Patient-Centric Leadership: Transforming Healthcare Part II

In the first part of this two-part series, we explored the growing adoption of patient-centric leadership in healthcare. We highlighted its transformative impact on healthcare outcomes, patient satisfaction, and overall quality of care. We examined how healthcare leaders worldwide are reorienting policies, practices, and cultural norms to prioritize patient needs and preferences. This has led to significant improvements in patient care delivery. This second part delves deeper into the challenges and opportunities presented by patient-centric leadership. We will examine the cultural shift required within healthcare organizations, the need to bridge the digital divide for inclusive patient care, and the challenges of measuring and evaluating the impact of patient-centric initiatives. Overcoming Cultural Barriers in Healthcare Organizations Shifting healthcare systems towards a patient-centered approach presents several significant challenges for leadership teams. One key challenge lies in overcoming the deeply ingrained provider-centric culture that currently dominates healthcare delivery. Traditionally, healthcare systems have prioritized efficiency and throughput, often at the expense of patient experience. In Japan, a cultural context with strong emphasis on respect for authority and hierarchical structures, transitioning to a patient-centric model requires substantial adjustments in both mindset and practice for healthcare professionals. This transition can be complex and multifaceted, necessitating staff retraining, role redefinition, and potentially even restructuring entire systems to ensure patient needs are prioritized. A case study from a Japanese healthcare institution highlighted staff resistance to change as a major obstacle to implementing patient-centered care. This challenge was successfully addressed through the implementation of comprehensive training programs and a strong commitment from leadership to the cultural transformation. Bridging the Digital Divide for Inclusive Patient-Centered Care While digital tools can significantly improve patient engagement and streamline processes, if not implemented thoughtfully, they can also create barriers, particularly for less tech-savvy patients. For example, in the United States, the rapid adoption of telehealth services has been essential for maintaining care continuity, especially during the COVID-19 pandemic. However, this shift has also highlighted the digital divide, with some patients lacking access to the necessary technology or facing difficulties using these new platforms. To address these issues, healthcare leaders focus on providing patient education and support for digital tools, ensuring that technology is an enabler rather than a barrier to patient-centered care. Measuring the Impact of Patient-Centric Initiatives: Beyond Traditional Metrics Another challenge is measuring and evaluating the impact of patient-centric initiatives. Unlike traditional metrics such as treatment times or bed occupancy rates, patient satisfaction, and experience are more subjective and harder to quantify. However, these metrics are crucial for assessing the effectiveness of patient-centered care. Many healthcare institutions worldwide are developing new metrics and evaluation tools. For instance, in Europe, patient experience surveys have become integral to healthcare assessment, providing valuable insights into patient needs and preferences. These surveys help identify areas for improvement and track the progress of patient-centric initiatives. The Global Landscape of Patient-Centric Leadership The shift towards patient-centered leadership in healthcare is a global phenomenon, marked by a growing emphasis on patient experiences and the need to enhance health outcomes. According to a study by Q-Centrix, a clinical data management company, 83% of patients say that they are willing to share their personal health data with their healthcare providers if it will improve their care. This highlights the growing acceptance of data sharing among patients, indicating a willingness to participate in patient-centered care models that utilize data to enhance care delivery. This evolution is also evident in Japan’s incorporation of patient feedback into healthcare delivery and the widespread adoption of personalized healthcare plans and digital tools in the United States and Europe. By prioritizing patient needs and preferences, healthcare leaders are paving the way for more responsive, empathetic, and effective healthcare systems worldwide.

