mit hacking medicine business models

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Hacking.Medicine @ M I T HEALTH EXPERIENCE DESIGN 2012 3/25/2012 ZEN CHU @ACCELMED MIT ENTREPRENEURINRESIDENCE HackingMedicine.MIT.edu

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Page 1: MIT Hacking Medicine Business Models

Hacking.Medicine

@ M I T HEALTH  EXPERIENCE  DESIGN  2012  

3/25/2012  

ZEN  CHU    @ACCELMED  MIT  ENTREPRENEUR-­‐IN-­‐RESIDENCE  

HackingMedicine.MIT.edu  

Page 2: MIT Hacking Medicine Business Models

SCALE  MEDICINE  

SO  INCREDIBLY  INEFFICIENT  

IDEAL  FOR    ENGINEERS  &  DESIGNERS  

Page 3: MIT Hacking Medicine Business Models

ACCELERATE  DATA  

EFFICACY  OR  FAILURE  QUALITY  &  COST  

BETTER    FASTER    CHEAPER  

Page 4: MIT Hacking Medicine Business Models

DESIGNERS  ARE  ESSENTIAL  

REPEATABLE  PATTERNS  HACK  BUSINESS  MODELS  DEFINE  EXPERIMENTS  

TOOLS  NEEDED  

Page 5: MIT Hacking Medicine Business Models

WHERE  TO  FOCUS?  

INCENTIVES  +  $$$$  

CHANGING  WITH    HEALTH  REFORM  

Page 6: MIT Hacking Medicine Business Models

HACKABLE  INTERSECTION  OF    HIGH  TECH  &  MED  TECH  

Page 7: MIT Hacking Medicine Business Models

FOLLOW  THE  MONEY  62%  of  $2.3  Trillion  =  Hospitals  &  Docs  2008  

BIGGEST REFORMS

HOSPITALS

PHYSICIAN PRACTICES

Page 8: MIT Hacking Medicine Business Models

ADOPTER  ≠  PAYOR  UNCOVER  THE  PERVERSE  INCENTIVES    

DOCTOR  

HOSPITAL  

PATIENT  

PAYOR  

PAYMENT REFORMS & NEW BUSINESS MODELS CAN CORRECT MISALIGNMENTS

Page 9: MIT Hacking Medicine Business Models

MARKET  RISK  TRUMPS  ALL  Va

lue

Time

Market Risk Reimbursement

Physician & Patient Adoption Packaged Solutions

Regulatory Risk Safety & Efficacy

Management Risk

Technology IP Risk

Largest Risks Must Be Addressed & De-Risked Up Front Before Funding

Investors & Companies Willing to Take These Risks

Page 10: MIT Hacking Medicine Business Models

TOOLS    FOR    

MAPPING  &  HACKING  HEALTHCARE  

BUSINESS  MODELS  

Page 11: MIT Hacking Medicine Business Models

BUSINESS  MODEL  CANVAS  CHANNELS  ENERGY  OF  DIVERSE  TEAM  

BUSINESSMODELGENERATION.COM  

Page 12: MIT Hacking Medicine Business Models

CARE  DELIVERY  VALUE  CHAIN  

Michael  Porter,  Tiesberg  

Page 13: MIT Hacking Medicine Business Models

HMS  INVENTION  SCORING  TEACH  ACADEMICS  REAL  PRODUCT  VALUE  

Page 14: MIT Hacking Medicine Business Models

…BUT…  HEALTHCARE  COMPLEXITY  

Page 15: MIT Hacking Medicine Business Models

HEALTH  MODEL  CANVAS  HINTS  FOR  UNBUNDLING  HEALTHCARE  BIZ  MODELS  

SLIDESHARE.COM/MEDICALVENTURES  

IDENTIFY  KEY  ADOPTOR:  

PaGent  

Specialist/PCP/Nurse  

Hospital/Department  

Insurer  

Payor/Employer  

PaGent/DTC  

Specialist/Nurse  

Hospital  

Payor  

DISEASE  SUB-­‐SEGMENTS  

NATURAL  HISTORY  

KEY  RISKS/LIABILITIES        Regulatory  Pro/Cons        Reimbursement  Codes        Health  Reform  Changes  

PERFORMANCE  &  EFFICACY  METRICS        Clin  Data  Cost/Timepoints  

VALUE  INFLECTION  MILESTONES  

SUBSTITUTES  &  COMPETITION  

EXECUTION  DIFFERENTIATION   GO  TO  MARKET  DIFFERENTIATION  

Data  Accelerants  

Regulatory  Path  

Reimbursement  Codes  

ACCELERANTS        -­‐  Tech  enablers        -­‐  Clinical  tesGng        -­‐  PaGent  Engagement        -­‐  DistribuGon  

