GAFAMS, STARTUPS & INNOVATION IN HEALTHCARE by PHARMAGEEK

Advancements in healthcare technology

There have been several ways the healthcare industry has adopted technologies differently. For example, when the entire world was under lockdown due to the pandemic, the world adopted a new concept of consulting doctors: teleconsultation or telemedicine. 

Even after the pandemic is over and the world is gradually restoring balance, people still rely on online consultations instead of visiting doctors in person. It is how technology has revolutionized the healthcare industry and changed its future for the good.

In this following section, we will learn about the top healthcare technology advancements in the industry and how these have affected the overall operations and target audience.

1. Teleconsultation and telemedicine

The term has almost become the best friend of people of all ages, backgrounds, and cultures since Covid-19. After the world witnessed a nationwide lockdown, regular people weren’t allowed to walk outside, even if that meant for a health check-up. However, people who were either affected by the infection or needed immediate medical assistance were allowed to go out and visit the doctors. Since medical assistance and healthcare services are always in need, doctors decided to offer their services and consultations over the Internet.

It was either through WhatsApp calls or other online video conferencing software programs. Doctors and patients conversed with one another over video calls instead of the regular clinical chambers. 

It is what teleconsultation or telemedicine is: a revolutionary practice in the healthcare industry where doctors and patients can talk with one another over the Internet without requiring physical assistance.

One of the major changes the healthcare industry has witnessed in recent years is digital help. The term digital health is comprehensive and multidisciplinary. 

It involves incorporating technology, primarily hardware and software, into healthcare practices to provide deeper and better insights into a patient’s conditions with maximum accuracy and precision. 

For example, heart tracking devices come with special sensors that record the heartbeats and pulse rates and display the information as connected peripheral devices. It is what digital health is all about. It is a technological concept through which traditional healthcare practices involving manual work can be transformed and automated using modern software based on technologies such as artificial intelligence and the Internet of Things. 

Similarly, the introduction of robots assisting doctors in surgeries, including complicated ones such as open heart surgeries, is also a prime example of digital health. Any modern-day healthcare practice involving technology can be termed under this category. It is considered a comprehensive and multidisciplinary practice in the healthcare industry.

3. Artificial intelligence and IoT

With the amalgamation of the 2 most advanced technologies of the decade, artificial intelligence and the Internet of Things, the healthcare industry can achieve miracles. For example, hospitals and clinics can rely on robotic doctors to perform surgeries instead of human doctors with the help of artificial intelligence and the Internet of Things. 

Similarly, when a patient is admitted to a hospital under comprehensive care, IoT will help remove data silos and allow collaboration between doctors from various departments at the earliest. Therefore, it is evident that artificial intelligence, when combined with the Internet of Things, can bring positive changes in the healthcare industry at so many different levels.

4. Electronic health records or EHR

One of the major areas where the healthcare industry has truly advanced and come forth by a significant distance is capturing and storing records. In earlier days, healthcare organizations such as hospitals and clinics used to store all the data sets in manual register books. 

They lacked clarity and organization in handling data and didn’t understand the mistakes they were committing using the manual registers. 

It is where the concept of electronic health record or EHR comes into play. Here all the records are captured online and stored in the databases as digital. Any person with access to the database can extract and check the data. Everything is sorted in terms of stables and columns automatically. 

Therefore, no one has to deal with recording the details manually in the databases and making mistakes. Apart from this, a database can typically store electronic health records of more than 10 years without deleting a single record.

Challenges in implementing healthcare technology

There is no doubt that the healthcare industry has been advancing at a rapid rate in recent years. However, the major concern of most healthcare companies and institutes is regarding the implementation of these advanced technologies in the easiest possible way. They have many challenges to overcome, and the process is not at all easy. So, let’s have a brief look at the steps the healthcare industry is taking concerning the challenges faced in technological implementation and adoption.

• First and foremost, not many people are aware of teleconsultation and telemedicine. Therefore, doctors and other healthcare professionals who still want to conduct consultations online need to accommodate patients’ education concerning the use of the Internet and digital technology for healthcare.

• Implementing artificial intelligence and the Internet of Things into healthcare technologies is challenging. Not only are there rooms for errors, but these are quite nascent. Although several robots are used to perform minute procedures, large-scale implementation is out of bounds at present. 

• Another major area where the healthcare industry is facing challenges in technology implementation is data security for mHealth (mobile health). There is no doubt that electronic health records have solved many problems for healthcare companies, such as record storage and maintenance. However, the database can be hacked easily, and if the situation is such, the healthcare business will lose a significant amount of confidential information and private belongings.

Conclusion

Here, we have discussed varied technologies in the healthcare industry. Although these technologies are yet to be adopted worldwide, proper planning and risk analysis can help mitigate the chances of failures and increase success. 

If you want to know more about the role of technology in healthcare, enroll yourself in an online MBA in healthcare management program from Manipal Academy of Higher Education (MAHE). This course has been curated to help you understand how different technologies can be implemented in the healthcare industry for a better patient care.

Healthcare and technology go hand-in-hand. But the question on many people's minds is where are they going? Digital health trends like telemedicine, IoT devices, and virtual reality surgical training continue to attract massive investment, helping the industry improve health equity worldwide.

The World Health Organization defines health equity as "... the absence of unfair and avoidable or remediable differences in health among population groups defined socially, economically, demographically or geographically."

Put simply, health equity is all about making healthcare more accessible and affordable for everyone — and digital health trends are the driving forces behind health equity.

Of course, there are many challenges on the road to achieving this goal, with stakeholders at all levels of government involved and a myriad of social determinants of how we collect, analyze, and share health data. 

Read on as we explore the five crucial digital health trends with real momentum and explain why they matter to health equity and the future of healthcare.

5 Biggest Digital Health Trends to Watch

The pandemic triggered massive disruption in the healthcare industry and pushed the sector to invest more in innovative new technology. Some of the following digital health trends gained momentum during the pandemic and are predicted to change the future of medicine:

1. TELEHEALTH

Telehealth is the use of digital communication technologies such as computers, mobile phones, and tablets, to facilitate the delivery of healthcare services.

As the pandemic reduced in-person visits, healthcare providers had to pivot quickly. In April 2020, over 43% of Medicare primary care visits were conducted via telehealth services. 

Even as the COVID-19 vaccines roll out globally, telehealth looks set to stay. Studies from Fortune Business Insights predict the telehealth market will grow beyond $185 billion by 2026.

Why it matters

Telehealth offers multiple benefits, including:

• Expanded healthcare access: More people can access health-related services, including medically vulnerable people and people without transportation or a provider in their local area.
• Reduced contact: There is less contact between healthcare workers and patients, and also less chance of illness spreading, with fewer patients in medical buildings. 

• Care for urgent non-COVID-19 conditions: Patients with chronic conditions who need frequent checkups may be able to schedule remote appointments, if no in-person tests are required.
• Continuity of care: With consistent communication, providers can nurture their relationships with patients and potentially avoid any negative consequences caused by delayed or missed in-person appointments.

What to expect

People want a seamless digital experience to schedule appointments, get medication, and receive essential communication and advice on their health. Telehealth — instead of being a passing trend — is expected to become an important component of a comprehensive health care plan that improves the patient experience.

An estimated 40% of primary care appointments could be conducted remotely, and providers that offer telehealth options are likely to benefit from greater patient volume. The American Hospital Association reported that hospitals lost $161.4 billion from March to June 2020. Telehealth could help hospitals recoup some of those losses.