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Patient-Centric

Patient-Centric Leadership: Transforming Healthcare Part I

The healthcare sector is undergoing a significant transformation, driven by a growing emphasis on patient-centric leadership. This approach prioritizes patient needs and preferences, reorienting policies, practices, and cultural norms within healthcare organizations to deliver more responsive, empathetic, and effective care. This series delves into patient-centric leadership, exploring its implementation, benefits, and challenges. Transforming Healthcare: The Global Shift Towards Patient-Centric Leadership Healthcare executives worldwide are increasingly shifting their focus towards patient-centric leadership, reflecting a deeper understanding of patient experience’s crucial role in healthcare outcomes. This shift prioritizes patient needs by reorienting healthcare policies, practices, and norms. Japanese hospitals have implemented a system where patient satisfaction scores directly impact the evaluation of healthcare services. This has led to immediate improvements in care practices. Driven by a deeper understanding of patient experience, healthcare executives are widely adopting personalized healthcare plans. They recognize that a one-size-fits-all approach is less effective than tailored care strategies. For example, the United States is increasingly focusing on patient-centered medical homes (PCMHs). Which are designed to strengthen relationships between individual patients and their physicians. According to a study published by the Journal of the American Medical Association (JAMA), patients in PCMHs were 27% more likely to report high satisfaction with their care. Compared to patients in non-PCMHs, those in PCMHs expressed significantly higher satisfaction levels. These personalized healthcare plans not only make healthcare more effective but also ensure that patient needs and preferences are at the forefront of healthcare delivery. Moreover, technology is playing a pivotal role in this transition. Healthcare leaders are leveraging digital tools to enhance patient engagement and experience. In Europe, several healthcare systems have integrated digital portals that allow patients to access their medical records, schedule appointments, and communicate with healthcare providers online. A study by the BMC Health Services Research found that eHealth services positively impact patient activation and engagement. These eHealth services empower patients to be more informed, motivated, and involved in their own care. This demonstrates that eHealth services can help patients become more informed about their health conditions, which can lead to better decision-making and improved health outcomes. Enhancing Healthcare Through Patient-Centric Leadership Adopting a patient-centric approach to healthcare leadership has led to significant improvements in healthcare outcomes, patient satisfaction, and overall quality of care. In Japan, hospitals implementing ‘Kaizen’, a strategy that involves continuous improvement based on patient feedback, have reported substantial improvements in patient care efficiency and satisfaction. Healthcare leaders worldwide are similarly transforming healthcare by shifting towards patient-centric care. For example, implementing Patient-Centered Medical Homes (PCMHs) in the United States has resulted in notable improvements in healthcare outcomes. According to The National Committee for Quality Assurance (NCQA), research indicates that PCMHs demonstrate cost-effectiveness and contribute to significant savings through the reduction of hospital and emergency department visits. Moreover, PCMHs play a critical role in addressing health disparities and improving overall patient outcomes. As the healthcare sector continues to embrace patient-centric leadership, it is becoming increasingly clear that this approach is not just a trend but a fundamental transformation in the way care is delivered. By prioritizing patient needs and preferences, healthcare leaders are paving the way for more responsive, empathetic, and effective healthcare systems. In Part II of this series, we will delve deeper into the challenges and opportunities presented by patient-centric leadership, examining the cultural shift required within healthcare organizations, the need to bridge the digital divide for inclusive patient care, and the challenges of measuring and evaluating the impact of patient-centric initiatives.

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Empowering Medical Affairs Autonomy

In the dynamic landscape of pharmaceutical and healthcare industries, the relationship between the Medical Affairs function and commercial organizations is undergoing a significant transformation. The emergence of the desire for greater autonomy of the Medical Affairs function is closely tied to the growing trend of companies replacing traditional Medical Representatives with Medical Science Liaisons (MSLs). This paradigm shift reflects a strategic evolution aimed at enhancing the integrity of medical information dissemination, fostering meaningful healthcare-professional interactions, and ultimately advancing patient care. The Quest for Autonomy: The Medical Affairs function plays a pivotal role in bridging the gap between scientific knowledge and its practical application. Historically, Medical Representatives were employed to engage with healthcare professionals, delivering product information and promoting brand awareness. However, this model posed challenges, as it often blurred the lines between scientific integrity and commercial objectives. In response, the Medical Affairs function is increasingly seeking autonomy to ensure unbiased communication of medical information and evidence-based insights. By maintaining a distinct identity from commercial goals, Medical Affairs teams can focus on delivering accurate, up-to-date, and unbiased scientific information to healthcare professionals, fostering trust and credibility. Enter the Medical Science Liaisons: The shift from Medical Representatives to Medical Science Liaisons reflects a strategic realignment towards prioritizing scientific exchange over promotional efforts. MSLs are highly trained professionals with advanced scientific backgrounds, often holding advanced degrees such as PhDs or a MSc. Unlike the promotional nature of traditional representatives, MSLs engage in peer-to-peer discussions with healthcare professionals, facilitating open conversations about clinical data, treatment guidelines, and therapeutic innovations. Their role centers on building collaborative relationships with healthcare professionals, understanding their needs, and providing tailored scientific insights to inform clinical decision-making. Benefits of Autonomy and MSLs: 1: Scientific Integrity: Empowering Medical Affairs with autonomy preserves the integrity of medical information. The separation from commercial pressures ensures that healthcare professionals receive accurate, unbiased, and evidence-based information to make informed decisions about patient care. 2: Enhanced Professional Interactions: MSLs, with their specialized scientific knowledge, engage in meaningful exchanges with healthcare professionals. This fosters a collaborative environment where physicians can delve into the science behind products, enabling more informed discussions. 3: Credibility and Trust: By dissociating medical information dissemination from promotional objectives, companies can build credibility and trust within the healthcare community. This fosters long-term partnerships and loyalty among healthcare professionals, leading to improved patient outcomes. 4: Patient-Centric Approach: The autonomy of Medical Affairs and the presence of MSLs underscore a shift towards patient-centricity. Informed healthcare professionals can better tailor treatment options, potentially leading to improved patient care and outcomes. 5: Regulatory Compliance: Autonomy for Medical Affairs also aids in complying with increasingly stringent regulatory guidelines. Clear separation from commercial endeavors reduces the risk of non-compliance and ensures that medical communications are evidence-based and unbiased. Navigating Challenges: While the transition to MSLs and the quest for autonomy bring significant advantages, challenges exist. Companies must invest in rigorous training for MSLs to ensure their deep understanding of both scientific intricacies and effective communication skills. Additionally, maintaining collaboration between Medical Affairs and commercial teams is crucial to harmonize overall organizational goals. Conclusion: The desire for greater autonomy within the Medical Affairs function and the evolution towards MSLs mark a strategic shift that prioritizes scientific integrity and meaningful healthcare professional interactions. This transition not only aligns with changing industry dynamics but also supports the ultimate goal of advancing patient care. By fostering an environment where medical information is divorced from commercial objectives, companies pave the way for a more trustworthy, informed, and patient-focused healthcare landscape.

