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??? ??? ??? ??(2011 5-19)

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Sung Yoon Bae
Sung Yoon Bae

2011? 5? 19?, ?????? ???????? ??? "??? ??? ??? ??" ????.

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??? ??? ??? ?? Disruptive Innovation and the Future of Healthcare May 19th, 2011 ??? PhD, MPH, MBA ????? ????? ? ????
??? ??? ??? ??(2011 5-19)
?? ?? ? ??? ???? ????? ? ?? ??? ?? ? ??? ??? ???? ? ????? ?? ? ??? ???? ??? ?? ? ??? ? ????
??? ??? ?? ?????
??? ??? ??? ???? ? ??? ??? ??(Consumerism) ? ???-?? ? ? ?? ? ?? ?? ? ?? ?? ? ??? ??? ??? ??! ? ??(???)? 民主化(大衆化) ? ??(? ???)? ??? ???? ????? ?. ? ????? ???(commoditization of expertise) ? ??(??) ??? ??/??? ??? ?? ? ??? ??????? ?? ? ?? ?????? ?? ??? ??? ??. ? ?? ??? ??? ?? ?? ???.
(???) ????? Improvement vs. Innovation Technology vs. Business Model Sustaining vs. Disruptive Centralization vs. De-centralization
?????: ???? ????(Decentralization)
??(Disruption)? ????? ?? ???? ?? Incumbents dominate sustaining battles Performance 45% on $250,000 60% on $500,000 Time Entrants typically win at disruption Time 40% 20% on $2,000 Copyright Clayton M. Christensen
???-???? ??? ?? ??? ???? ??! Long-distance telecommunication Higher education Music recording & distribution Movies / Video Retailing Steelmaking
????? ??? ???? ??? ????, ?? ? ?? ??? ???? ??! ?? ? Ford ? Department Store ? Digital Equipment ? Delta ? JP Morgan ? Xerox ? IBM ? Cullinet ? AT&T ? Sony DiskMan ? Japan ?? ? Toyota ? Wal-Mart ? Dell ? Southwest, RyanAir ? Fidelity ? Canon ? Microsoft ? Oracle ? Cingular ? Apple iPod ? Korea, Taiwan, HK ?? ? Chery/Tata ? Internet retail ? RIM Blackberry ? SkyWest, Air taxis ? ETFs ? Zink ? Linux ? Salesforce.com ? Skype ? Cell Phones ? China, India
??? ??? ????
?????? ????? THE VALUE PROPOSITION: A product that helps customers do more effectively, conveniently & affordably a job they’ve been trying to do PROFIT FORMULA: Assets & fixed cost structure, and the margins & velocity required to cover them RESOURCES: People, technology, products, facil ities, equipment, brands, and cash that are required to deliver this value proposition to the targeted customers PROCESSES: Ways of working together to address recurrent tasks in a consistent way: training, development, manufactu ring, budgeting, planning, etc.
?? ??? ????? ??? ??? ???? ???? ?? ????? ?? ?? ??? ????. Other examples: ? Computers ? Colleges ? Investment Advisory ? Retailers
???? ?? ???? ??? ???????? ?? ????! ???? ???? ?? ??? ????? ?? ??? ????? ?? ???.
??? ???? ??: ?????? ?? Estimated Inpatient Cardiovascular Procedures, 1979-2002 000s of procedures 1,400 CAGR 1995-2002 Balloon Angioplasty/Stenting 15.69% 1,200 1,000 800 Bypass 600 -1.51% 400 200 0 1979 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 . Source: United States Centers for Disease Control and Prevention National Hospital Discharge Survey; Innosight analysis
??? ??? ??? ?? “??? ???” High ??? ??? ??? “When angioplasty was introduced, it captured the imagination of cardiologists and surgeons differently. Surgeons were skeptical about this new procedure. They were used to seeing small arteries in the operating room and questioned how one would be able to introduce a small catheter into the femoral artery, navigate it via the left main coronary artery into a distal vessel, and dilate it. Cardiologists saw this as an incredible opportunity to treat patients with ischemic heart disease.” Low ?? —Chief, Division of Cardiothoracic Surgery, Miami, Florida
??? ??? ? ?? ???? 2. Business model Innovation
??? ??? ?? ??? (???) ????? ??? ? ? ????! Experimentation & Problem-solving Probabilistic Pattern Recognition Intuitive Medicine Empirical Medicine Rules-Based Precision Medicine Evidence-based medicine Technological Enablers of Disruption are Molecular Diagnostics, Imaging Technology, and Data Analysis
????? ????? ?????? Value Proposition: Don’t know what’s wrong? We can address any problem you bring Profit formula Resources Processes
Turning machines Hobbing department A starts here Tapping equipment Annealing furnace Boring machines Storage Path taken by product B Cut-off saws De-burring machines B starts here Stamping machines Office area Shipping Department Polishing Dept.
Overhead Burden Rate ??? ??? vs. (????) ???? ?? 10.0 10 Cost of Complexity: Burden rate increases 27% for each doubling of product families 8.0 (20) 6.0 (4) 5.0 Pontiac Essex (4) Lima (10) Saginaw 4.0 (5) Tiffin Sandusky 3.0 (2) Lebanon (10) (6) Fremont 16 product families 8 product families (2) 4 product families Maysville 2.0 2 product families Economies of Scale: Burden rate drops 15% for each doubling 1.0 1 product family 1 10 10 20 40 100 80 100 160 320 Plant Scale (sales in $millions) 1000
??? ????? “? ?? ? ??”? Solution Shops ? Consulting firms ? High-end law firms ? R&D organizations ? Diagnostic & intuitive activities of hospitals Fee for Service Value-adding process businesses ? Manufacturing ? Education ? Food services ? Medical procedures following diagnosis Fee for Outcome Facilitated Networks ? Telecommunications ? Insurance ? eBay ? Provider and patient communities Fee for Membership
??????? ??? ?? (???? ??? ??????? ??)
????? ????? ?? ?? - ??? ???? Shouldice Hospital (hernia repair) General Hospital (U.S. Typical) Cost of materials & supplies $100 $300 Cost of direct labor $600 $670 Overhead burden $1600 $6030 Total cost for equivalent length of stay $2,300 $7,000 # service families offered 1 75 2.7 9.0 Overhead burden rate
????? ??? ??
??? ???? ??? ??? ??? ???, ??? ????? ??? ????. Performance General hospitals, physician practices Employ the best expertise and deploy the best technologies Diagnose the underlying cause quickly and accurately to get to a precise and predictably-effective therapy Retail clinics, care directed by nurse practitioners, patient self-management Time
??? ????? ??? ??? ?????? ?? Wellness programs Telehealth / e-visits Wireless health devices Telecommunications and Home monitoring Precision diagnostics Retail clinics Information management and decision-making tools Medical homes and care teams Hospital at home
??? ??? ??? ?? ??? ??
???? ?? ?? ? ??? ?? ? ????? – ??? ????? ??? ??? ?? ? ???? – ???? ??? ?? ? ?? ?? ? ??? ?? ? ?? ?? (?? ??) ? ?? ?? ? ??? ??? ??? ? ???????(universal pop. Coverage) - ???? ? ????? ?? ?? ??? vs. ???? ?? ?? ?? ? Reference dependence & Risk aversion ? Status Quo ? ??? ?? ?? ??? ?? ?? (Trade-off) ? Skate to where the puck will be!
????? ehealth@inje.ac.kr @BaeSungYoon

