Your Cart Is Empty!
Drug discovery, quicker clinical trial recruitment, real word data generation, better patient adherence and improved diagnostics/monitoring. Dramatic change is underway as companies such as Google, Apple and Dell expand use of their digital health platforms. What are the organisational/cultural challenges industry must overcome and are tech giants friends or foes?
Designs on the future of Healthcare: the ambitions of Google, Apple et al provides a detailed 360-degree scan of current and upcoming digital technologies and technology players that will radically alter the way pharma conducts its business.
“Technology is forcing us to go beyond how we traditionally do things in terms of healthcare delivery, but also in terms of life sciences development. We are going much faster through the enabling technologies.”
Michael Greenberg, Sanofi Pasteur
Request Sample Pages
Answering key questions:
Why health? Digital health attractedUS$5.8 billion of new investment in 2015 – almost as much as biotech. Why is digital health technology so attractive to investors and tech companies?
Trends: What are the most significant trends affecting healthcare and life sciences?
Who are the Players? Which technology companies are creating innovative digital health solutions and where are the best opportunities for Pharma?
Clinical Trials: How might digital technology be applied to refine and speed up clinical trial recruitment and outcomes assessment?
Patients as Consumers: Consumer technology has opened the door for better engagement with patients. What technologies are being applied now and what applications can be expected?
Apple: Why is Apple’s Research Kit considered ground breaking and how is it being applied?
Cultural challenge: The increased pace of digital advances is impacting traditional pharma. Will tech giants force the industry to change?
Interoperability: Data is locked up in isolated systems. What are the prospects for integrating bioinformatics and clinical informatics data for better clinical and research insights?
Partnering up: What are the essential ingredients for successfully partnering with a digital health technology company?
The Next Five Years: How will digital health technology change healthcare delivery over the next five years and what are the implications for pharma, providers, patients, and payers?
With this report you will be able to:
Understand the digital technologies that are already making an impact and understand which new technologies will bring greater benefits to health providers and industry
Review technology companies such as Apple, Google, IBM, Dell and SAP that are leading the way in digital health and assess their services and ambitions.
Learn from the pharma companies such as Roche, Merck, J&J, Sanofi, and Leo that are actively applying digital health technologies in their business.
Appreciate how digital technology can beneficially modify the way clinical trials are designed, run and followed up.
Assess the need for pharma to fundamentally rethink its practice to fully benefit from digital technology.
Establish the skills needed for successful digital health initiatives.
Key Topics explored
Digital technology holds the prospect of radically reforming Pharma’s operation, but the industry must fundamentally re think its business practice.
Putting together a partnership with a technology giant like Alphabet (Google) - an insider's view
Keys to successful collaboration with technology companies, healthcare CIOs, and patients.
Working models that drive innovation and technological change for pharma and technology companies.
The US healthcare system has created a number of unconnected Electronic Patient Record formats. Can artificial intelligence systems be applied to unlock clinical and research insights for better patient outcomes and research?
What are the challenges of extracting meaningful insights from both structured and unstructured data?
Precision or personalised medicine: what’s the difference?
The empowered tech-savvy patient wants deep, on demand information to help them better manage their health; multichannel communications allows Pharma to engage in a more targeted way.
Digital technology will allow Pharma to benefit from deeper, more granular insights based on genomics to target therapies in unique, and unusual ways.
The application of digital technology in advanced nations is growing rapidly, but what is the situation and challenge in developing it for large-population markets such as China?
Specialist skills in informatics and analytics are essential – Pharma needs to address this talent gap.
The report is informed through in-depth interviews with payers, advisors and clinicians. To ensure open and critical responses some contributors identities have been kept anonymous:
Michael Greenberg, MD, MPH, Associate Vice President, Innovation and Patient Centricity, Sanofi Pasteur, FR
Stephane Rouault, Innovation Leader, Global Product Development Medical Affairs, F. Hoffmann-La Roche Ltd., CH
Paul Jacobs, Head of Digital Strategy, LEO Innovation Lab, DK, UK, FR, CA
Joseph Loscalzo, MD, PhD, Hersey Professor of the Theory and Practice of Medicine, Harvard Medical School; Chair, Department of Medicine, Physician-in-Chief, Brigham and Women’s Hospital, US (Also, part of the American Heart Association Partnership with Google.)