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How is AI influencing healthcare technology?

AI is having a significant impact on healthcare technology and will continue to transform the industry as the technology evolves. Here are some ways AI is influencing healthcare technology: 1: Diagnostic Accuracy: AI algorithms can analyze medical images (like X-rays, MRIs, and CT scans) with high precision, aiding doctors in diagnosing diseases such as cancer, heart conditions, and neurological disorders. AI can quickly identify patterns and anomalies that might be missed by human eyes. 2: Personalized Treatment: AI can process large volumes of patient data to create personalized treatment plans. By considering an individual’s genetic makeup, medical history, and other factors, AI can suggest targeted therapies and predict which treatments are likely to be most effective for a particular patient. 3: Drug Discovery: AI is accelerating drug discovery by analyzing massive datasets and predicting potential drug candidates. This can significantly reduce the time and cost required for developing new medications. 4: Predictive Analytics: AI algorithms can predict disease outbreaks and epidemics by analyzing data patterns. This is especially crucial for monitoring and responding to emerging public health threats. 5: Virtual Health Assistants: AI-powered chatbots and virtual health assistants can provide patients with instant medical advice, answer questions, and even help with medication management. 6: Robotic Surgery: AI-assisted robotic systems can enhance surgical precision and reduce the evasiveness of procedures. Surgeons can use robotic arms to perform delicate tasks with greater accuracy. 7: Remote Monitoring: AI enables continuous remote monitoring of patients, particularly those with chronic conditions. Wearable devices can collect data on vital signs and alert healthcare providers to any concerning changes. 8: Fraud Detection and Billing: AI can help identify fraudulent billing practices and streamline administrative tasks in healthcare billing and insurance claims processing. 9: Natural Language Processing: AI-powered language models can analyze and extract information from medical records, research articles, and clinical notes, assisting researchers and clinicians in staying up-to-date with the latest developments. 10: Genomic Analysis: AI can analyze complex genomic data to identify genetic factors contributing to diseases and potential treatment options. 11: Population Health Management: AI can analyze large population datasets to identify health trends, assess risk factors, and guide public health interventions. 12: Clinical Decision Support: AI systems can assist clinicians in making more informed decisions by providing evidence-based recommendations and alerts for potential risks or adverse events. 13: Emotional and Mental Health Support: AI-powered tools can monitor patients’ emotional and mental health, offering early intervention and support. 14: Drug Dosage Optimization: AI can assist in determining the optimal dosage of medications for individual patients based on their specific characteristics and responses. 15: Radiation Therapy Planning: AI can aid in planning radiation therapy by optimizing treatment plans for maximum effectiveness while minimizing damage to healthy tissues. These are just a few examples of how AI is influencing healthcare technology. As technology continues to advance, AI’s role in healthcare is expected to expand, leading to more efficient processes, innovative medical solutions and ultimately, improved patient outcomes.