McKinsey estimates that $250 billion of the total U.S. healthcare spend may go virtual in the years after the pandemic. Rather than looking to digital health trends as an experimental option, the sector must fully embrace innovation to improve the agility and efficiency of providers in the future.

2. IOT AND MEDICINE

The Internet of Things (IoT) is the growing network of physical objects that contain software, sensors, and other technologies that enable connections and data exchanges with disparate devices and systems across the internet.

Medical IoT is a rapidly growing field that uses wearable devices, monitors, and integrated applications for healthcare needs. With AI and machine learning technology, medical IoT can offer enhanced versions of traditional medical devices, like the  smart inhaler — a device that syncs patient usage with a mobile app. 

Why it matters

Medical IoT offers multiple benefits, including:

• Remote monitoring: Patients can use wearable devices and go about their lives. Meanwhile, healthcare professionals can remotely monitor patients' conditions with real-time data insights, reducing the frequency of in-person appointments
• Improved convenience: With the rise of 5G and smart technology in healthcare, patients have more ability to manage their conditions and health needs. For example, smart insulin pens, and glucose monitoring devices help people keep tabs on their health needs with minimal disruption to their lives. 
• Lower costs for patients: As the technology improves, many IoT devices will become more affordable, edging us closer to health equity. That’s good news for patients.

• Lower costs for hospitals: Hospitals rely on their complex medical equipment, such as X-ray machines, CAT scanners, and magnetic resonance imagers (MRI). The cost of replacing one of those machines is exorbitant, and any amount of machine downtime is costly. With IoT devices that monitor these machines and alert technicians about problems, hospitals can perform better predictive maintenance and avoid costly downtime. 

• Furthermore, hospitals can use sensors to track supply inventory, optimizing their usage and spending on gases, chemicals, and disposable items like masks, gloves, and syringes.

What to expect

IoT is one of the fastest-growing digital health trends — DataProt reports a compound annual growth rate (CAGR) of 28.6% this year. This growth is supported by the global adoption of cloud computing and mobile apps. 

When it comes to healthcare, data storage and security are paramount. Patients must be able to trust healthcare providers with sensitive personal information. In addition to protecting personal information, IoT devices must be reliable in terms of their connections, performance, and real-time data delivery. If there are any lags or downtime, healthcare professionals could miss critical information about a patient's health. 

The cloud age is ripe with opportunities for healthcare, but trust in data security and IoT functionality is still evolving. With that in mind, we can expect greater investment and funding to improve upon IoT technology in the years ahead.

3. APPS FOR EMPLOYEE WELLNESS

As life amid a pandemic extended, it deeply affected mental health as well. Mindfulness apps like Headspace, Liberate, and Calm weren’t just for the niche meditation audience, as mainstream adoption drove download numbers in the wellness app market. According to a report from The New York Times, Calm acquired 10 million new users, and venture capitalists pooled

$75 million to take the company’s valuation north of $2 billion.

Employers are increasingly recognizing that wellness apps could be helpful for their employees. Company initiatives like corporate wellness retreats, workplace yoga, and team-building events have been around for decades, but the employer-provided wellness app is a relatively new concept.

Why it matters

Employee wellness apps offer multiple benefits, including:

• Increased job satisfaction: A report from SHRM found that 48% of U.S. employees claim that they would have more confidence in digital health tools if their employer offered them. Moreover, 26% said that if such apps were on offer, they would be more inclined to stay with their current employer.

• Reduced costs: The increasing usage of health apps will help reduce overall health costs for providers and patients. In 2018, reports estimated health apps might save the U.S. healthcare system $7 billion each year. As the mobile age continues to attract more people to wellness apps, employers should see a decrease in employee “sick days,” which would in turn boost productivity. 

• Personalized healthcare: Many health and wellness apps enable users to set up a personal profile, which will then track key measures like weight, calorie count, and blood sugar levels. With personalized healthcare at our fingertips, people can have more control over their health. Also, users can share health data with their providers.


What to expect

Some of the apps targeting the corporate workplace include Limeade, which enables companies to nurture a culture of well-being and inclusion, and Vantage Fit, which helps employers create simple wellness programs and challenges to help their employees stay fit and healthy. 

The Future of Health report from Deloitte projects wellness to continue as one of the most important digital health trends in the next 20 years. By 2040, we can expect a fundamental shift away from treatment-focused medicine, with 60% of spending going toward improving health and well-being.

In line with this trend, employers will focus more on marketing to audiences that are interested in wellness apps and practices. Companies will implement digital wellness strategies as they attempt to build their teams and improve workplace morale and job satisfaction. 

4. CONTINUED INNOVATIONS IN INFECTIOUS DISEASE MANAGEMENT

Soon after the COVID-19 pandemic began, it was apparent just how unprepared the healthcare sector was to handle the situation. Within a few weeks, the only digital health trends worth talking about were those that sought to combat the spread of the virus. 

Many countries raced to launch apps that would help governments and healthcare providers with virus testing, tracking, and monitoring. No sooner than one app was launched, another would arrive with enhanced capabilities for shorter testing times and better tracking features. 

Unfortunately, it took the tragedy of the pandemic to spark innovation in the healthcare industry. While there have been massive losses since the end of 2019, there has also been tremendous progress.

Why it matters

There have been remarkable breakthroughs in genomics and sequencing technologies In the last two decades. This progress laid the foundation for the COVID-19 vaccines and made their accelerated development possible.

Messenger RNA (mRNA) is the basis of the first vaccines. But it's not limited to tackling COVID-19, as it enables researchers to create many other vaccines and treatments at much lower costs and in less time than traditional methods. Described as “biological software,” mRNA vaccines can be customized with a protein code that stimulates an immune response to a specific pathogen. 

We may soon see new solutions for other diseases, including malaria, hepatitis B, tuberculosis, and cystic fibrosis. Furthermore, researchers are looking at how mRNA medicines could be used to treat cancer, with clinical trials in progress.

What to expect

The rapid innovation in healthcare throughout the past years made it possible to bring testing for COVID-19 mobile. Soon, we should be able to test for other infectious diseases outside of traditional healthcare settings, enabling providers to test people in workplaces, schools, and homes.

In February 2021, Moderna, Inc. announced intentions to ramp up manufacturing investment, as it targets the production of 1.4 billion doses of its COVID-19 vaccine in 2022. We can also assume that virtual healthcare will enhance efforts to control the spread of disease.

Historically, the vaccine development process has been slow — 10 years, in some cases — but production timelines for mRNA vaccines could be as short as three to four months.

In the future, AI and predictive analytics will be crucial to helping medical professionals develop a better scientific understanding of the incubation and spread of infectious diseases. However, at a more fundamental level, the entire global health system is set for an overhaul of supply chains and logistics so that it's possible to deliver effective, affordable vaccines and healthcare to whoever needs it when they need it. '

5. VIRTUAL AND AUGMENTED REALITY

Not long ago, virtual reality seemed like a novelty best suited to video games. Now, virtual reality (VR) and augmented reality (AR) technology offer a wide range of practical uses beyond gaming and entertainment.

In healthcare, VR helps with surgical training and planning, enabling both surgeons and patients to get more comfortable with procedures. There are also many reports about the efficacy of VR for helping with chronic pain management and mental health.

MarketsandMarkets conducted a study on the expected growth of AR and VR in healthcare, projecting a 30.7% annual growth rate between 2017 and 2025. 

