Transformations in care delivery – Part I.

1. Future Watch
Health & Wellbeing in the Digital World – Vision 2025
Part I Transformations in care delivery
2019

2. 2
Future Watch for Smart life Finland program
Part I 5 March 2019
Transformations in care delivery – the drivers and economic imperatives for
anytime, anywhere care
Topics to be covered in 2019, follow the newsletter to get latest updates:
Business Finland Health newsletter
 The move towards Population Health Management and the role of
Preventative Medicine – an integrated and holistic approach
 The Digital Health Ecosystem in 2025
 Key enabling Digital Solutions supporting Individual Centric Health &
Wellbeing through 2025
 Next Generation Solutions – R&D and Investment Focus
 Consumerism and Participative Healthcare – Paradigm shifts in the
next decade

3. 3
Chapter Page Number
Project Scope, Objectives, and Methodology 4
Executive Summary 6
Transformations in care delivery – the drivers and economic imperatives for anytime, anywhere care 9
1.1. System wide challenges that need to be addressed globally 12
1.2. Health system goals 20
1.3. Consumer / patient centric challenges that need addressing 25
1.4. Wellness management – prescriptive or ownership based 30
1.5. Alternate care locations 38
1.6. Patient management 65
Contact
Contents

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Back to Contents
REPORT OBJECTIVES AND METHODOLOGY

5. 5
Report Objectives & Methodology
Healthcare as an industry is transforming. The concept of wellbeing is increasing in importance. Living environments are evolving
(smart homes/assisted living/robotics/etc.). Technologies and innovations are having major impacts. Individuals are taking more
control.
Business Finland commissioned this report on the landscape of developments that will impact the delivery of Health & Wellbeing, to
better understand the anticipated transformations, impacts and opportunities to support its strategy for ensuring Finland is well
positioned to take advantage of such trends and to help drive better decision making for all stakeholders in Finland.
Frost & Sullivan (F&S) compiled this report by using existing data and secondary research inputs from public information sources to profile
future projections in terms of healthcare delivery transformations, to understand the economic imperative in key geographic markets, and to
look at the activities of key digital health firms across the globe. We also conducted selected primary research interviews with futurists in
medical device and life sciences firms, stakeholders from digital health solution providers, key opinion leaders from the provider sector and
R&D stakeholder to understand their views of developments, adoption, and sustainability of the new solutions.
Based on the gathered data, F&S conducted holistic analysis of the ecosystem and needs to identify unmet and evolving needs. This
helped build a list of digital health solution areas across patient touch points along their care pathway, and will also help define new
service and business models.
We hope this substantive report will help add value to insight and decision making by all stakeholders in the Finnish healthcare
ecosystem.

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Back to Contents
EXECUTIVE SUMMARY

7. 7
Source: Our World in Data, The Lancet Diabetes & Endocrinology Journal, Stanford University
Executive Summary
Integration of digital health tools in care continuum is critical to support the current models of
care delivery, which are struggling to meet rising demand with limited infrastructure and
resources. Demand for healthcare services has escalated due to various factors including a
rapidly ageing population, rising prevalence of chronic diseases, and increasing
costs for care services.
Healthcare systems are responding to the increasing demand by evolving toward an
‘anytime, anywhere care’ model. The emphasis is on shifting the locus of care from
hospital to a patient, by enabling a patient with technological tools. For individuals, becoming
empowered pertains to gaining a stronger sense of control over one’s circumstances as well
as a greater sense of well-being and satisfaction. Digital technologies serve an important
role in helping people connect with both peers and advice givers/seekers to share
information. Use of wearables is picking up and aiding this trend.
Care systems are shifting away from traditional fee-for-service (FFS) toward fee-for-value
reimbursement that rewards providers based on the quality of care rather than the quantity of care.
Value-based care comes with increased financial risk. Therefore, care delivery must be re-
engineered to ensure economic viability under this new business model. Consequently, providers are
developing new digital strategies for better alignment of care processes to ensure collaboration with
key stakeholders, including patients and their families, to ensure optimal health outcomes and
maximum reimbursement. Smart hospitals and telemedicine are key enablers in this regard.

