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Deloitte Global Health Care Outlook for 2018: Working towards smart health care

  • Aging and increasing populations, advances in medical treatments, and rising labor costs will drive spending. 
  • Digital technologies are playing a vital role in reducing costs, increasing access, and improving care and the patient experience.

Bangkok, 19 January 2018 — Global health care spending is projected to increase at an annual rate of 4.1 percent in 2017-2021, up from just 1.3 percent in 2012-2016. Aging and increasing populations, developing market expansion, advances in medical treatments, and rising labor costs will drive spending growth. This is according to Deloitte Touche Tohmatsu Limited (Deloitte Global)’s report, 2018 Global Health Care Outlook: The evolution of smart health care, released today.

Yet the report highlights that higher spending levels don’t always produce better health outcomes and value. Considerable opportunities exist for health care stakeholders to work collaboratively on innovative access, delivery, and financing models to reduce health care costs and increase quality.

“With rising costs and shrinking margins, the health care sector is looking for innovative, cost-effective ways to provide the quality, outcomes, and value consumers seek,” said Dr. Terri Cooper, Deloitte Global Health Care sector leader. “Patient-centered, technology-enabled health care can help care providers work smarter and not just harder.”

healthcare
Source: 2018 Global Health Care Outlook: The evolution of smart health care

“Consistently delivering smart health care around the world will not be easy given global health care’s magnitude and complexity,” added Dr. Stephanie Allen, Deloitte Global Public Sector Health & Social Services sector leader. “It will demand that policies, processes and capabilities evolve with a focus on achieving high-value care, reducing waste and lowering costs.”

In Southeast Asia, cost and quality are the two key concerns for the health care providers. “With medical costs increasing due to demographic change and the rise in chronic disease population, governments are starting to evaluate the true cost effectiveness of medical treatments. They are also looking for innovative ways to deliver quality patient-centred care by leveraging digital technologies to reduce costs while improving outcomes,” commented Dr Loke Wai Chiong, Deloitte Southeast Asia’s Health Care Sector Leader.

Independently and collectively, health care stakeholders in 2018 are likely to face a number of existing and emerging issues in their quest to develop a smarter health care sector:

  • Creating a positive margin in an uncertain and changing health economy: Health care providers are likely to continue experiencing shrinking margins and rising costs. By 2020, combined health care spending in the world’s major regions is expected to reach USD $8.7 trillion, up from USD $7 trillion in 2015. To offset shrinking margins, many health care organizations are pursuing new cost-cutting measures and exploring new revenue sources. 
  • Strategically moving from volume to value: Health care is continuing its transition from fee-for-service (FFS) reimbursement to outcomes- and value-based payment models. In advanced health systems, sector stakeholders are advocating the shift from treatment to prevention, which has resulted in an evolution from just “patients,” to informed and empowered “health care consumers.” A successful transition to value-based care requires that stakeholders–including consumers—move beyond health care to health; from treatment to prevention and wellness; and from individual to population health.
  • Responding to health policy and complex regulations: Recent cyberattacks have moved the issues of cybersecurity and data risk management front and center. Digital health care is creating challenges for governments, health systems, and insurers, which must collect, analyze, and store more and more data. While government policies and regulations seek to strengthen health care security and safety on a macro level, individual organizations need to focus executive attention on compliance, ethics and risk.
  • Investing in exponential technologies to reduce costs, increase access, and improve care: Exponential technologies are helping to make care delivery less expensive, more efficient, and more accessible on a global basis. Demographic and economic trends, coupled with advancing technologies, could have significant implications for how hospitals of the future will be staffed, sized, and designed. Therefore, stakeholders should consider how to plan for strategic investments in people, processes, and premises enabled by digital technologies.
  • Engaging with consumers and improving the patient experience: Personalized care from providers is a top health care priority for consumers and technology is allowing them to be more active in the decision-making process. Providers and payers should capitalize on digital trends to provide more personalized care, improve communication with consumers, and elevate the patient experience lifecycle (research, diagnosis, treatment, and follow-up).
  • Shaping the workforce of the future: With the Fourth Industrial Revolution, digital technology, robotics, and other automated tools have enormous potential to resolve current and future health care workforce pain points—if stakeholders are willing to embrace an augmented workforce. The future of work represents a huge opportunity to ease current concerns and evolve ways in which care is delivered. Health care organizations have an opportunity to help talent and technology join forces rather than compete with each other, and should coordinate human and technological resources from the outset.

“With the introduction of smart health care, the workforce structure will inevitably change. We do not foresee health care professional’s roles to be fully replaced, but with artificial intelligence, robotics and digital technologies, jobs which involve repetitive or administrative processes, may be automated. For example, robotics process automation can initiate and coordinate concurrent activities, including resolving nursing workflow pain points, allowing caregivers to spend more time providing care and less time documenting,” added Dr Loke.

Read Deloitte Global’s 2018 Health Care Outlook to learn more about these trends and issues impacting the health care sector and how health care stakeholders can evolve to deliver high-quality, cost-efficient, smart health care.

About Deloitte

Deloitte 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. Please see www.deloitte.com/about  to learn more about our global network of member firms.

Deloitte provides audit & assurance, consulting, financial advisory, risk advisory, tax & legal and related services to public and private clients spanning multiple industries. Deloitte serves four out of five Fortune Global 500® companies through a globally connected network of member firms in more than 150 countries and territories bringing world-class capabilities, insights, and high-quality service to address clients’ most complex business challenges. To learn more about how Deloitte’s approximately 264,000 professionals make an impact that matters, please connect with us on Facebook, LinkedIn, or Twitter.

About Deloitte Southeast Asia

Deloitte Southeast Asia Ltd – a member firm of Deloitte Touche Tohmatsu Limited comprising Deloitte practices operating in Brunei, Cambodia, Guam, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam – was established to deliver measurable value to the particular demands of increasingly intra-regional and fast growing companies and enterprises.

Comprising approximately 330 partners and 8,000 professionals in 25 office locations, the subsidiaries and affiliates of Deloitte Southeast Asia Ltd combine their technical expertise and deep industry knowledge to deliver consistent high quality services to companies in the region.

All services are provided through the individual country practices, their subsidiaries and affiliates which are separate and independent legal entities. 

© 2018 Deloitte Southeast Asia Ltd

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