Why it matters

Health professionals already use virtual reality to treat a variety of conditions, including mental illnesses, such as anxiety, phobias, and post-traumatic stress disorder. Providers can use VR and AR technology to create simulations of real-life scenarios where people feel psychologically challenged — for example, dealing with eating disorders, a fear of heights, or social anxiety. 

Although people understand when they put on a VR headset or use an augmented reality application that the environment is artificial, the simulation gives them an opportunity to face challenges and overcome their fear with practice. Oxford VR reports that this style of immersive therapy can reduce fears and phobias by 68% after an average treatment time of only two hours. 

On the providers' side, VR helps medical professionals build their skillset. A study on the impact of VR training in healthcare revealed that students who received VR training were able to complete medical procedures 20% faster than a group who only received traditional training. Also, the VR-trained group completed 38% more steps correctly. 

What to expect

The healthcare VR market was just $2 billion in 2019, but a recent report from Verified Market Research predicts massive growth, to the tune of $34 billion by 2027.  

In the next year (and beyond), we’ll witness many new VR and AR applications in healthcare. These technologies transcend the short shelf life of many digital health trends, as they present tangible long-term benefits for medical professionals and patients, which can save time and money, and improve overall patient care.

Companies like Oxford VR and Karuna Labs are leading a mission to help people who have chronic pain and mental illness — both of which were health problems long before the pandemic lockdown.

VR is still a developing technology. As it continues to advance, its capabilities herald exciting developments for areas like preventive healthcare, rehabilitation, and cancer therapy.

FINAL THOUGHTS

The technology behind telemedicine, IoT devices, and healthcare apps didn’t just start appearing in response to the pandemic — we’ve had it for years. But it took the pandemic to push healthcare forward, and for health institutions, providers, and patients to embrace digital health trends and new technology.

The benefits of modern technology have now touched almost all aspects of our life. However, healthcare is one area that has probably gained the most from technological innovations we have experienced in the last few decades. Be it reducing nursing home abuse or the development of new treatment methodologies, technology continues to make our healthcare sector more efficient. Technological developments accomplished in recent years have saved millions of lives and improved the quality of human life.

Let us take a look at some of the most noteworthy improvements in healthcare caused by the latest technological innovations.

Digitalization of Health Records:

The replacement of paper-based records by Electronic Health Records (EHRs) has been a massive game-changer in the healthcare industry. This development has not only made it possible for the patients to access their medical records effortlessly but also ensured that critical errors are caught promptly.

Amongst many benefits brought to healthcare by electronic health records, here are few important ones.

• Improved Patient Care: EHRs are capable of sending automatic alerts to physicians about potential issues. This is proven to be a critical benefit for the treatment of unresponsive patients.
• Better Public Health: EHRs also help the process of advancing medical knowledge and developing treatment methodologies for health problems by proving important information to clinical researchers.
• Simplified Workflow: Out of all types of allied health workers in the US, medical coders and billers probably have the most stressful job. The introduction of EHRs has undoubtedly made lives much easier for these key healthcare professionals.
• Lower Healthcare Cost: A study conducted recently by the University of Michigan suggests that the expense incurred on outpatient care can be brought down significantly by shifting to electronic health records from paper.

At a recent healthcare conference I attended in Silicon Valley, I met an entrepreneur who introduced himself briefly thus: “I’m the CEO of [his company]. We’ve raised $50 million in VC money.” That was it. No introduction to his product, no mention of how many employees, what clients they serve, or anything else about his business.

I wondered if this is the new digital health startup landscape, where raising millions of venture capital or VC money is the goal, not necessarily a means to a goal.  

Let the facts speak for themselves. Digital health funding exploded in the first half of 2018, at $6.8 billionuntil the end of Q3, according to Rock Health, one of several firms that tracks these numbers. More investors, bigger average ticket sizes, more companies funded; there is no better time to be a digital health entrepreneur. Money seems to be there for the asking. Big money, early on. Series A looks like the old Series B. (The last time I saw anything like this was when people were buying second and third homes a decade ago with easy credit.)

What do the latest digital health funding numbers tell us?

Let us parse the latest numbers a bit. The most significant funding category in the report has been “on-demand healthcare services,” which includes any form of telemedicine and at-home healthcare services. This makes sense. Healthcare is shifting away from the clinic and hospital environments to home-based and virtual healthcare. Indeed, this shift is the whole premise of digital health transformation at this time (never mind that the reimbursement model for virtual care delivery is yet to evolve). Other dominant funding categories included consumer health information, fitness and wellness, and disease monitoring. All these categories of healthcare services are primarily delivered through mobile apps or with the help of remote sensors and devices from which data is harvested to personalize the service.

The slew of digital health startups, continuing to raise eye-popping amounts of venture capital money, flies in the face of what the naysayers have predicted for the past couple of years – that most of these startups are “zombies” headed for certain death in the next 18 to 24 months. Evidently, that has not happened. Is there something we’re missing?

The Rock Health mid-year funding report provides a couple of clues to solve the mystery. Firstly, the number of exits, especially in the form of IPOs, has significantly trailed behind the fund-raising. While more companies are progressing to later funding rounds and getting there faster than before, there does not seem to be a definite end in sight. Maybe the dam is about to break, and we will be flooded with IPOs next year, but it certainly does not look like it now. Secondly, the exits that are happening are those where one digital health company is acquiring another. This could also explain why the conference I attended felt as if it was a group of digital health startups pitching to other digital health startups. Hardly anyone in attendance seemed to be from the VC or healthcare enterprise community unless they were there in the role of speaker or panelist.

So, the first thing we learn from the latest funding report is that digital health startups are not scaling fast enough to merit IPOs or big exits. This is the rock they are pushing up against. I have discussed this in a previous column here.

The “kill zones” for digital health innovation

In my book, The Big Unlock, I classified the technology vendor landscape as Custodians (electronic health record or EHR firms), Enablers (big tech platform companies like Google and Microsoft), Innovators (startups) and Arbitrageurs (consulting firms). There is a degree of inter-dependency among all these categories of vendors when it comes to transforming healthcare through technology. However, there are significant asymmetries in the interdependencies.

As an example, innovative startups cannot go on their own if they are looking to sell their solutions to large enterprises. For the most part, digital health startups are focusing on “last mile” solutions. These solutions must sit on another platform such as a Google or Microsoft Health Cloud, or more likely an EHR, such as a Cerner or Epic. While many of these new digital health solutions are innovative and user-friendly, there are many reasons they do not reach scale quickly. In this piece, I discuss the several “kill zones,” or situations a startup can find itself in and become vulnerable to external forces.

A common kill zone is the pilot phase deployment for a digital health solution in a large healthcare enterprise. “Death by pilot,” “pilotitis” and “pilot purgatory” are some of the colorful terms used to describe this painful situation. The gaps in handoffs between innovation groups and operations in the health system is another. Innovation groups by and large are set up as separate, stand-alone units which, while facilitating innovation, often fail in the process of transiting the solution to a broader adoption through the enterprise IT function. The no man’s land between the Chief Innovation Officer and a CIO is a potential kill zone for startups.

Even if digital health startups successfully cross the Rubicon into CIO-land, they face the ultimate kill zone: a dominant EHR vendor who has a similar solution on their product roadmap. Many health systems will choose to go with the EHR vendor’s solution by default even if the choice is to go with an inferior solution.