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??? ??? ??? ??(2011 5-19)

  • 1. ??? ??? ??? ?? Disruptive Innovation and the Future of Healthcare May 19th, 2011 ??? PhD, MPH, MBA ????? ????? ? ????
  • 3. ?? ?? ? ??? ???? ????? ? ?? ??? ?? ? ??? ??? ???? ? ????? ?? ? ??? ???? ??? ?? ? ??? ? ????
  • 4. ??? ??? ?? ?????
  • 5. ??? ??? ??? ???? ? ??? ??? ??(Consumerism) ? ???-?? ? ? ?? ? ?? ?? ? ?? ?? ? ??? ??? ??? ??! ? ??(???)? 民主化(大衆化) ? ??(? ???)? ??? ???? ????? ?. ? ????? ???(commoditization of expertise) ? ??(??) ??? ??/??? ??? ?? ? ??? ??????? ?? ? ?? ?????? ?? ??? ??? ??. ? ?? ??? ??? ?? ?? ???.
  • 6. (???) ????? Improvement vs. Innovation Technology vs. Business Model Sustaining vs. Disruptive Centralization vs. De-centralization
  • 8. ??(Disruption)? ????? ?? ???? ?? Incumbents dominate sustaining battles Performance 45% on $250,000 60% on $500,000 Time Entrants typically win at disruption Time 40% 20% on $2,000 Copyright Clayton M. Christensen
  • 9. ???-???? ??? ?? ??? ???? ??! Long-distance telecommunication Higher education Music recording & distribution Movies / Video Retailing Steelmaking
  • 10. ????? ??? ???? ??? ????, ?? ? ?? ??? ???? ??! ?? ? Ford ? Department Store ? Digital Equipment ? Delta ? JP Morgan ? Xerox ? IBM ? Cullinet ? AT&T ? Sony DiskMan ? Japan ?? ? Toyota ? Wal-Mart ? Dell ? Southwest, RyanAir ? Fidelity ? Canon ? Microsoft ? Oracle ? Cingular ? Apple iPod ? Korea, Taiwan, HK ?? ? Chery/Tata ? Internet retail ? RIM Blackberry ? SkyWest, Air taxis ? ETFs ? Zink ? Linux ? Salesforce.com ? Skype ? Cell Phones ? China, India
  • 12. ?????? ????? THE VALUE PROPOSITION: A product that helps customers do more effectively, conveniently & affordably a job they’ve been trying to do PROFIT FORMULA: Assets & fixed cost structure, and the margins & velocity required to cover them RESOURCES: People, technology, products, facil ities, equipment, brands, and cash that are required to deliver this value proposition to the targeted customers PROCESSES: Ways of working together to address recurrent tasks in a consistent way: training, development, manufactu ring, budgeting, planning, etc.
  • 13. ?? ??? ????? ??? ??? ???? ???? ?? ????? ?? ?? ??? ????. Other examples: ? Computers ? Colleges ? Investment Advisory ? Retailers
  • 14. ???? ?? ???? ??? ???????? ?? ????! ???? ???? ?? ??? ????? ?? ??? ????? ?? ???.
  • 15. ??? ???? ??: ?????? ?? Estimated Inpatient Cardiovascular Procedures, 1979-2002 000s of procedures 1,400 CAGR 1995-2002 Balloon Angioplasty/Stenting 15.69% 1,200 1,000 800 Bypass 600 -1.51% 400 200 0 1979 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 . Source: United States Centers for Disease Control and Prevention National Hospital Discharge Survey; Innosight analysis
  • 16. ??? ??? ??? ?? “??? ???” High ??? ??? ??? “When angioplasty was introduced, it captured the imagination of cardiologists and surgeons differently. Surgeons were skeptical about this new procedure. They were used to seeing small arteries in the operating room and questioned how one would be able to introduce a small catheter into the femoral artery, navigate it via the left main coronary artery into a distal vessel, and dilate it. Cardiologists saw this as an incredible opportunity to treat patients with ischemic heart disease.” Low ?? —Chief, Division of Cardiothoracic Surgery, Miami, Florida
  • 17. ??? ??? ? ?? ???? 2. Business model Innovation