Nicholas Genes, MD, PhD, Associate Professor, Icahn School of Medicine at Mount Sinai, US (Also, part of the team for Asthma Health App with Apple ResearchKit.)
Paul Wicks, Vice President of Innovation, PatientsLikeMe, UK
David Chou, Digital Health IT Advisor, dchougroup, US
Dominik Bertram, Head of Healthcare and Life Sciences, SAP Innovation Centre Network, DE
Chris Moose, Partner, IBM Business Consulting Services, US
Nick van Terheyden, MD, Chief Medical Officer, Dell, US
Kors van Wyngaarden, MSc, MD, MBA, Medical Officer Digital Healthcare, Philips, NL
Sarah Jane Militello, Director of Operations, UCSF, Samsung Digital Health Innovation Lab, US
Greg Reh, Global and US Life Sciences Sector Leader, Deloitte Consulting LLP, US
Brett Davis, General Manager (GM) for ConvergeHEALTH by Deloitte, Deloitte Consulting LLP, US
Christopher Zant, Principal, Life Sciences Technology Lead for Digital, Deloitte Consulting LLP, US
Dan Garrett, Partner and Leader PwC, Healthcare IT Practice, US
Digital Leader, Top 20 Pharma
Table of Contents
1 Executive Summary
2 Methodology and objectives
3 Expert Contributors
4 Trends in the digital health transformation
4.1 Investment trends
4.1.1 Digital health investments
4.1.2 Why are so many technology giants expanding in health and life sciences?
4.1.3 Digital innovation labs
4.1.4 Technology accelerators
4.2 Consumer healthcare trends
4.2.1 Non-traditional and on-demand care
4.2.2 mHealth, bigger, but not yet better
4.2.3 Personalised search powered by deep learning
4.3 Healthcare technology trends
4.3.1 Health IT interoperability
220.127.116.11 US trends
18.104.22.168 EU trends
4.3.3 How are advanced technologies transforming healthcare and life sciences?
4.3.4 What are the most significant trends driving technological transformation in health and life sciences?
4.4 Trends in innovation models
4.4.1 What innovation model is key to your process and philosophy?
4.4.2 Design thinking
22.214.171.124 Case study: Design thinking, a pharma company view
126.96.36.199 Case study: Design thinking, a technology company view
5 Technology giants in health and life sciences
5.1 Which tech giants are showing the most promise in health and life sciences?
5.2 Google, now Alphabet
5.2.1 Google Ventures
188.8.131.52 Flatiron Health
184.108.40.206 Roche leads investment in Flatiron Health
5.2.2 DeepMind Health
5.3.1 Apple HealthKit API
5.3.2 Apple ResearchKit
5.3.3 Case study: The Mount Sinai ResearchKit Asthma Study
220.127.116.11 Integration with Electronic Health Records
18.104.22.168 Advice to pharmaceutical companies on ResearchKit
5.3.4 What are the lessons learned from Apple ResearchKit?
5.3.5 Apple CareKit
5.3.6 Apple Watch
6 Pharma in the digital transformation
6.1 How are digital technologies changing customers’ experiences with the pharma industry?
6.2 What is pharma’s biggest weakness in digital health?
6.3 How can pharma accelerate digital change?
7 Technology deals
7.1 Do you see pharma companies looking to form more technology partnerships in 2016?
7.2 Is your pharma company looking to form more technology partnerships in 2016?
7.3 Tech and pharma deals
22.214.171.124 With Sanofi
126.96.36.199 With Biogen
188.8.131.52 With AbbVie
184.108.40.206 With Novartis
220.127.116.11 With Novo Nordisk.
7.4 Tech and other stakeholder deals
7.4.1 Case study: Evolution of American Heart Association partnership with Verily
18.104.22.168 What benefits does the partnership with Google provide?
7.4.2 Is your technology company actively soliciting partnerships with the pharmaceutical industry?.
7.4.3 What other opportunities does pharma have for innovation with external partners?
8 Keys to successful partnerships for pharma
8.1.1 What leadership qualities do pharma leaders need for successful technology collaborations?
8.2 Technology companies as partners
8.2.1 What do pharma leaders need to know about working with technology companies?.
8.3 Healthcare CIOs as partners
8.4 Patients as partners
8.4.1 What are the keys to successful collaboration with patients?.
9 The next five years
9.1 Which areas of technology are the biggest opportunities for pharma?
9.1.1 Big data and predictive analytics