“Kill zones,” where innovators can be put out of business simply by being in the wrong place at the wrong time, are common threats to startups across the spectrum. Digital health startups need a “moat” – an unsurpassable advantage from a superior product or service to keep the big tech firms at bay. The investors pouring money into these startups are presumably betting on some of the startups achieving just that. For the vast majority of digital health startups that do not have it, they can only hope to continue to raise money and stay afloat till they become cash flow positive or score a successful exit. The other options are not pretty.  

According to The Alzheimer’s Association, there are over 5 million Americans with Ad. It is the sixth leading cause of death. More than 15 million caregivers provided an estimated 18.1 billion hours of unpaid care at a value of approximately $221.3B. The impact of this disease is also well-illustrated in a recent  PBS documentary.  While it might seem incongruous on the surface to discuss digital technology and a population with significant cognitive challenges, I will illustrate how it can be beneficial at different stages of the disease’s course.

Cognitive Assessment Tools.  Most tools for assessing cognitive abilities have been of the traditional written form, as offered by the Alzheimer’s Association.  The ability of digital tools to detect early diagnosis of Ad is important in medical and social planning for the patient and family. Some have taken traditional diagnostic tools and transformed them into a digital platform. Such is the case with Quest Diagnostics’ CogniSense.  A more transformational approach is one seen with a utilization of the Anoto Pen which can measure the writing instrument’s position up to 80 times per second. An exciting study by the Lahey Medical Center and MIT’s Computational Science and Artificial Intelligence Laboratory looked at using the Anoto Pen versus traditional cognitive assessment tools for Ad and other diseases. This method has already shown advantages over traditional tools, described in an MIT News piece: “… while healthy adults spend more time on the dCDT [digital clock drawing test via Anoto] thinking (with the pen off the paper) than “inking,” memory-impaired subjects spend even more time than that thinking rather than inking. Parkinson’s subjects, meanwhile, took longer to draw clocks that tended to be smaller, suggesting that they are working harder, but producing less — an insight not detectable with previous analysis systems…”  A digital platform called Neurotrack claims it has the ability to detect Ad at its earliest stages by assessing recognition memory, a function specific to the brain’s hippocampal region which is affected early in the course of Ad. Digital assessment tools like these can also save clinician time and offer a better objective patient assessment.

Cognitive Improvement tools. A handful of small studies have shown that ‘brain exercise’ in the form of cognitive augmentation games decreases the risk in normal individuals of getting Ad. One would naturally ask if this carries over to those already diagnosed AD. Some earlier studies suggested this was the case. An older review of multiple small studies showed that while they suggest that brain exercises slowed progression of cognitive decay they did not affect mood or the ability to care for oneself.  It is worthy of noting that patients with larger baseline ‘cognitive reserve’ do better to a point then characteristically have a rapidly progressive course. In a previous post, I discussed the merits of music as an ideal digital health tool. Music should be considered as a potentially much appreciated and useful tool.  Relative to Ad specifically, I would reference the incredibly informative and moving award-winning film Alive Inside, documenting the response of patients with severe Ad to music relevant to their personal past. An intriguing interactive game/tool is Tovertafel, a Dutch technology which projects via suspended box visuals onto a table.  There are various exercises and games on the platform which are both enjoyable and mentally stimulating. Less sophisticated yet popular games are offered by the Alzheimer’s Association.

Tools for monitoring daily activities. Technologies have been developed to aid patients with mild to moderate disease and their caregivers to make daily activities easier and safer. SmartSole makes an innersole with a GPS locator with an associated smartphone app and call service for alerts. Silver Mother by Sen.se is a customizable digital tech platform (front door position, room temperature, and water and food containers) connecting caregivers with love ones’ activities of daily living.  For patients with early dementia or for caretakers to connect with loved ones at a distance, grandCAREis a very comprehensive platform and service.

While one might associate digital tools with those of us who are “connected,” their utility in the realm of Ad can be profound.  I would submit that the potential for digital tech to prolong independence and/or improve lives of caregivers in the home or at a distance must be the subject of clinical studies.  Public health policy might very well change as a result of such outcome studies.

Google says it is ramping up its investments in health-focused initiatives even as it dissolves its single unified health division.

From consumer-facing products like sleep tracking tech with its Nest Hub smart home devices and Fitbit wearables to clinical initiatives like its Care Studio EHR search tool and its health AI work, Google has intensified its focus on health tech and expanded its reach into the healthcare market.

But those projects will now be split across Google's myriad teams and divisions as the tech giant pivots away from a unified health strategy and reassigns its 570 employees across the company, according to a leaked memo obtained by Insider.

Google Health chief David Feinberg, M.D., who joined the company in 2019, jumped ship to health IT company Cerner as its new CEO and president. The electronic health record software company announced the move late last week.

Meanwhile, the projects and teams that make up Google Health will now be scattered across different parts of Google, Insider reported Friday. 

A source at Google said the company remains deeply invested in health-focused initiatives but confirmed there will no longer be a single entity at the company focused on health projects.

The teams under Feinberg will all continue on, and there will be no job eliminations or project changes.

In a memo sent to employees Thursday, Jeff Dean, Ph.D., the head of Google's research division and Feinberg's boss, said Google Health would no longer function as a unified organization, Insider's Hugh Langley and Blake Dodge reported.

Google's chief medical officer, Karen DeSalvo, M.D., who leads the team focused on regulatory and clinical matters, will now report to Chief Legal Officer Kent Walker, the memo said.

Google Health's clinicians team, which is building a tool for physicians to more easily search health records, will now report directly to Dean. The health AI group, focused on projects like medical imaging, will report to Yossi Matias, the vice president of search and AI, Langley and Dodge reported.

The move to shutter the dedicated health division signals the end of a unified healthcare strategy at Google, Jeff Becker, principal analyst for healthcare at market intelligence firm CB Insights, told Fierce Healthcare.

"They are going back to a business-line vertical healthcare strategy, rather than the top-down pursuit of healthcare at scale at Google. The fractured healthcare strategy across Google never did get resolved," he said. 

He added, "Nest is still following its health strategy, Fitbit has its own healthcare strategy as does Google Search, and that's on the consumer-facing side. Google Health has an enterprise health strategy while Google Cloud has an enterprise health strategy and so does Verily. Different parts of the business are still pursuing a non-unified and non-cohesive healthcare strategy."

In a statement provided to Fierce Healthcare, a Google spokesperson said "Google deeply believes in the power of technology to improve health and wellness and we have increased our health investments across the company. This has included developing projects within Google Health, launching and expanding health-related features on Search, Maps and YouTube that reach billions of people, and welcoming Fitbit."

"Today, health is a growing, company-wide effort and the Google Health name will continue and encompass our projects that share the common purpose to improve global health outcomes," the spokesperson said.

Google reorganizes its health teams … again

Google Heath was formed in 2018 as a way to silo all of the tech giant's health efforts under one division. The company tapped Feinberg, former CEO of Geisinger Health, to lead it and develop a centralized, overarching strategy for the health-focused projects.

Back in June, the tech giant’s health division went through a significant reorganization, resulting in a downsized team and a streamlined focus on clinical and regulatory work rather than consumer-facing offerings, Fierce Medtech's Andrea Park reported, based on initial reporting from Insider.

That reorg included a transfer of nearly 20% of Google Health’s staff to other teams throughout the company, including its search division and newly acquired Fitbit.

"That was telling and a sign of another fracturing of the unified healthcare strategy," Becker said.

He added, "Google’s health strategy was notoriously fractured. We saw some early movement that it looked like this was going to go somewhere."

