5. Zayna is a Future Strategist with SE Health,
a health and social impact enterprise with
a major focus on keeping older adults
healthy in their homes. Zayna is faculty of
Singularity University’s Exponential
Medicine stream, and is adjunct faculty in
the Health Sector Strategy stream at the
Rotman School of Management at the
University of Toronto.
Want to
talk about
the future?
#DesignSchool@ZaynaKhayat
6. The Future of Health(care)
= Innovation
Zayna Khayat, PhD
Future Strategist
October 16 2019
@ZaynaKhayat @SEFutures
7.
8. WHY we exist To spread hope and happiness
WHAT we do
VALUES We are collaborators
We see possibility everywhere
We believe in the power of people, families and communities
Hospital Care at Home
&
Transitions
Seniors’ Living
Specialized Home
Health Care Education
Elizz Caregiver
Solutions
110Years of forward thinking
9,000
Leaders of Impact
20,000
Home visits a day
12. CONFIDENTIAL – DO NOT DISTRIBUTE WITHOUT FACULTY PERMISSION
500 BC-
500 AD
Hippocrates
500-
1500
Black
Plague
1670
Microscopy
of cells
1796
Smallpox
vaccination
1799
Anaesthesia
1870s
Microbes
& disease
1628
Human
Anatomy &
Physiology
1895
X rays
Source: PwC
1928
Antibiotics
1948
WHO
established
by UN
1953
DNA structure
Watson & Crick
1971
Medical
Imaging -
MRI, CAT
1978
1st "test tube
baby“
1983
HIV virus
causes
AIDS
2008-
now
Digitization
2003
Human
Genome
@ZaynaKhayat
13. CELLULAR
THERAPY
3D
Printing
SENSORS / IOT
NEURO-TECHf
Emerging technologies in health & care
https://gnhic.com/
AI -
Predictalytics
Voice
Recognition
Virtual
Reality
Blockchain
Sensors –
IoT
‘Omics
Robotics
‘bots
Autonomous
Transport
Neuro
Tech
Nano
biology
Cellular
Therapy
14. Future: Person
Proactive, preventative, predictive
Personalized, intelligent
Decentralized, omnichannel, digi-cal
Continuous | team
People-powered
Value, outcomes, fee-for-health
Reactive, sick care
1 size fits all, crude, analog
Institution-centred
Episodic, intermittent, silo’d
Healthcare provider
Volume, inputs, costs, fee-for-service
Today: System
The Future of Health
TIMING
PRECISION
MODALITY
DURATION
POWER
CURRENCY
@ZaynaKhayat
17. Source: Kaiser Permanente CEO Interview in the press (2017); OECD and OTN study (2017)
>61% <0.3%
% virtual medical visits (2019)
@ZaynaKhayat
18. Source: Mobihealth News (2019)
Started 2015: “AI-assisted medical system”
Subscription: $40-$100 Cdn / year
Dec 2018 the network:
• 265M registered, 25M active monthly
• 1,200 in-house docs; 5,200 outside docs
• 3K hospitals
• 15K pharmacies
• 47K virtual clinics
• 1.3K GP clinics
• 1.2K dental offices
• 1.9K other institutions
• 1 hr drug delivery service in >70 cities
@ZaynaKhayat
19. Threshold changes in miniaturization, affordability
@ZaynaKhayat
500K – 50 years (analog)
500K – 2 years (mobile)
20. Vala Afshar; Citi Digital Strategy Team; Michael Felton, The New York Times (in HBR.org)
Time to reach 50 M users
17 yrs
Average time
from
evidence to
practice in
medicine: 17
years
@ZaynaKhayat
22. Source: Accenture Research Disruptability Index– in HBR.org, How Likely Is Your Industry to Be Disrupted? (Jan 2018)
Susceptibility to future disruption
Current
disruption
Healthcare delivery
@ZaynaKhayat
24. Why the future of health care may depend on
tearing down the hospital
The Globe and Mail
Published Friday, Feb. 21 2014, 4:58 PM EST
Last updated Friday, Feb. 21 2014, 5:05 PM EST
@ZaynaKhayat
27. “Uberization of
[insert health
service]
“Facebook for
Patients”
“Airbnb for [insert
care setting]”
“Instagram
for Doctors”
“Slack for
Healthcare”
New business models emerging
“YouTube for
Healthcare”
“Amazon Alexa [or
Siri] for health”
“Yelp reviews for
healthcare”
@ZaynaKhayat
28. … for clinical trials recruitment
New healthcare business models (2)
… for your health.