Data  Accelerants  

Royalty  Stacking  

Regulatory  Compliance  Premium  

Page 16: MIT Hacking Medicine Business Models

OSTERWALDER  CANVAS  

BUSINESSMODELALCHEMIST.COM  

Page 17: MIT Hacking Medicine Business Models

MAP  EACH  PLAYER  CURRENT  BEHAVIORS  &  SUBSTITUTES  

SPECIALISTS  GPs  NURSES  CAREGIVERS  PATIENTS  

TERTIARY  HOSPITAL  COMMUNITY  HOSPITAL  

OUTPATIENT  CLINIC  DOCTORS  OFFICE  

RETIREMENT  HOME  RETAIL  CLINIC  

PATIENT  HOME  

CO

ST & C

OM

PLEXITY

WHERE IS THERE A CONSUMPTION VACUUM? BEST WAYS TO IDENTIFY DISRUPTION!

Page 18: MIT Hacking Medicine Business Models

HACKMED  PROCESS  RIGOROUS  CLINICAL  PRODUCT  DESIGN  

1)  ASSEMBLE  DIVERSE  GROUP  OF  MENTORS        ACROSS  HEALTHCARE  DISCIPLINES      BEWARE  BLIND  SPOTS  &  BIASES  

2)  MAP  DISEASE  CARE  DELIVERY  VALUE  CHAIN  3)  MAP  EACH  PLAYER’S  VALUE  CANVAS  4)  TEST  ASSUMPTIONS  WITH  INTERVIEWS    5)  IDENTIFY  UNMET  NEEDS  &  PAIN  LEVELS  6)  BUSINESS  MODEL  CANVAS  FOR  EACH  SCENARIO  7)  DEFINE  MIN  VIABLE  PRODUCT  8)  MAP  VALUE/VOLUMES/IMPACT  VS  DISEASES    9)  COMPARE  MKT  SIZES  &  COMPETITION  10)  CHOOSE  EXPERIMENTS  TO  TEST  ASSUMPTIONS  

...  ITERATE…  

Page 19: MIT Hacking Medicine Business Models

MIT  EXAMPLE  -­‐  GINGER.IO  

Page 20: MIT Hacking Medicine Business Models

MIT  EXAMPLE  -­‐  GINGER.IO  

Page 21: MIT Hacking Medicine Business Models

PLEASE  HACK  HEALTHCARE!  

TWITTER  @ACCELMED  

HACKINGMEDICINE.MIT.EDU  @HACKMEDMIT  

Page 22: MIT Hacking Medicine Business Models

ADDITIONAL  EXAMPLES  

Page 23: MIT Hacking Medicine Business Models

Health  IT  Landscape  Follow  the  Money  

PaGent  

Employer   Hospital  

Physician  

Insurer  

$$  

$$$  $$$  

Pharm  Benefit  Manager  

MedTech  Companies  

$   $  

Page 24: MIT Hacking Medicine Business Models

Align  Employers  &  Employee/PaGents  

PaGent  

Employer   Hospital  

Physician  

Insurer  

$$  

$$$  $$$  

Pharm  Benefit  Manager  

MedTech  Companies  

$   $  

Page 25: MIT Hacking Medicine Business Models

Castlight  Health  

VALUE  

 Personalized  tools  to  help  employees  shop  for  healthcare  based  on  cost,  quality  &  convenience  

 Bringing  cost  transparency  to  health  care  decisions  

 Lower  healthcare  costs  by  15-­‐30%  

HACK  

 Aligns  employees  with  employer  costs  

 Uses  employer  data  to  create  master  provider  cost  database  

Page 26: MIT Hacking Medicine Business Models

Supply  Chain  Management  

PaGent  

Employer   Hospital  

Physician  

Insurer  

$$  

$$$  $$$  

Pharm  Benefit  Manager  

MedTech  Companies  

$   $  

Page 27: MIT Hacking Medicine Business Models

VendorMate  

Value  

 Capture,  CredenGal,  Monitor    

 Streamline  operaGons  &  know  who’s  walking  your  halls.  

 Comply  with  HIPAA,  privacy,  security  

HACK  

 Free  soluGon  to  hospitals,  charged  to  vendors  

 Supply  chain  management  

Page 28: MIT Hacking Medicine Business Models

Billing  Management  

PaGent  

Employer   Hospital  

Physician  

Insurer  

$$  

$$$  $$$  

Pharm  Benefit  Manager  

MedTech  Companies  

$   $