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Japan market entry for healthcare companies

Entering the Japanese healthcare market can be a promising venture for overseas-based healthcare companies. However, it requires careful planning and a well-defined market entry strategy to navigate the complexities and cultural nuances. Below is a step-by-step guide to creating a market entry strategy for overseas-based healthcare companies targeting Japan: Market Research and Analysis: Conduct comprehensive market research to understand the Japanese healthcare landscape. Analyze market size, growth potential, competitive landscape, regulatory environment, healthcare trends, and patient preferences. Identify gaps in the market and potential opportunities for your company’s products or services. Regulatory Compliance: Familiarize yourself with Japan’s healthcare regulatory framework, including approvals, licenses, and quality standards. Seek professional advice to ensure your products or services comply with all relevant regulations and obtain necessary approvals before entering the market. Local Partnerships and Alliances: Form strategic partnerships or alliances with local Japanese companies, distributors, or healthcare providers who have established networks and expertise in the industry. This can facilitate market access and provide valuable insights into local preferences and requirements. Adaptation to Local Needs: Customize your products or services to suit the specific needs and preferences of the Japanese market. Language localization, packaging, and cultural sensitivity are essential factors in gaining acceptance among Japanese consumers and healthcare professionals. Pricing Strategy: Develop a competitive pricing strategy that takes into account local pricing norms, reimbursement systems, and cost structures. Japanese customers are price-sensitive, and a well-calibrated pricing strategy can significantly impact your market penetration. Market Entry Mode: Choose the most suitable market entry mode based on your company’s resources, risk appetite, and market research. Options include setting up a subsidiary, forming joint ventures, licensing, or distribution agreements. Each option comes with its advantages and challenges. Marketing and Branding: Develop a localized marketing and branding strategy to build brand awareness and reputation. Utilize digital marketing, local media, and industry events to reach your target audience and build relationships with key stakeholders. Clinical Trials and Data: If applicable, consider conducting clinical trials in Japan to demonstrate the safety and efficacy of your products or services. Japanese authorities and healthcare professionals often value local clinical data when assessing new healthcare offerings. Training and Education: Invest in training programs and educational initiatives for healthcare professionals in Japan to familiarize them with your products or services. Organize workshops, seminars, and webinars to showcase your company’s expertise. Patient Advocacy and Engagement: Engage patient advocacy groups and organizations to gain insights into patient needs and preferences. Demonstrating a commitment to patient well-being can positively influence your company’s reputation and market position. Long-Term Relationship Building: Cultivate long-term relationships with key stakeholders, including healthcare providers, government officials, and industry associations. Building trust and credibility are crucial in the Japanese business culture. Continuous Monitoring and Adaptation: Continuously monitor the market and adapt your strategies based on feedback and changing market dynamics. Flexibility and responsiveness are vital to succeed in the dynamic Japanese healthcare market. Remember, the Japanese market can be highly competitive, but it also presents significant growth opportunities for overseas-based healthcare companies that approach it with a well-thought-out and culturally sensitive market entry strategy. Reach out to our team for a confidential discussion on how we can help you plan and implement a market entry strategy that also incorporates sourcing and hiring the best local talent to help navigate the new venture. Contact: info@titanconsulting.jp

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Early retirement packages a rewarding next career step?