… for the body (wearables)
… for appointment scheduling
… for healthcare
… for private health benefits
… for healthcare
… for the body
… for healthcare
@ZaynaKhayat
30. ?? The largest health company owns no clinics or doctors
@ZaynaKhayat
31. In one week in October 2019 … @ZaynaKhayat
“A Walmart within 12 miles
of every American”
$1/day college ed. to skill up
staff to be health workers
Healthcare bundles: $50-
$240 for up to 6 members
36. CONFIDENTIAL – DO NOT DISTRIBUTE WITHOUT FACULTY PERMISSION
1. Doing the right things
2. Doing things right
3. Doing things better
4. Doing away with things
5. Doing things other people are doing
– In health and care
– In other industries
6. Doing things no one else is doing
7. Doing things that cannot be done
Adapted from Plsek, 2014
Improvement
Innovation
@ZaynaKhayat
Innovation ≠ improvement
37. 4 Q’s I always ask new innovation teams
1. Define innovation for your org / system
2. Why innovation? What is the goal?
3. Time horizon (s)? 1-5 years? 5-10 years? 10-
20 years? Mix?
4. Scope (specific units, product, service,
process, business model, policy, system;
Geography?)
@ZaynaKhayat
38. Practices/
Capabilities
Developed
Source: Adapted from McKinsey & Co, 3
Horizons & Ralph Christian Orr Dual
Innovation management System
NewtoSE
Newto
theworld
Business Model
New
Horizon 3:
Create New
Markets
Existing
Horizon 2:
Reshape the
Core
Horizon 1:
Optimize Core
Evolved
Requires different:
- methods
- timelines
- metrics
- ways of working
Innovation @ SE =
A future offering, practice or business model that significantly*
impacts hope&happiness, revenues & the health system
39. Can we CREATE value?
Problem-solution fit?
Address users pain points or
gain points?
Can they use it seamlessly?
D.Kelley, IDEO; Business Innovation Factory; SE Futures
Can we DELIVER value?
Operationally feasible (capabilities)?
Can technology be leveraged?
Legally feasible?
Can we CAPTURE value?
Solution-market fit?
Sustainable business model?
Finance-able?
@ZaynaKhayat
41. CONFIDENTIAL – DO NOT DISTRIBUTE WITHOUT FACULTY PERMISSION
Topology of problems in the health sector
L
LH Certainty / Predictability of Answer
H
StakeholderAgreement
“Wicked”
“Chaotic”
“Complex”
“Complicated”
“Simple”
“Tame”
“Political”
“Crisis”
Source: Adapted from the Stacey Matrix; MaRS Solutions Lab
Human
Centered
Design
@ZaynaKhayat
42. CONFIDENTIAL – DO NOT DISTRIBUTE WITHOUT FACULTY PERMISSION
Topology of problems in the health sector
“Complex”
“Complicated”
“Wicked”
“Simple”
• Known knowns
• Cause-effect predictable, obvious
• Solve based on truth (binary logic)
• Best practices
Source: Adapted from the Stacey Matrix; MaRS Solutions Lab
• Known unknowns
• Cause-effect exists, but not obvious
so requires analysis and expert
knowledge
• Solve with facts + some context
• Good practices / benchmaring
• Unknown unknowns
• Cause-effect only obvious in hindsight
• Probe – sense – experiment – iterate
• Solve based on context (model logic)
• Emergent solution
Health sector often treats complex/wicked problems as if they are simple or complicated
• Unknowable unknowns
• No cause-effect relationship
• Solve in real-time
• Solve based on values/principles
• Novel practice emerges
@ZaynaKhayat
43. CONFIDENTIAL – DO NOT DISTRIBUTE WITHOUT FACULTY PERMISSION
Complexity
43
44. CONFIDENTIAL – DO NOT DISTRIBUTE WITHOUT FACULTY PERMISSIONSource: Professor David Dunne
@ZaynaKhayat
45. In Summary:
Future of Health – 6 shifts
Massive opportunity to lead in
creating the future
6 D’s of exponential development
• Start experimenting now
Your mission: create the conditions for
exponential thinking and change Zayna Khayat, Ph.D.
ZaynaKhayat@SEHC.com
@ZaynaKhayat | @SEFutures | @SEHealth_SEHC
46. KEEP CALM & KEEP INNOVATING
Zayna Khayat, Ph.D.
Futures at SE Health
ZaynaKhayat@SEHC.com
@ZaynaKhayat | @SEFutures | @SEHealth_SEHC
60. • Design thinking is a non-linear process for
innovation.
• From empathy all the way through testing,
curiosity is key.
• You are all designers now! Let’s hit the
ground with a beginner’s mindset!
Key takeaways
#DesignSchool@Design4AHS