-view-healthcare-system.aspx

https://www.hopkinsmedicine.org/news/media/releases/study_suggests_medical_errors_now_third_leading_cause_of_death_in_the_us

https://annals.org/aim/article-abstract/2546704/allocation-physician-time-ambulatory-practice-time-motion-study-4-specialties

http://www.innovationlabs.com/pa_future/1/background_docs/AAMC Complexities of physician demand, 2008.pdf

https://physiciansfoundation.org/wp-content/uploads/2018/09/physicians-survey-results-en.pdf?expires=1550780047&id=id&accname=guest&checksum=91195DC5AF6837AA867CD8339BC582F5/final-2018.pdf

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3116346/


Pressures on life sciences R&D demand new approaches to work

Deloitte’s analysis of 12 large biopharma companies reveal that it now typically costs more than $2 billion to bring a drug to market

Source: Measuring the return from pharmaceutical innovation, 2019, Deloitte.


The future of work for health care providers, health plans, and life sciences companies


Current applications to health care providers

TECHNOLOGY-ENABLED CARE ALTERNATIVE TALENT MODELS EXPANDED CARE SETTINGS

• Frontline staff react to prescriptive analytics to optimize routine processes

C A

R E

G I

V E

R I

M P

A C

T

• AI and ML automate processes and repetitive, rule-based work, reduce scutwork

• Technology unlocks insights that support hyper-personalized care

• Workforce supply/demand is shifting

• Focus on patient wellbeing creates new roles to integrate care and address social determinants

• Wearables and virtual assistants enable remote monitoring and coaching

• “Hospital at home” model provides acute hospital care in a patient’s home

• Administrators source workers via platforms

• Caregivers adapt to working across different facilities and systems

• Caregivers engage patients virtually and analyze tracked data

• Caregivers grow comfortable delivering care in new settings

AI in Radiology Lucy “Alexa for Nursing”

connectRN“Uber for Nursing”

AppleCare at Home

MercyVirtual Care Center

D R

I V

E R

S


Clinician archetypes of the future

Primarily aimed to sustain well-being, providing care only in the rare instances when well-being failsPowered by Open Data & Platforms Care DeliveryCare Delivery

Complex Care Manager/Integrator: Shepard preventative care and well-being (i.e. naturopathic approaches, nutraceuticals, etc.)

Analytic Consultant: Provides specialized insights to improve prediction & intervention to maintain well-being

Digital Consultant: Optimizes approaches to integrative & complex care using innovative technologies

Proceduralist: Acts as the precision expert, providing the highest level of skilled procedures

Executive: Acts as the CEO of the future health ecosystem, providing guidance for caregivers and stakeholders

Patient


Current applications to health plans

TECHNOLOGY-ENABLED CARE ALTERNATIVE TALENT MODELS EXPANDED CARE SETTINGS

• Data infrastructures that support large aggregated data sets will provide a real-time, holistic view of the consumer, and enable advanced analytics to generate novel insights

I M

P A

C T

• RPA and AI create opportunities for interoperability, increased automation and large data-set analysis for intake, validation, adjudication of claims, and IT operations to enable tailored and effective self-service

• Health care will no longer only take place inside the four walls of a clinic or hospital - patients can access information 24/7 through virtual care assistants and telehealth

• Subject matter expertise will likely no longer need to be in-house or even in-country

• Reimbursement structures will tie Provider reimbursements to quality of care delivered, focusing on efficiency and effectiveness

• Value based care is driven by payment models that incentivize delivery of quality care, innovative care delivery models, and more connected health care communities

• Employees need to connect with patients virtually (telehealth, remote patient monitoring, virtual clinical trials, customer portals)

• Precision insights will be derived to enable preventative and curative interventions to decrease incidence of acute events and full-blown disease

• Innovative care management shares risk and focuses on wellness to mirror consumer needs for preventative and non-catastrophic care

D R

I V

E R

S


Current applications to life sciences

TECHNOLOGY-ENABLED CARE ALTERNATIVE TALENT MODELS EXPANDED OPPORTUNITIES

D R

I V

E R

S

• Collaboration towards patient centricity providers where regulators and patients wield greater decisioning power

• Increase of open innovation models by sourcing assets externally creates a more fluid definition of IP

I M

P A

C T

• Augmented human performance improves productivity and reduce costs

• Disruptive technologies like RPA and cognitive technologies enable higher value tasks and analysis

• New organizational structures, ways of teaming and sophisticated interaction models enable flexibility, empowerment and productive collaboration

• RPA and AI can automate end-to-end cases, removing administrative burden, improve quality of submissions and speed up the internal review processes

• Cognitive tools can identify launch/extension opportunities

• Flexible location strategy is required to deliver work in the future, utilizing freelancers, contractors, and other open talent streams with freedom of movement across geographies and technologies

• Freed up time leads to new insights in safety and efficacy of products, enabling a shift from a reactive role to a dynamic and patient-centric function

• Increased capacity allows greater focus on interpretation of results


Smart first steps to prepare for the future of work

Develop a dynamic strategic work and workforce plan focused on the future

0201

Manage change using leading practices04

03

05Establish governance and leadership and bringcritical stakeholders on the journey

Nurture organizational culture for future work,skills, and teaming

Leverage data and analytics 06

Update your workforce and talent strategy toattract and retain top talent


Final thoughts

Life sciences Consumers

Health plans

Health care providers

Technology companies

Government


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Join us September 26 at 1 p.m. ET as our Life Sciences & Health Care series presents:

Taking a cyber everywhere approach for life sciences and health care


Contact information


Elaine Loo

PrincipalDeloitte Consulting [email protected] on LinkedIn

Terry Hisey

PrincipalDeloitte Consulting [email protected] on LinkedIn

Randolph Gordon, MD

Managing DirectorDeloitte Consulting [email protected] on LinkedIn

Jennifer Radin

PrincipalDeloitte Consulting [email protected] Connect on LinkedIn

mailto:[email protected]

https://www.linkedin.com/in/elaine-loo-2491992/


https://www.linkedin.com/in/terry-hisey-56097648/


https://www.linkedin.com/in/randolph-gordon-a335991a/


https://www.linkedin.com/in/jennifer-radin-74621027/


Polling question #1

When you think about the future of work, what is the first thing that comes to mind?

• Robots taking over the world

• Wearing a t-shirt to work

• Working from anywhere in the world

• Having groceries delivered without ever asking

• Never entering an office


Polling question #2

Which of the following tenets of the future of work will be most transformative to the life sciences and health care industry?

• Automation

• New talent models

• Physical proximity


Polling question #3

Which of the following pressure do you believe will be the biggest driver in the transformation to the future of work?

• Technology

• Generational shifts

• Workforce changes

• Burnout

• Financial pressures


Polling question #4

Which sector do you believe will see the biggest benefits with the future of work?

• Health care providers

• Health plans

• Life sciences companies


This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation.

About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.


the future of work in life sciences and health care: are ... · the future of work in life sciences...

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