In response to the COVID-19 pandemic, Google Health created community mobility reports to aid public health efforts and worked with Apple on exposure notification technology. Google Health has built out clinical tools like Care Studio, developed an AI-powered dermatology assist tool and ramped up partnerships with health systems through its Google Cloud healthcare data products

Former employees previously told Insider that Google Health had a central business development team to explore ways the product area could make money, Langley and Dodge reported. The idea is to bake healthcare into what Google's already doing as opposed to making it a separate line of business.

And that could prove to be a more pragmatic approach to creating a revenue stream for different healthcare-related products.

"David was brought in to establish a broader aim and vision for the portfolio but other parts of the business seem to do just fine with their own niche. Maybe the more pragmatic approach is to let businesses that know those product lines verticalize them independently," Becker said.

Tech giants have struggled to rebrand as health tech companies. Microsoft tried and failed at a personal health records business. Microsoft HealthVault launched in 2007 but ultimately closed down in 2019 because of low adoption.

There also came news last week that Apple is reportedly scaling back one of its most ambitious healthcare projects. According to a report from Insider, Apple is scaling back HealthHabit, an internal application that Apple employees can use to track fitness goals, talk to clinicians and manage hypertension.

Digital health is having a profound effect on health systems, changing the balance of power between provider and patient, enabling new models of care, and shifting the focus of health systems toward client-centered health care within low- and middle-income countries.

Though many of these changes are just being felt due to resistance by organizations and individuals reluctant to change the status quo, the explosive growth of digital technology globally means that these changes are inevitable. We can expect to see increasing use of telemedicine for remote diagnostics and treatment, protocol-driven health care to improve quality of care, and better access to goods and services through changes in the organization of transportation and delivery services.

Data will become central to health systems, whether big data and artificial intelligence tools for surveillance, planning, and management or “personalized data” in the form of universal electronic record systems and customized treatment protocols. As with any disruptive innovation, the growth of digital health will also bring challenges, including who owns, controls, and manages the data being collected and how to maintain privacy and confidentiality in this data-rich world.

Universal health coverage will not be achieved without a significant change in how health care is delivered in low-income countries. The current doctor-centered, facility-based system cannot be expanded sufficiently to achieve “health for all,” something we have been trying to do since the Alma Atta declaration of 1978. However, the use of digital technology in health care delivery has the potential to provide a needed breakthrough in achieving access to high-quality care to everyone no matter where they live. This commentary looks at how digital technology is changing the landscape of health delivery in low-income countries and what the implications are for achieving universal health coverage within the next decade.

Current health care delivery models are largely based on a top-down medical model, driven by the World Health Organization, with doctors and nurses as the purveyors of knowledge and the arbiters of care. Care is primarily accessed through health facilities whether at the hospital or in the community, and information is delivered primarily by medical personnel.

Although lip service is given to the need for client-centered care the reality remains that services are primarily designed for and by the medical establishment with little regard for the convenience or needs of the client/patient. The problem with this model is that it is difficult to expand to meet the growing needs of the population who want more convenience, better information, and better access to care where and when they want it.

Health care in this regard is not unique. We have seen the disruption of taxi and hotel systems by businesses such as Uber and Airbnb and of commercial sales by Amazon and Alibaba. Access to digital technology through the use of smartphones has fundamentally changed who the dominant players are in these fields and how we access services. We are seeing a shift in the balance of power from the traditional vendors to a new digital model whereby services are made more accessible and more flexible depending on the needs of the consumer. In health care we are beginning to see these same changes.

Medical information is available online or through telemedicine and medicines can be delivered to homes through online pharmacies. Patients have access to their own medical records and may communicate with their providers using email or online portals rather than needing to visit a facility. Access no longer means physical access; for many purposes, it can mean virtual access through telecommunications. In high-income countries, these changes are being driven by the need to lower (or at least limit growth of) costs, whereas in low-income countries the driver is the poor access and quality of the care that is delivered and the explosion in access to digital technology.

This digital revolution is not limited to wealthier countries. According to the Global System for Mobile Communications, there are over five billion unique digital phone subscribers reaching an estimated two thirds of the global population,1 including 2.27 billion monthly active Facebook users in 2018.

The highest growth of digital technologies is now in low-income countries, where according to the Pew Research Center, 84% of people in developing and emerging economies own a cell phone compared to 90% of people in the United States and people in emerging and developing nations are quickly catching up to those in advanced nations in terms of access to technology.2 And beyond the growth in numbers of users, digital technology is having a greater impact on the lives of the poor in low-income countries. A recent project in Zanzibar, Tanzania, has shown how the use of digital technology has been able to significantly increase the ability of women to access safer delivery services.

In India, Uganda, and Tanzania, ambulance services focused on the use of digital protocols and access have replaced the largely nonexistent public system. In South Africa, two million young women have access to accurate information about sex, health, and motherhood through a national online service run by the government.4 In addition to these health programs, digital technology is being used to create new and more transparent markets for farmers, virtual learning platforms for education, and easy and inexpensive digital banking services throughout Africa and Asia. What does this mean for health care?

A New World of Health Care

Recent work by the World Health Organization has described at least 12 functions that digital technology is providing in health5 and is currently developing a set of recommendations for all countries on its use.6 In brief, these functions include providing better and more direct information to everyone about health and illness; providing direct support to health workers and supervisors regarding the diagnosis and treatment of patients; providing verifiable and searchable records about births, deaths, and health encounters; and providing health managers at every level with operational and strategic information about drug availability, finances, and human resource management. Impacts on these functions will fundamentally change the delivery of health care in ways that we may not fully anticipate, but what is very clear is that disruption is coming. The following five elements describe how we believe that digital technology will change health care delivery and society.

Access to Internet-Based Information Will Be Universal
Though not everyone will own a smartphone, everyone or very close to everyone will have access to Internet-based information. With groups like Google and Facebook pushing for global Internet even in remote parts of the world, we are close to universal Internet access today, and this will be achieved in the next 10 years.7 Access may be through low-cost personally owned devices, community-based Internet kiosks, or some other mechanism.

This global access to the Internet will mean that information can no longer be controlled by a single body, whether governmental or professional. Increased use of social networks will provide more peer-to-peer information and access to publicly available Web-based health information will provide people with a wide range of information. Although the quality of information will not be uniformly excellent, the availability of diverse types of information will change the role of health workers from being the primary source of health information to facilitators who help individuals navigate the deluge of information that is available. This is already true in most wealthy countries but will become more universal.

The first point of inquiry about health will no longer be a health worker but rather the Internet or direct-to-consumer information by groups such as Mom connect in South Africa4,8 or the Ananya in India.9 The role of the primary health care worker will change; no longer the primary purveyor of information about wellness and illness, these workers will become guides to existing information, helping patients connect to useful and accurate information sources that are freely available. As in the United States where patients no longer ask their doctor what is wrong, they will come to seek care with a preconceived idea of their own diagnosis, which may or may not be correct. Health workers will necessarily become more sophisticated about what information is available to clients to help them navigate the world of almost unlimited health information.

Health Workers Will Be Digitally Supported

Today’s model of care relies on the proper training of health workers, who are taught to diagnose and treat patients and communicate with them about their illness and wellness. Yet we know that though training is very important in delivering quality services, it is not sufficient for delivery of high-quality care, and the use of decision support for clinical algorithms or pathways is increasingly being recognized as an important adjunct to quality improvement and is being recommended for use by the World Health Organization.

