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By Glenn Snyder, Principal, MedTech Practice Leader, Deloitte Consulting LLP
This week’s blog, by Glenn Snyder from the US firm, first appeared on the US Center for Health Solutions blog site. It was published in advance of the AdvaMed annual conference in Boston, where he led a session on transformational innovation with a panel of CEOs from three medical technology companies. During the session, they examined how innovation is changing thanks to the value-based marketplace and the evolution of digitally-enabled devices. They also discussed how start-ups and companies from outside of the medtech space are driving rapid changes in the market in ways that leverage their strength rather than traditional medtech strengths.
By Krissie Ferris, Research Analyst, Centre for Health Solutions
Cancer Research UK (CRUK) is encouraging the nation to take the ‘Veg Pledge’ this November and go vegetarian or vegan for one month.1 Those taking part can obtain plenty of tips, recipes and fundraising ideas from CRUK to help them through their challenge. Being vegan myself, and having just completed my first week at Deloitte, it was great to see so many plant-based offerings on the menu at our snazzy 1 New Street Square canteen. Providing more plant-based options is the main way employers are responding to the cultural shift that is turning more and more people towards plant-based diets (see Deloitte’s 2019 article ‘Plant-based alternatives, Driving industry M&A’).2 However, there are many other approaches that leading companies like Deloitte can take to encourage and inspire plant-based eating in the workplace. This blog explores those opportunities and the benefits of plant-based eating.
By Mark Green, Director Board Advisory
The NHS Long Term Plan (LTP) and the development of STPs, ICSs, ICPs and now PCNs (see Figure 1), not only makes for a mouthful of acronyms, but also raises the prospect of a governance headache. While the LTP requires every NHS organisation and their local partners to become part of a geographically-based ICS by April 2021, and recognises that it’s possible to implement the necessary changes without primary legislation, it also acknowledges that legislative change could make implementation easier and faster.1 However, there are currently limited signs of any primary legislation being introduced in the short to medium term to support and guide the shift in health and care policy.
By Mark Steedman, PhD, Manager, Centre for Health Solutions
This week, we have launched the first in a series of reports on artificial intelligence (AI) and its potential impact in driving the digital transformation of biopharma. This overview report, Intelligent biopharma: Forging the links across the value chain, explores the challenges and opportunities in AI adoption and the potential ways that AI might impact the different segments of the biopharma value chain (see Figure 1).1
By Elliot Birtwhistle, Deloitte Consulting
Genetic modification (GM) is the process of altering the genes of a living organism. The words invoke images of secret government labs and scientists in white hazmat suits that inject rodents with glowing liquid. The reality is somewhat more nuanced. Genetic modification either inserts a gene, or a small number of genes into a plant or animal – or ‘silences’ an existing gene(s) to produce a genetically modified organism. The applications are widespread and include medicines, consumer products and commercial agriculture. This week’s blog explores some of the issues surrounding GM foods.
By Peter Wallace, Partner in Consulting
Last week’s blog discussed the cost effectiveness of biosimilars and the extent to which they offer value for money for healthcare systems.1 This week’s blog, by Peter Wallace, our lead Partner for digital transformation of Life Sciences and Healthcare, looks at the issue through the lens of the pharma company.
By Karen Taylor and Pratik Avhad, Centre for Health Solutions
Two months ago, I participated in a Westminster Health Forum panel discussing Biologics and Biosimilars. My remit was to discuss the cost effectiveness of biosimilars and their contribution to value for money in pharma spending. This week’s blog shares the findings from the research we did for the presentation.
By Dr Christine Armistead and Gurminder Khaira
The combination of significant financial challenges, growing demand for services and major workforce shortages demands a different approach if the NHS is deliver the ambitions set out in the Long Term Plan (LTP). A key priority is the need to put the NHS back onto a sustainable financial footing. This includes major reforms to the NHS’ financial architecture, payment systems and incentives, and a requirement for the NHS to deliver cash-releasing productivity growth of at least 1.1 per cent a year.1
By Nahiyan Khan, Intern, Monitor Deloitte
My journey as an intern started back in December 2018, alone with my laptop and wavering confidence, fuelled by the daunting stories from my peers about the hundreds of internships they had applied to and the succession of rejections they seemed to get like some sort of corporate ‘tinder’. This, coupled with my third year dissertation constantly on my mind, meant that I didn’t have the most motivated mind set. Still, I remember deciding to apply to one last internship before retiring for the day - Monitor Deloitte. This choice came from a mixture of wanting to get an insight into what strategy consulting actually does, and hearing about Deloitte as a great place for a new graduate to start their career. First would come the immersive online assessment, followed by the job simulation and then, if successful, the final assessment (see Figure 1).
Payment reform for integrated care: The risks and rewards of reforming payment mechanisms in the NHS
By Jon White, Deloitte Consulting
The NHS Five Year Forward View, published in 2014, included proposals to develop five new models of care or ‘Vanguards’ to help transform and integrate health and social care services. Starting in 2015. NHS England allowed health systems the flexibility to introduce new payment mechanisms that would provide better incentives for local care models. Five years on, we have seen pockets of innovation such as the aligned incentive contract in Coastal West Sussex and the outcomes based contract in Greater Manchester. However, by the end of the vanguard phase of the new care models programme, in March 2018, instead of developing new contracts, most vanguards had used a consensus approach based on non-legal agreements between their partners.i