8. 8
Executive Summary (continued)
By 2025, digital health will start to come of age – favourable reimbursement policies toward
clinically relevant digital health applications will expand care delivery models beyond physical
medicine to include behavioral health, digital wellness therapies, dentistry, nutrition, and
prescription management. As tech-savvy Millennials are expected to overtake the Boomers
population by 2025, the connected healthcare ecosystem will continue to evolve. This will
provide the impetus for mainstream adoption of IoT concepts (such as wearables, mHealth, and
telehealth) by healthcare organizations to deliver much anticipated anytime/anywhere care.
US, Estonia, Sweden, Finland, Denmark, UK, Spain, Japan, China, and South Korea
represent countries with highest penetration of e-health among consumers. Tech-savvy
consumers in these countries are actively adopting digital tools to maintain and enhance
their wellbeing.
F&S analysis suggests that a Finland-based company can enter these global markets.
However, it would need to have a global presence and strong brand recognition among
consumers. It would also need to abide by data privacy and security laws, which differ by
countries/regions. Examples of global companies that have launched digital health products
worldwide include Fitbit, Xiaomi, and Apple.

9. 9
PART 1. TRANSFORMATIONS IN CARE DELIVERY
Back to Contents

10. 10
Source: Our World in Data, The Lancet Diabetes & Endocrinology Journal, Stanford University
Transformations in care delivery – discussion
Evolving societal needs are straining current healthcare systems, making it imperative
to transform care delivery
Healthcare delivery systems across the globe strive to meet three core objectives: improving the quality of care,
increasing access of services, and reducing per capita costs of healthcare. Major societal strides taken in the past
century have made it imperative for care delivery systems to challenge their status quo in order to meet the ever
increasing demand.
Most important social changes during the past century include the rise in average life expectancy and population. While
in 1900, the global population stood at around 1.6 billion and on an average people didn’t expect to live beyond 40
years of age, today the global population is above 7 billion with people living above 80 years of age in many parts of
the world.
In parallel to the rising population there has been an increase in the adoption of technological solutions, which have
reduced the need of manual labor. This is encouraging a sedentary lifestyle where people are consuming fast food,
with minimal exercises. These societal changes are producing a rapidly unfit population which is prone to chronic
disease such as diabetes, cancer and cardiovascular disorders.
There is a pressing need for care delivery to evolve in order to meet the challenges posed by evolving social dynamics.
Hospital systems, with their limited infrastructure and funds, cannot meet the needs of such a large patient cohort. For
instance, it is estimated that the number of adults with type 2 diabetes is expected to rise from 406 million in 2018 to 511
million in 2030 due to ageing, urbanization, and associated changes in diet and physical activity. Amount of insulin
needed to effectively treat type 2 diabetes will rise by more than 20% worldwide by 2030. Without major improvements in
access, insulin will be beyond the reach of around 40 million adults with type 2 diabetes who will need it in 2030.

11. 11
Source: Our World in Data, The Lancet Diabetes & Endocrinology Journal, Stanford University
Transformations in care delivery – discussion
By 2025, digital health will come of age. Healthcare organizations will adopt IoT
concepts (such as wearables, and telehealth) to deliver anytime/anywhere care.
Healthcare delivery systems need to lay the onus on people. Instead of clamoring for meeting the
increasing demand, which will be difficult to meet due to limited resources, healthcare delivery
systems should try to spur individuals toward a healthier lifestyle. Focus should be on
prevention of disease rather than trying to remedy it.
People should be sensitized toward using digital technologies to monitor their health. Payers
need to innovate medical insurance models, such that there are economic incentives for
people to stay fit, such as lower co-pay and deductibles. Such moves will prompt individuals to
take more responsibility for their health.
Another direction which governments need to review is decentralization of healthcare services.
There is a need to reduce loads on hospitals. Government should promote healthcare at the
community level. If a person gets sick, care should be available at a primary care center in a
retail pharmacy. Such a model will help reduce the load on over burdened hospitals, which should
be used only in case of emergency, critical care. To further reduce load on hospitals and create
capacity for people who need it more, people recovering from chronic conditions or post
operation should do so at their homes, instead of hospitals. Smart digital technologies
can help in this regard.