Every health worker will have a digital tool that helps him or her with diagnosis and treatment as well as communication to the client/patient. This can be in the form of checklists for routine care such as antenatal visits, decision support for diagnosis of illness, and video or graphic counseling messages from the provider directly to the client. Numerous studies have shown the advantage of using decision support,10,11 video counseling,12 and digital supervision strategies13 to improve quality. Though many of these strategies are in their infancy, they are increasingly being adopted by countries as core components of their health strategies.

Training will also be changed by technology. Training that today means face-to-face lectures and interactions will increasingly be replaced by distance learning, with the training customized to the needs of the student/health worker and the specific situation of the work. It will not be seen as a one-time effort but a continuous stream of training updates for each health worker. There will remain a need for face-to-face training (consider learning to perform surgery, for example) but the basic idea of continuous training will supplant the current training model. The content of the training will also change so that health workers, rather than trying to memorize every symptom and its meaning, will learn to navigate the digital world and use decision support and other tools to make better clinical decisions.14 Communications will also be changed as the use of video, animation, and graphics replaces the verbal advice that health workers provide (or at least should provide) to the client/patient.

Supervision in health care will also change. Supervision will not be the once-a-year unstructured visit by a supervisor but automated feedback to the provider and managers on what is happening, what the problems are, and suggested solutions. Today’s adversarial and judgmental relationship between supervisor and supervisee has the opportunity to be replaced by a shared need to improve performance with pay for performance and other shared incentives in place. Accurate real-time data about health workers’ performance will be available not only to supervisors but to their supervisors and to program managers as well. It will be provided in a format that is easy to interpret and will suggest corrective measures for problems that are recurrent.

Most Health Care Will Be Provided at Home

The current model of health care is that the client/patient must go to a health facility to get any kind of care or even advice. The new model will bring care to the patient rather than the patient to care. Advances in the use of telemedicine and universal access to information and communications will mean that people no longer need to visit a clinic but can ask questions and receive advice and treatment recommendations via telephone or some other device.

The use of low-cost digital diagnostic devices that can measure vital signs such as temperature, respiratory rate, oxygen saturation, and blood pressure simply and accurately with nothing more than a smartphone means that the use of telemedicine and at-home treatment will replace most outpatient (ambulatory) visits except for those who are very ill or have complex needs.15 This is especially important in addressing the global epidemic of chronic disease where home-based disease management is far more effective and inexpensive than the current model of periodic clinic visits. Many models already exist for this type of distributed care where people use telemedicine for frontline care and triage and facility-based care when it is needed.

One implication of the widespread use of telemedicine is the need for both electronic medical records and the use of unique ID numbers for each client. When the client/patient is no longer physically present at an encounter, it is important that the provider know both who is on the other end of the phone and what his or her past history is; for example, immunizations, pregnancies, and medications. This does not necessarily mean that there will be a single, universal platform but that there is a record that a remote provider can access. Recent progress in the use of biometric identifiers and simplified electronic medical record systems will mean that this is possible.17,18 The Aadhar program in India provides unique identification numbers for all residents in India based on demographic and biometric information. Managed by a statutory body created for this purpose, it has demonstrated the viability and functionality of this concept.

Transportation and Logistics Management Could Be Revolutionized

There will still be a need for face-to-face care, and that could take advantage of the sharing economy for transportation. With access to the digital network, people will be able to access bicycles, scooters, or cars (with drivers) through a growing number of companies. This model has been both disruptive and successful in the United States and Europe as well as China and India and is particularly appropriate for low-income countries where not everyone can afford a car or bicycle but can typically afford to rent one for a low single-ride payment. In Tanzania, D-tree International has shown the value of this approach for emergency transport.

In India, centralized private ambulance service is provided to millions of people using digital technology to manage the system. There is a growing body of evidence that the use of call-in services linked to ambulance systems in parts of India has a direct impact on health outcomes and can be implemented on a very large scale. Even small interventions such as the use of mobile money to send bus tickets to rural patients in need of specialized serviced can have a big impact on people’s lives.

For the delivery of goods and supply chains in remote areas, the changes are also significant. Better logistics planning and execution through the use of optimization algorithms can reduce transport costs and delays for both goods and people. Community health workers are using these algorithms to plan their weekly or monthly visits to people’s homes.

Expert systems are helping to triage patients to the appropriate facility based on level of care needed. And the use of drones in rural Rwanda and Tanzania has been shown to be successful in delivering blood products to remote health facilities24 and collect blood samples and distribute vaccines in remote areas where these products would be otherwise unavailable.

These examples of improvements in logistics and transportation management are being explored in low-income countries, and we can expect that technological advancements in this area that are developed for use in wealthier countries will rapidly become part of the landscape in how health is being delivered globally.

Data Will Be Central to Health Systems

It will not be surprising that one of the areas that will be most disrupted by the use of digital technology is its impact on data management and use. At present, few low-income countries have reliable data despite substantial investments in health information systems. Most data are still paper based, kept at the national level only on an aggregate level, and primarily used for reporting on the incidence of specific reportable diseases or numbers of patients seen. This is about to change. The shift to digital data collection systems at the point of care means that data can be collected in a more timely and complete manner, that data quality can be improved, and that health planners have incentives to use the data for planning and management.

The first breakthrough is that collection of data as a by-product of decision support in the hands of health workers will be available in a more timely way. No longer a separate activity from patient care, data entry will be part of clinical care. Data that are collected as part of the diagnostic process will be written to an electronic patient record, making individual records available for immediate analysis and use at any level of the system. At the level of the provider, this will make information available about the patient’s history, streamlining the diagnostic process.

The use of universal biometric identification will reduce the need for repeating demographic information. Timely information about patient care will provide supervisors and managers with better information about provider performance. Aggregate data can be used for reporting purposes, surveillance, and planning.28 Disease outbreaks such as diarrheal disease or malaria can be identified in real time by looking for spikes in the reporting of these symptoms.

A second benefit of digital data collection is that we can expect that the quality of the data will be improved. Because data are being entered as part of the delivery of care rather than as a separate data collection process, we are likely to see reductions in data entry mistakes. Errors in data will be more apparent to the health worker as they are used in treatment algorithms and there will be fewer opportunities to simply make up data as overworked health workers try to save time. Automated data quality checks can identify deliberate errors such as entering false records by alerts for records that are entered in a very short time period or have inconsistent entries. Other types of data checks can be introduced to validate the data being entered.

We can expect that more timely and accurate data will lead to improvements in quality of care. Providers themselves can benefit from individual data feedback and their supervisors can use the data for improved supervision. We may see patients using the data to assess the quality of individual providers or provider groups using programs such as Yelp, which is already available in the United States and increasingly being made available globally.

This type of crowdsourcing data about providers, facilities, and health systems is likely to grow as more people take advantage of Internet-based rating systems despite potential resistance from providers themselves who may prefer to remain anonymous.29

At the macrolevel we are already seeing a rise in the mining of data from health records to identify trends in disease patterns, link agricultural data with rates of malnutrition, and similar uses.

Artificial intelligence30 can be used for better diagnostic algorithms for individual care, better planning for personnel and logistics, and better reporting on the quality of care being delivered by individual providers or individual facilities. If linked to other types of demographic data, it can also be used by non-health organizations for marketing, research, or planning.27 However, it should be acknowledged that this use of comprehensive data at the individual level can also be used for less noble purposes, as we have seen with the recent sale of data by Google and Facebook31 for political or commercial purposes, and controlling the use of our data will be one of the major challenges facing health planners of the future.

