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2016 saw an increase in the adoption of medical technology innovations aimed at tackling some of the most intractable healthcare challenges. Our first blog of 2017 shares the Centre’s view of the top 12 innovations (in alphabetical order) that we believe will have the greatest impact on the continued transformation of healthcare.
One of my most fulfilling roles over the past six years has been as a Non-Executive Director (NED) in an NHS Acute Trust, a role I took on after leaving the National Audit Office where I had been the Director of Health Value for Money Audit for 13 years. On assuming my current role as the Director of the Centre for Health Solutions, Deloitte agreed that I could continue with my NED role which has helped me consider issues from both a ‘real world’ and a research basis. My own experience has also enabled me to appreciate the benefits that people with different skills and experience bring to board governance. The NHS has long recognised that its senior teams are under-representative of the communities they serve and the staff they lead and has launched numerous initiatives to improve the diversity of boards but, to date, these have had limited success. As part of my research role, I was given the opportunity to interview a colleague, Hani Girgis, a Partner in Deloitte Consulting, who has spent the last year in an experimental Associate NED role, to try and understand how the NHS might achieve greater diversity at Board level. Hani’s experience and lessons from the ‘experiment’ provide valuable insights on tackling board diversity which I thought I would share by way of our final blog of the 2016.
This week marks the release of our seventh annual ‘Measuring the return from pharmaceutical innovation’ report, so I thought I’d use this week’s blog to give my take on the report and its key findings. Our report calculates the return on investment that the 12 leading biopharma companies (by 2009 R&D spend) might expect to achieve from their late-stage pipelines, as well as tracking the performance of an extension cohort of four mid-to-large cap biopharma companies for the second time.
This week’s blog is by a former colleague and partner with Deloitte UK, Simon Hammett who retired earlier this year after an exemplary career to pursue a number of long held ambitions. Knowing that one of his new roles was as a Trustee of Prostate Cancer UK, I asked him to share his experience by way of a blog and true to his word he has delivered as promised. In Simon’s own words:
I became a Trustee on the Board of Prostate Cancer UK in March 2016. With over twenty years’ experience in the healthcare and life sciences sector, I wanted to give something back. I have found the experience incredibly satisfying for a number of reasons.
Deloitte's recently published report, Facing the tidal wave: De-risking pharma and creating value for patients looks at how the healthcare ecosystem has become increasingly complex, strained and challenged by a responsibility to deliver better patient outcomes while managing escalating healthcare costs. One of the key issues identified in our report was that the incidence of cancer is expected to increase substantially over the next few decades, whilst the financial burden and cost to society for the disease are expected to increase significantly. A recent article by Deloitte's global life sciences leader Greg Reh considers changes to the ways in which oncology treatments are now being funded in the US, known as value-based oncology payment models, and the implications this will have for biopharma companies. This week’s blog seeks to share these insights from the US and the potential implications should European funding systems adopt similar payment models.
Last week’s World Antibiotic Awareness Week was aimed at continuing to raise the profile of importance of tackling antimicrobial resistance.1
November 14th was World Diabetes Day.i Today in the UK there are some 3.5 million people diagnosed with diabetes and 549,000 people living, unknowingly, with the condition. In 2015, diabetes cost the NHS some £10 billion, however, the real cost to the individual is the debilitating effect of the disease and the increased risk of developing life-threatening complications. People with diabetes are twice as likely to be admitted to hospital and, every day in the UK, some 65 people die prematurely from complications of diabetes. Improving the management of diabetes has significant implications for patient outcomes and reducing healthcare costs.ii This week’s blog is a personal story of living with diabetes type 1 and the impact that health technology can have on improving diabetics’ lives.
This week we launched our report Primary care today and tomorrow: Adapting to survive, which provides an update on our understanding of the developments and challenges in primary care since our first report in 2012 (Improving general practice by working differently). Since 2012, primary care providers have encountered an increasingly turbulent political and financial landscape, with a range of new pressures emerging. Workforce shortages have combined with rising patient demand, inadequate facilities and on-going under-funding.
The digital revolution, has completely transformed how we access, collect and transmit information. In the last decade the ‘internet of things’ and the increasing capacity and capability of smartphones, tablets and more recently wearables, have had a profound impact on society as a whole. Changing consumer expectations, behaviours and demand. In response, businesses are constantly adapting and innovating from contactless and online banking services to smart energy meters and now the ‘connected homes’. Our report in 2015 Connected Health: how digital technology is transforming health and social care and our more recent research for our report Vital signs: how to deliver better healthcare across Europe suggests that healthcare may in fact be at a tipping point in its digital revolution.
This week, our Deloitte public sector practice, in collaboration with Reform, published their fifth annual report – The State of the State 2016-17: Brexit and the Business of Government. The report is a unique analysis of the UK public sector and provides a compelling commentary on the big challenges it faces as the UK Government moves from an era focussed on eliminating the budget deficit, into an era of multiple and complex challenges. Specifically, the need to manage the UK's departure from the EU, drive major reforms and maintain business as usual.