  • 18. ??? ??? ?? ??? (???) ????? ??? ? ? ????! Experimentation & Problem-solving Probabilistic Pattern Recognition Intuitive Medicine Empirical Medicine Rules-Based Precision Medicine Evidence-based medicine Technological Enablers of Disruption are Molecular Diagnostics, Imaging Technology, and Data Analysis
  • 19. ????? ????? ?????? Value Proposition: Don’t know what’s wrong? We can address any problem you bring Profit formula Resources Processes
  • 20. Turning machines Hobbing department A starts here Tapping equipment Annealing furnace Boring machines Storage Path taken by product B Cut-off saws De-burring machines B starts here Stamping machines Office area Shipping Department Polishing Dept.
  • 21. Overhead Burden Rate ??? ??? vs. (????) ???? ?? 10.0 10 Cost of Complexity: Burden rate increases 27% for each doubling of product families 8.0 (20) 6.0 (4) 5.0 Pontiac Essex (4) Lima (10) Saginaw 4.0 (5) Tiffin Sandusky 3.0 (2) Lebanon (10) (6) Fremont 16 product families 8 product families (2) 4 product families Maysville 2.0 2 product families Economies of Scale: Burden rate drops 15% for each doubling 1.0 1 product family 1 10 10 20 40 100 80 100 160 320 Plant Scale (sales in $millions) 1000
  • 22. ??? ????? “? ?? ? ??”? Solution Shops ? Consulting firms ? High-end law firms ? R&D organizations ? Diagnostic & intuitive activities of hospitals Fee for Service Value-adding process businesses ? Manufacturing ? Education ? Food services ? Medical procedures following diagnosis Fee for Outcome Facilitated Networks ? Telecommunications ? Insurance ? eBay ? Provider and patient communities Fee for Membership
  • 23. ??????? ??? ?? (???? ??? ??????? ??)
  • 24. ????? ????? ?? ?? - ??? ???? Shouldice Hospital (hernia repair) General Hospital (U.S. Typical) Cost of materials & supplies $100 $300 Cost of direct labor $600 $670 Overhead burden $1600 $6030 Total cost for equivalent length of stay $2,300 $7,000 # service families offered 1 75 2.7 9.0 Overhead burden rate
  • 26. ??? ???? ??? ??? ??? ???, ??? ????? ??? ????. Performance General hospitals, physician practices Employ the best expertise and deploy the best technologies Diagnose the underlying cause quickly and accurately to get to a precise and predictably-effective therapy Retail clinics, care directed by nurse practitioners, patient self-management Time
  • 27. ??? ????? ??? ??? ?????? ?? Wellness programs Telehealth / e-visits Wireless health devices Telecommunications and Home monitoring Precision diagnostics Retail clinics Information management and decision-making tools Medical homes and care teams Hospital at home
  • 28. ??? ??? ??? ?? ??? ??
  • 29. ???? ?? ?? ? ??? ?? ? ????? – ??? ????? ??? ??? ?? ? ???? – ???? ??? ?? ? ?? ?? ? ??? ?? ? ?? ?? (?? ??) ? ?? ?? ? ??? ??? ??? ? ???????(universal pop. Coverage) - ???? ? ????? ?? ?? ??? vs. ???? ?? ?? ?? ? Reference dependence & Risk aversion ? Status Quo ? ??? ?? ?? ??? ?? ?? (Trade-off) ? Skate to where the puck will be!

Editor's Notes

  • #28: Challenge #1 coordination in an increasingly fragmented system: the critical role of primary care, medical home, or a new type of information manager; information collection, storage, and processing often becomes centralized in response to decentralization of services (IBM) Challenge #2 promoting coordinated, systemic change: the role of integrated health care systems, large employers, and the government; who can orchestrate and introduce DI?