Challenges

Though the use of digital technology has the potential to transform and improve the delivery of health care in low-income countries, it also raises many concerns, including how individual privacy and confidentiality will be maintained, who will control both the technology and the data, who will pay for the technology, and how to deal with the inevitable resistance to the changes discussed by those who benefit from the status quo.

Any discussion of electronic health records quickly leads to a discussion of privacy and confidentiality. Though this is not a new concern, because the same issues arise with paper records, the ease of analyzing and reproducing digital data is cause for concern.

Recent data breaches by numerous commercial and government enterprises have made it clear that these concerns are real and that data breaches or abuses will become a reality of the digital age. Although we can wish to go back to an era or more privacy and confidentiality, the reality of surveillance cameras on each street corner, tracking location through mobile phone networks, and monitoring credit or debit card transactions has made it nearly impossible to maintain privacy. And as the use of digital cash transfers and Internet purchases grows, control of privacy will become less possible32 and it is unlikely that we will ever again be able to protect all of our data as was done in the past.

What is needed is not to try to do the impossible but rather to adapt to the new reality. Trying to protect all of our data, whether financial or medical, will likely be an impossible task, but we can develop systems that identify which data are critical to protect and which are less critical. We can and should protect individuals with stigmatizing diagnosis such as HIV+ or gonorrhea but perhaps not be as concerned about common diagnoses such as malaria. Because we will not be able to protect all data uniformly, we will have to make choices about what to protect and who gets to decide.

This is, of course, true about all kinds of data, but medical data will have its own challenges in terms of what is confidential.

Questions around protecting individual privacy lead quickly to questions of who owns the data and the systems in which the data reside and who gets to decide what is private. There is an emerging consensus that the data should be owned by the individual, but this is far from the current practice. Data on individuals are being collected in the form of digital health records with little consistency on where the data are kept or who can access it. Governments have often taken the position that they are the owners of all medical data about their citizens and that the data cannot leave the country and be stored on servers in government ministries. However, few governments have the capacity to maintain these servers or truly understand that data cannot be kept within physical geographic boundaries. Further, recent actions by governments to target vulnerable populations for discrimination and prosecution33 have caused global concerns about government ownership of personal-level health data. It remains unclear how this challenge will be resolved.

Linked to data ownership is ownership of the system through which the data are collected and stored. At present, most data systems are private, and these private companies largely control how the data are stored, which enables them also to control how data will be used. Consider, for example, the Epic medical record system that now controls almost half of all medical records in the United States. Though the data are meant for use by providers at each facility and can be shared among facilities using the Epic system, it is almost impossible for researchers even from affiliated hospitals to use the data for any purpose not defined by Epic. Thus, though each facility that uses the software may own its own data, controlling the structure of the database in which the data are stored means that the software designer also has significant power over how the data are used. Private organizations have often wanted to own the system, whereas governments have demanded that it be openly available for modification. Closed proprietary systems (like Epic) are now giving way to new models of ownership whether open source, open standards, or simply freely available as defined in the “Principles for Digital Development.”34 This is one reason that governments have wanted to own both the data and the system.

At present, technology is being introduced by a wide variety of players. In India, the introduction of Aadhar19 has been a government-led initiative but control has been ceded to a statutory body. In Zanzibar, technology has been introduced by a nongovernmental organization but ownership is being transferred to the government.3 In Malawi, the government has been working with funders and consultants to develop a digital health strategy.35 What is common to these three models and most other examples is that the government has a central role in defining the policies and strategies for digital health, whereas implementation is often led by outside private groups. This approach makes sense for a number of reasons. There is a need for coordination of approaches so that systems that are developed for one application or geographic location can be integrated into a national or regional system. Providing separate digital systems for each disease entity or target population group is neither efficient nor effective, as demonstrated in Uganda where duplication of efforts by a multitude of funders and implementers led to a digital moratorium in 20105 but eventually to a national digital health policy.36 It is also true that in many countries the government remains the largest provider of health services and thus will need to be included in any national system. However, though government will have a role, most countries will also require substantial input from the private sector. Few governments have the agility and capacity to develop and test emerging digital technologies and are better suited to support rather than manage innovation.

A third challenge relates to the cost of the technology. At present, much of the technological innovation has been funded by outside groups, but there is increasing pressure on governments to provide more funding.37 In middle-income countries that is being done as governments see the value of digital technology in providing better care to their populations.

However, in many low-income countries, health spending is severely limited and, according to the Global Burden of Disease Health Financing Collaborator Network, “Development assistance for health is no longer an expanding resource for developing country health budgets.”38 Tepid growth in the amount of overseas development assistance since 2010 suggests that a greater part of the funding for digital technology (and indeed for health) will need to come from a mix of private sources and from the governments themselves.39

Part of the funding to support digital health systems will no doubt come from individuals who benefit from the service.

improvements, and to some extent this is already happening. A number of interesting experiments are underway to make this both feasible and affordable. People in Zanzibar have shown a willingness to pay for transportation for pregnant women in labor, and in India community organizations are being encouraged to create individual savings accounts where some percentage of the interest paid on the savings is used to pay for the system. Other models of mixed payment are being tried around the globe, and it is likely is that mixed models of individual, private, government, and outside funding will fuel the expansion of digital health technology, with substantial variation in the particular model being used.

Of course, one can always hope that the efficiency gains in the use of digital technology will actually offset the additional costs of implementation, but there is not yet any evidence that this is the case, especially when digital technology is in fact replacing a system that is already not sufficiently funded. Though an Uber-like system for emergency transportation may be more efficient than the use of government ambulances, if current spending on ambulance services is already much too low, this will not be a source of savings.

The questions then become whether external funding agencies will increase their willingness to continue to fund digital innovation, whether governments in low-income countries will increase their commitment to health spending, and whether private companies will be allowed to gain profits from their innovations. Like so many issues, these remain unanswered questions.

Conclusion

Though there is a growing consensus that digital health will be a positive change in the delivery of health care in low- and middle-income countries, there remain significant challenges to its implementation and growth.

As with all disruptive changes, those who benefit from the status quo will resist these changes despite the promise of better access and quality for the consumer. Digital technology will change the balance of power between the provider and the patient, leading to changes in the roles of both government and health care workers.

However, the penetration of digital technology across the entire global population will make these changes inevitable. The role of program planners and managers will be to use these changes for the common good and ensure that they benefit everyone and not only those who can pay for care or control the health care sector.

Two-thirds of the attendees polled at a recent innovation summit by The Economist agreed on one thing: health care is the sector that will benefit most from artificial intelligence (AI) technologies.

In health care, which is in the midst of an industry transformation and a digitalization of key aspects of patient engagement and care management, the role of data, analytics and AI are central to the organizational mission. However, it is easy to get caught up in one aspect or another when extolling (or decrying) the role of AI, while ignoring the near-term potential as well as the limitations of the technology.

How can AI play a role in health care today? In the words of S. Somasegar, a venture capitalist, there are three ways in which AI can impact a business today. Upwards, meaning that AI can take on intelligent capabilities that enable a higher level of interaction with humans; downwards, implying an ability to reduce costs; and outwards, which is to take AI to the edges of our computing infrastructure.

