Digital Health Revolution:

What it Means for Employee Engagement

Ayesha N Khalid, MD, MBA

akhalid@sloan.mit.edu@AYESHANKHALIDMD

H@CKING MEDICINE INSTITUTE

“We cannot solve

problems by using the

same kind of thinking we

used when we created

them.”-Albert Einstein

15%: rate of diagnostic error when first

seeing a physician

2x more likely

TECTONIC SHIFTS ACROSS HEALTHCARE PAYMENTS, INCENTIVES,

DISTRIBUTION, TECH, GLOBAL REACH…

Gap between American Plate and Eurasian PlateH@CKING MEDICINE INSTITUTE

OBSERVE

PITCHDESIGN

TEST

+

LEARN

NEEDS = validated problems = jobs to be done= big, painful

clear biz model

START WITH NEEDSNEEDS>PITCH>FEEDBACK>TEST>DATA

H@CKING MEDICINE INSTITUTE

Systems….

RE-IMAGINING

EMPLOYEE BENEFITS

STATIC TO DYNAMIC

VISITS

RE-INVENTING

EMPLOYEE CHOICE:

Data but outcomes?

H@CKING MEDICINE INSTITUTE

COMPLEXITY OF NETWORKS

Anti-Fragility?

Anti-Fragility?

Prediction of velocity includes an (impossible) estimate of the size of unknown problems

image by cod gabriel

RE-INVENTING

EMPLOYEE ENGAGMENT

H@CKING MEDICINE INSTITUTE

MAP USER JOURNEY

@MITHACKMED

TARGET USER + ADOPTION POINT

EARLY CROWDED MARKET

@MITHACKMED

WEARABLES WHERE?

BUT DON’T START HERE!

H@CKING MEDICINE INSTITUTE

COMPLEMENT WEARABLES

PROBLEM = BOREDOM

H@CKING MEDICINE INSTITUTE

USE CASE BUT HOW LONG?

WEARABLE USE DROPOFF LOOKS LIKE

MEDICATION COMPLIANCEH@CKING MEDICINE INSTITUTE

@MITHACKMEDH@CKING MEDICINE INSTITUTE

CHALLENGES OF

CONSUMER HEALTHCARE

H@CKING MEDICINE INSTITUTE@MITHACKMEDH@CKING MEDICINE INSTITUTE

SEGMENTATION CRITICAL

MAP USE CASE TO BUSINESS MODELH@CKING MEDICINE

INSTITUTE

MEDICINE INSTITUTE

SEGMENT BY DISEASE

PROBLEM

H@CKING MEDICINE INSTITUTEH@CKING MEDICINE INSTITUTE

HEALTHCARE COMPLEXITY

SIMPLIFY BY FOCUS ON PATIENT USEH@CKING MEDICINE INSTITUTE

H@CKING MEDICINE INSTITUTE

Va

lue

Development Time

Market Adoption RiskReimbursement + Consumer Drivers

Physician & Patient Adoption

Distribution

Regulatory RiskSafety & Efficacy

Management Risk

Technology Risk

TEST MARKET RISKWILL CUSTOMERS VALUE + CHANGE BEHAVIOR?

H@CKING MEDICINE INSTITUTE

WHAT IS DIGITAL HEALTH?

HIGH TECH IS INSUFFICIENT!

FASTER

CHEAPER

BETTER

H@CKING MEDICINE INSTITUTE

CHANGE HEALTH

EXPERIENCE

CAPACITY

MAP NEEDS + JOURNEY + VALUE

CONVENIENCE

TRUST

FASTER

CHEAPER

BETTER

HEALTH VENTURE LANDSCAPE

Market Size of Opportunity

Low

C

apital R

equired

Hig

h

Big OpportunitiesComplex Solutions,

Fragmented Services

Philanthropy/NIHBasic Research Grants

Unknown Mechanisms

$100MM $500MM

Large Established Companies

Integrate Whole Solutions

Venture-Backed

CompaniesFocused Teams to

Prioritize & Execute

Discrete Product

Product-Line Extensions

License or Product Acq

Royalties

H@CKING MEDICINE INSTITUTE

H@CKING MEDICINE INSTITUTEH@CKING MEDICINE INSTITUTE

NOT USUAL HEALTH VCs

H@CKING MEDICINE INSTITUTEH@CKING MEDICINE INSTITUTE

AIM FOR MAXIMUM IMPACTENTREPRENEURSHIP IS TOUGH

SMALL IMPACT TAKES SAME EFFORT

time

WIN!

