This document discusses a cluster initiative in Barranquilla, Colombia that aimed to create shared value in the local healthcare industry. Through a 7-month process involving interviews and meetings, the initiative identified that chronic patients represented 75% of healthcare spending but were poorly served by the reactive, acute-care focused system. The initiative developed a strategic vision of shifting from reactive to continuous, patient-centered care. This included redefining roles, integrating patient data, and incentivizing new product development. Over subsequent years, the initiative held training events, partnered organizations, and helped one company grow significantly, indicating it successfully promoted both social and business goals through a collaborative approach.

1. Cluster Initiatives as Tools for Shared Value Creation
The Case of Healthcare in Barranquilla
Andrés Guimón
Parallel 1.1 Common problems, common markets and shared value
creation
11 November 2014

2. Cluster Initiatives as Tools for Shared Value
Creation
The Case of Healthcare in Barranquilla
TCI 2014, Monterrey
Andrés Guimón

3. 3
Shared Value:
“Addressing a Social Issue with a Business Model”
Source: Michael Porter

4. 4
Creating Shared Value:
“Addressing a Social Issue with a Business Model”
Reconveiving products
and markets
Redefining productivity in
the value chain
Improving the local
business environment
Source: Porter & Kramer

5. Competitive Reinforcement Initiatives (CRIs)
5
How can they help?

6. Healthcare Service
Providers
Distributors
Suppliers
Education and
research
Support
Institutions
Government
The Healthcare Cluster in Barranquilla
 Over 800 companies
 5% of total employment
 Mostly service but
pharma also important
 Main market: local and
northern Colombia

7. 7
CRI’s objective:
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favorable Business
Environment

8. 8
 Interviews with companies and
institutions
 Industry and cluster analysis
 Ways to compete in healthcare
 Segment attractiveness
 Advanced Buyer interviews
 Benchmarking trips
 Strategy meetings
 Work groups with cluster agents
 Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting

9. 9
 Interviews with companies and
institutions
 Industry and cluster analysis
 Ways to compete in healthcare
 Segment attractiveness
 Advanced Buyer interviews
 Benchmarking trips
 Strategy meetings
 Work groups with cluster agents
 Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting

10. Key Challenge:
The main customer in the cluster was being poorly served
10
Chronic Patient
75% of total expenditure
Need: maintain good health and lifestyle
Delivery focused on
acute care and injury

11. 11
 Interviews with companies and
institutions
 Industry and cluster analysis
 Ways to compete in healthcare
 Segment attractiveness
 Advanced Buyer interviews
 Benchmarking trips
 Strategy meetings
 Work groups with cluster agents
 Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting

12. Redefining Productivity in the Value Chain
12
Treatment is the goal Health is the goal
Reactive Care Continuous Care

13. Redefining Productivity in the Value Chain
13
 The Center is the doctor
 Passive role of the patient
 Focus on curing
 Fragmented patient data
 Traditional power structure
 Expensive
 The center is the patient (results)
 Collaborative and proactive patient
 Delivery across all care cycles
 Integrated patient records
 New entrants (software)
 Minimises costs

14. 14
 Interviews with companies and
institutions
 Industry and cluster analysis
 Ways to compete in healthcare
 Segment attractiveness
 Advanced Buyer interviews
 Benchmarking trips
 Strategy meetings
 Work groups with cluster agents
 Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting

15. Action Lines from Workgroups
15
Connected Healthcare Conference
Strategic Meetings with Insurers
Courses on Patient Centered Care
Incentives for New Product Development

16. 16
How has this vision developed
over the years?

17. Strategic Vision 2010-2014
17
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favourable Business
Environment

18. 18
 50 employees
 Clients: 75% insurers, 25% private users
 Main market: Colombia. Focus is on Latin
America
 Sales growth: x4 1st year, x2 rest of years
 Spin off planned for 2015

19. 19
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favourable Business
Environment
Strategic Vision 2010-2014

20. Specific Skill Building
20
2 events to disseminate best practices
130 participants
Specific courses in Patient Centered Care
35 participants

21. Incentives for Product Development
21

22. International Partnerships for Research
22

23. 23
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favourable Business
Environment
Strategic Vision 2010-2014

24. 24
Did The CRI Help Promote Shared Value?

25. Conclusion
25
Chronic patient served
through reactive care

26. 26
Thank You
andres.guimon@competitiveness.com
www.competitiveness.com