Voice recognition and natural language processing (NLP) technologies help us move up in health care by enabling remote-monitoring and home health care through a “natural” interface with humans. In the health care enterprise, NLP technologies can “read” complex medical literature and provide doctors and clinicians with intelligent choices for diagnosis and treatment options.

With the emergence of cheap computing and storage infrastructure, AI technologies help manage vast arrays of servers and networking equipment, detecting and remediating the most common problems without human intervention. “Purpose-built” hardware with inbuilt AI capabilities are becoming the norm in high-volume and time-sensitive operations that require running machine-learning algorithms on large data sets and doing it at low costs.

The notion of edge computing, a paradigm that takes analytics and AI to the edges of a computing infrastructure, has lately become important in the context of the Internet of Things (IoT) and smart devices. In health care, the proliferation of intelligent devices, in and out of hospital settings, has created many new opportunities. Tom Bianculli, Chief Technology Officer of Zebra Technologies, a firm that provides mobile devices, scanners and RFID-enabled tags used in hospital environments, talks about “digital diaries” that can log every minute and every second of a device’s operation in the context of patient care. Using a network of tags and near-field communication equipment, Bianculli is now able to track a mobile device in a caregiver’s hands as she makes her way through a hospital floor, recording and analyzing everything from her precise location to her pace of walking to the direction in which she is headed with the device. Extending it to outpatient or even home health care, the deployment of intelligent devices that can analyze data at the “end point” and sending it back to a back-end system can save lives by reducing the time involved in alerting caregivers to medical emergencies.

To some, all of this may sound futuristic. However, it doesn’t have to be complex use cases and high risk situations involving patient lives that determine whether AI is suitable for a health care institution. The vast majority of AI use cases involve “low-hanging fruit” that automates aspects of operations that are routine and repetitive in nature. AI can release humans from mundane tasks and enable them to work on more exciting and value-added tasks. In some industries with an acute shortage of skilled human resources such as health care, this may even be a necessity for long-term sustainability. 

The use of AI technologies comes with responsibilities as well. In the wake of recent disturbing news about a driverless car causing a fatal accident and the alleged misuse of Facebook profile data to influence the last presidential elections, there was a somber tone to the discussion at The Economist event. The gathering of AI technologists and industry leaders using AI to advance their business goals paused to reflect on how AI can be force for good and bad. Among the concerns: AI technologies by themselves may not reveal any inherent biases, but may unleash all manner of biases that reflect the biases of the humans who design the systems. There is a growing sense that AI should be used not just for the right predictions, but also to make predictions for the right reasons. While AI is coming on par with humans in aspects such as reading radiology images, the same neural network algorithms have potential for discriminatory profiling based on facial recognition and other decisions that have implications for society. The usefulness of AI models also depends on the data sets: as an example, selective representation of demographic profiles in a data set can give rise to biased conclusions on populations represented by that dataset.

The underpinning of success with AI lies in the underlying data. Fortune 500 companies are spending up to 50 percent or more of their IT budgets on information integration today, and no sector is more acutely aware of this than health care, with its complex environment of proprietary electronic health record (EHR) systems and emerging data sources. Unlike in other sectors such as consumer finance and retailing which are long used to multi-channel engagement with customers based on an omni-data capability that can aggregate and integrate data from a wide variety of sources, health care remains more siloed today than any other sector. The implications for AI adoption are clear: it will be slower than in other sectors.

Finally, having the data and the AI capability doesn’t ensure improved quality or reduced costs in health care. You need intervention models in place to do something with the data and have care plans for doing the preventive intervention, which can be challenging if the data is incomplete (as often the case with EHR data) or outdated (as with health insurance claims data). In an era of high-volume and high-velocity real-time data, these limitations will restrain the adoption of AI technologies.

As computing costs drop and AI technologies mature, health care and other industries will have to invest and catch up or get left behind in the great digital transformation under way. As someone said to me, there is a penalty for inaction. That penalty may be too big a cost to pay for most enterprises today. 

National Health IT week (NHIT Week). Healthcare IT has gone through dramatic changes in the past decade. Driven by a need to rein in runaway healthcare cost increases, the federal govt passed the Affordable Care Act (ACA) and its companion HITECH Act that used the Meaningful Use program of financial incentives to promote the implementation of electronic health record (EHR) systems. During this time, we have gone from what was largely a paper-based healthcare ecosystem to almost total penetration of digitized medical records. Health systems are now at the cusp of the next wave of IT-led transformation defined by these questions:

• What do we do with all the EHR data?
• What do we do about the explosion of new data?
• How is the market changing on us?

The coming years will see the transformation of healthcare delivery, driven by three important trends as they pertain to the role of information technology:

Data, analytics and artificial intelligence (AI)

The first AI-powered diagnosis of images was approved by the FDA this week. The arrival of data-driven, algorithmic decision-making using advanced computing infrastructure augments and enhances the capability of human physicians in the delivery of care. As the volume and variety of data have exploded in the past few years, so have the opportunities to derive additional meaning to predict and manage disease conditions. The digital transformation of healthcare is predicated on harnessing the power of data and analytics, and billions of dollars in venture capital money are pursuing that goal. However, AI has a “black box” problem which will impact adoption rates, as will ongoing concerns about data privacy, security, and ransomware.

What to look for: Increased adoption and transparency with AI models, increased use of personal genomic data, and the use of advanced analytics to solve public health issues such as the opioid crisis.

Changing healthcare markets

The healthcare consumer has long suffered the rising costs of healthcare. However, we may be approaching an inversion point driven by the burning questions of affordability and accountability in healthcare. Employers are taking matters into their hands and underwriting their employee healthcare costs, as we are beginning to see from the examples of GM and Walmart. By plying employees with wellness screenings and preventive care models, and by contracting directly with healthcare providers, employers hope to bring healthcare expenses under control while keeping their employees healthy.  Other factors at play; high deductible health plans have sharply reduced healthcare consumption among the older population while the younger generation is eschewing traditional paternalistic healthcare provider relationships for convenience and virtual care models. Digital health upstarts are coming up with innovative new models, built largely on the premise of virtual, AI-enabled, superior experiences enabled on smartphones and powered by remote data collection. Healthcare providers, for their part, find themselves sandwiched between giant pharma companies and health insurance companies, struggling to consolidate to gain and maintain negotiating power.

What to look for: M&A, industry consolidation, and the emergence of non-traditional players, all looking to use technology to “own” the healthcare consumer of the future. Case in point: the new Amazon-Berkshire Hathaway-JP Morgan healthcare venture led by Dr. Atul Gawande.

The digital health platform of the future

The past decade has been an incredible windfall for a handful of dominant EHR vendors who hit the lottery when the ACA and HITECH Acts came into being. However, the rapid, large-scale implementation of EHR systems with poor user experience design created an epidemic of physician burnout even as hospitals digitized clinical workflows and patient medical records. The physician community has pushed back, even as the Office of the National Coordinator for Health IT (ONC) has waged war on the lack of data interoperability between proprietary vendor systems. While EHR maintenance and optimization continue to consume a significant portion of enterprise IT budgets, a new breed of challengers, including large tech firms with deep pockets and vast experience in building consumer-focused platforms, is looking to dominate the digital health landscape of the future. EHR vendors are rising to the challenge, enhancing their platforms and embracing the growing adoption of emerging industry standards such as Fast Health Interoperability Resources (FHIR).

What to look for: A breakout digital health platform by a big tech firm such as Apple or Amazon that will integrate EHR data and create superior experiences with last mile solutions while lowering healthcare costs through predictive and preventive care models.