For much of the past decade, pharmaceutical companies have been pruning their teams and operations as regulatory and pricing pressures, patent expirations, and other challenges diminish profitability. Japan has felt the squeeze as well. In 2020, after its acquisition of Shire, Takeda set out to shed seven percent of its workforce, offering staff as young as 30, who had worked at the company for at least three years, incentives to leave. BMS, Pfizer, and Novartis also made such offers in Japan over the past few years, as did Janssen and Bayer, among several others. With so much upheaval, many highly skilled and experienced employees in the industry have found themselves being downsized. But rather than just handing out pink slips, more companies are offering early retirement packages, or ERPs, and they’re asking for volunteers. Should you take it? It’s not an easy decision. Being asked to retire early can leave you feeling that the career you’ve spent years building is being derailed. But it can also represent a rare opportunity for advancement and improved work–life balance. Glass Half Full Increasingly, ERPs are being viewed as a strategic mid-career opportunity, providing a range of benefits that can lead to personal and professional growth. At the forefront of these benefits is the chance to transition into an area of greater interest, and this could include advancing another rung up the ladder towards your ultimate career goals or branching out into new therapeutic areas—whether in research and development, medical affairs, or commercial ventures—that have long interested you. Of course, there is always the option of moving from company to company in pursuit of these opportunities. But when you’re in the midst of day-to-day work and keeping projects on track, seeking out new paths may take a back seat to ensuring that you are providing the very best to your employer and, in the case of pharma, the patients who rely on your work. An offer of early retirement can allow you to step back and assess the landscape. The lump-sum payout—usually one to three years’ salary—that is commonly part of a corporate severance package can give you the financial cushion needed to make a change on your own terms, rather than trying to juggle work responsibilities and the search for new opportunities. Finding personally fulfilling and professionally challenging work by stepping into new territory, or pursuing a personal project that has been on the back burner, are key reasons an ERP is attractive to so many mid-career professionals. And if you want to stay on the same career path, you may be able to secure a position that brings new challenges, leadership progression, and higher pay. **What to Look For in an ERP** Before we get to the process of job transition, there are some things to consider when deciding whether to accept an early retirement package in the first place. One of the first that comes to mind for most workers is personal well-being. Health insurance and pension are always important, and, in Japan, which has distinct national and employer systems for both, and a requirement to be on one or the other, understanding how retirement or a job transition will affect your benefits and status is a must. This may differ from company to company, depending on what they are offering as part of the package, so be sure to communicate with human resources, and perhaps even enlist the help of an outside expert. Outplacement support, or career transition services, may also be provided when your company asks you to leave as part of their efforts to streamline operations. These services may include career counseling, job placement help, and coaching on job search strategies. You might also be able to negotiate skill development workshops, networking assistance, and more. If something you need isn’t in the original offer, ask for additional benefits. Do keep in mind that, because the runway for an employment transition via ERP can be short—possibly as few as three months—there may not be time to delve into these resources to the extent you might want. While it is great if the company offers help, one of the best ways to ensure success when accepting an early retirement package and moving on to the next stage of your career is to work with a recruitment and executive search firm. Their expertise and connections can greatly accelerate the process of connecting with new companies that need your talent. Maximize Your Offers Making the most of the opportunity may require stepping out of your comfort zone. In Japan, where lifetime employment and loyalty to the company have long defined the work culture, the idea of making a mid-career move might seem uncomfortable, and you might be hesitant to do so. Times have changed, however, and there’s never been a better time to leverage your skills and experience for a new offer. According to a recent Nikkei survey of 2,308 major Japanese companies, 37.6 percent of job openings, totaling 94,430 positions, will be filled with mid-career hires in fiscal 2023. With such numbers, you could find multiple offers on the table, some potentially more rewarding than your current job. This is especially true if you employ the help of a specialized recruiter who can leverage a wide network to connect you with companies seeking your particular skills. The deep experience of a recruiter allows them to help mid-career talent make the transition by being a partner, not just a rep. That partnership ensures the perfect match and that you get maximum benefit from this opportunity that may not come again. Achieve the Optimal Outcome The key to successfully navigating the ERP waters is to help the recruiter really get to know you. What are your options if you take the early retirement package? What are you looking for in a new employer? What new opportunities are you interested in? Explain your situation and your goals. Let the recruiter know what you would see as the ideal next career step. And remember

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Women In Healthcare – Japan Podcast 5 – Danny Risberg

https://www.youtube.com/watch?v=jgu0n4USZ64&ab_channel=WomeninHealthcare-Japan On today’s podcast Danny Risberg gives us an insight on how to improve diversity in Japan, retaining top talent, Pride month and much more. Danny Risberg is the President and  General Manager of Baxter Limited.  Danny joined Baxter in September 2018 after he served as the Chairman and CEO of Philips Japan for 10 years working across the Philips business sectors of HealthTech, Consumer and Lighting. Prior to Philips Japan, Danny worked several years as a VP and CEO a for Fuji Respironics as the leader of their Asian operations.  Danny is a Yale University Business Management (LEAP) program graduate.  Born and raised in the US, he has 30 years of health-tech  extended work and living experience here in Japan.

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Women In Healthcare – Japan Podcast 4 – Yuuri Ueda

https://www.youtube.com/watch?v=03WGFMqEDhY&ab_channel=WomeninHealthcare-Japan Welcome back to “Women in Healthcare- Japan”- Today’s guest- Kay Deguchi. Kay has more than 15 years of experience in healthcare industry.  She has worked across US, Australia and Japan with increasing responsibilities at Johnson & Johnson’s pharmaceutical arm, Janssen Pharmaceuticals.  She became the President at Stryker Japan in 2009 and the President of AbbVie Japan in 2014. Since then,  She has been the Vice Director at Ochanomizu Orthopaedic Rehab Clinic that specializes in self-rehabilitation. The clinic has treated over 60,000 patients. Kay is professor at Kenichi Ohmae Graduate School of Business where she teaches Corporate Finance. She also serves as an independent director for several companies. Kay is a graduate of Tokyo University and has graduated from Harvard Business School with Distinction.  She serves as Vice President of HBS Club of Japan and organizes series of event focusing on entrepreneurship and technology.

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