22.214.171.124 What is the biggest challenge in big data and analytics for health and life sciences in the next five years?
9.1.2 Personalised/Precision Medicine
126.96.36.199 How are digital technologies supporting your efforts in personalised medicine? What are the keys to advancing personalised or precision medicine?
9.1.3 Drug discovery and development
188.8.131.52 How will research change in the next five years?
9.1.4 Genomics and the Electronic Health Record
184.108.40.206 How will technology powerhouses advance genomic medicine? Do you see genomics becoming part of the EHR?
9.1.5 Cognitive computing, artificial intelligence (AI) and deep learning
220.127.116.11 How do you see cognitive computing and artificial intelligence changing health and life sciences?
9.1.6 VR/AR for education and training
18.104.22.168 What role will virtual reality/augmented reality have in digital health?
9.1.7 Healthcare delivery
22.214.171.124 How will big tech companies change the way healthcare is delivered over
the next five years? What will this mean for HCPs, patients and carers?
9.1.8 Implications for pharma
126.96.36.199 To what extent will pharma be an essential partner in the digital health transformation?
188.8.131.52 How and where must the pharma industry raise its level of commitment to digital health?
184.108.40.206 How can leaders plan for skills gaps? What are the key areas?
220.127.116.11 Where is the future value for pharma in partnering with tech companies in the digital health transformation?
9.1.9 Closing thoughts on the future
18.104.22.168 What is a forward-thinking technology that you personally believe has promise, and which do you feel will fail to establish a foothold?
22.214.171.124 Will tech giants eclipse pharma in innovation?
126.96.36.199 In conclusion
Following are different modes of Licenses.
a. Single User License:
This license allows only one person to use the report. This person can use the report on any computer and may take print outs of the report but must take care of not sharing the report (or any information contained therein) with any other individual or people. Unless you purchase a Site License or a Global Site License, a Single User License must be purchased for every single person that wishes to use the report within the same enterprise.
b. Single Site License:
This license allows unlimited users to use the report within one company location, e.g. a regional office. These users can use the report on any computer and may take print outs of the report but must take care of not sharing the report (or any information contained therein) with any other individual or people.
c. Global Site License:
A Global Site License (or Enterprise wide Site License or Global License) is a license granted to original purchaser, who can share a report with other employees and authorized Users of the same organization.
1. How do you deliver the reports?
The delivery of reports is depends on format & mode of license of report(s). Following are different kinds of formats of report(s) and their delivery options :
a. Electronic Format – Through email from Publisher
Report will be sent to your username email address in PDF, Excel, PowerPoint or any other electronic / softcopy format by publisher.
Delivery Time: 12 to 48 hours [depending on time difference or occurrences of national holidays]
b. Hard Copy or Printed Format or CD-Rom – Through Mail or Courier from Publisher
Report will be sent through mail / courier delivery to your shipping address by publisher.
Delivery Time: Less than, few weeks [depending on time difference or occurrences of national holidays]
2. How can I make payment for publications I purchase?
You could be able to make the payment, in following ways:
a. Online Secure Payment through Credit Card Payment : We accept Visa, Master, AMEX Cards & CCAvenue
b. Transfer of fund to our bank account via Bank transfer or Wire transfer
c. Payment via DD or Cheque
3. Is it safe to use my credit card on MarketinfoResearch?
Your personal information and online tranaction on Marketinfo Research is secure, private, and tamper-proof. All credit card payments are processed through secure and trusted payment gateways.