1

accelerateaim

bigger!

@MITHACKMEDH@CKING MEDICINE INSTITUTE

SEGMENT USERS

@MITHACKMED

RE-INVENT

HEALTH EXPERIENCES

H@CKING MEDICINE INSTITUTE

RE-INVENT

STETHOSCOPE

H@CKING MEDICINE INSTITUTE

RE-INVENTED

STETHOSCOPE: AliveCor

H@CKING MEDICINE INSTITUTE

RE-INVENT

OTOSCOPE

H@CKING MEDICINE INSTITUTE

RE-INVENT

EAR INFECTION DETECTION

H@CKING MEDICINE INSTITUTE

RE-INVENT

OTOSCOPE: CELL SCOPE

H@CKING MEDICINE INSTITUTE

REINVENT PHARMACY

PILLPACK.COMH@CKING MEDICINE INSTITUTE

REINVENT PHARMACYMULTI-DRUG COMPLIANCE

ZAPPOS

PILLPACK.COM

REINVENT DIABETESMULTI-DRUG COMPLIANCE

ZAPPOS

PILLPACK.COM

AGAMATRIX iBG STAR

SKINNABLE BUSINESS MODEL

BRANDED

PARTNERS:

SANOFI

WALMART

CVS

ALIBABA

ETC.

ONE FDA

APPROVAL

H@CKING MEDICINE INSTITUTEH@CKING MEDICINE INSTITUTE

QMEDIC

ELDERLY MONITORING USE

CASE

DIFFERENTIATE POWER + DATA

H@CKING MEDICINE INSTITUTE

PATIENT ENGAGEMENT

MEDICAL ERRORSCASE

DIFFERENTIATE UNCERTAINTY + FEAR

RESEARCH FROM THE LEAPTFROG GROUP

7.8 Million $ per 10,000 Employees

on extra expenses related to

medical errors and complications

91% of patients stated they can help

reduce medical errors

Digital health can bridge that gap

BIG PICTURE PROBLEMS THAT NEED A

SOLUTION

$17B In healthcare spending for

medical errors

1 in 3Patients feeling

disrespected or not listened

to

3rd Medical errors are third

leading cause of death in the

US

Confidential. Copyright 2015

James JT. Journal of Patient Safety. 2013; 9(3):122–128.

Van Den Bos et al. Health Affairs. 2011; 30(4):596-603.

SSI and The Research Intelligence Group

(TRiG), 2011

FEEDBACK FROM PATIENTS

“I have a lot of questions

and I feel like I don’t have

enough time with my

doctor….”

“I’m always struggling to

remember what they told

me.”

Confidential. Copyright 2015Confidential. Copyright 2015

COMMUNICATION IS PART OF THE PROBLEM

AND THE SOLUTION

GREATER THAN

2/3RDS

OF SERIOUS MEDICAL

ERRORS ARE DUE TO A

BREAKDOWN IN

COMMUNICATION.

Confidetial. Copyright 2015

Agency for Healthcare Research and Quality, Department of Defense. Team strategies and tools to enhance performance

and patient safety (TeamSTEPPS). http://www.ahrq.gov/qual/teamstepps/

Confidential. Copyright 2015

DOCTELLA CHANGES PATIENT -PROVIDER

COMMUNICATION BY PROVIDING YOUR DOCTOR’S

INFO IN THE PALM OF YOUR HAND

Patient Checklists Delivered by Doctors

Mobile Online Print

Evidence-

influenced

content

Customizable by

each doctor with

specific answers

Confidential. Copyright 2015Confidential. Copyright 2015

HACKMED EVENTS +

ECOSYSTEM

HACKATHONS ACCELERATE

PROBLEM VALIDATION + TEAM BUILDING

Why We Can’t Fix Healthcare?

Ayesha Khalid, MD, MBA

Next week!!