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1.1 SYSTEM WIDE CHALLENGES THAT NEED TO BE
ADDRESSED GLOBALLY

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• On one hand, rising population, aging population and more patients with chronic and multiple
co-morbidities are putting immense pressure on current healthcare systems, which is expected to rise
by 2025.
• On the other hand, governments are struggling to balance healthcare budgets with other
expenses. This is resulting in an overburdened infrastructure and healthcare workforce, which has little
scope for expansion. This imbalance in demand and supply is expected to balloon further by 2025,
presenting serious challenges for global healthcare systems.
Increasing number of
Chronic patients
Source: United Nations, World Health Organization
System wide challenges
If nothing is done, these challenges are strong enough to cripple economies.
System-wide Challenges Unbalancing Healthcare Demand & Supply
Rising
population
Ageing
population
Shortage of healthcare
professionals
Limited healthcare
infrastructure
Burgeoning healthcare budgets falling
short of expected outcomes
SUPPLY
DEMAND

14. 14
Source: United Nations
Global Challenges
Rapidly rising population pressurizes healthcare systems in India and China
• The current model of sick care is unsustainable due to a number of compelling reasons — rapidly rising population
burden tops the list.
• As per the United Nations, Asia and Africa will have significant population growth, putting immense pressure on
their already stressed healthcare infrastructure.
World Population Distribution by Region (billion,
2015-2100)
Rising population
World Population to 2100 (billion)
By 2025, the global population will reach 8.1 billion. India is expected to surpass China as the most populous
country in the world, with around a 1.5 billion population.

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Source: United Nations’ World Population Aging Report
Global Challenges
Rapidly ageing population demands more healthcare services
• The share of the elderly population (aged 60 and above) is set to rise, while the share of the working adult
population to support this elderly population remains constant, and even drops after 2030.
20 18 16 15 14
28
25 24 24
21
42
45 45 45 43
10 12
15 16
22
0
5
10
15
20
25
30
35
40
45
50
2000 2015 2025 2030 2050
0-9
10-24
25-59
60 & above
Population
(%)
Population Distribution by Age Group, Global, 2000-2050
The young children (0-9) population
base is likely to decrease marginally;
however, populations of all other age
groups are set to grow
Elderly population is rapidly
increasing, and the population
base of adults to support them is
decreasing, making it a challenge
Ageing population

16. 16
Source: World Health Organization
Global Challenges
Lifestyle changes are increasing chronic disorders
• Chronic diseases kills around 42 million people each year, equivalent to more than 70% of all deaths globally. By
2025, the number of people dying due to chronic disorders is likely to increase to 48 million.
• Cardiovascular diseases account for most deaths, or 18.5 million people annually, followed by cancers (9.5 million)
and respiratory diseases (3.9 million).
• Key factors behind rise in chronic diseases include tobacco use, physical inactivity, the harmful use of alcohol
and unhealthy diets.
Increasing number of Chronic patients
10.2 12.0
3.9 4.4
9.5
10.8
18.5
20.6
2018 2025
Others Respiratory diseases Cancer Cardiovascular diseases
Total 42
48
Number of Death by Type of Chronic Disease (million, 2018-2025)

17. 17
Source: World Bank, Health Expenditure and Financing – OECDstat (2017), Our World in Data
Global Challenges
Disconnect between healthcare spending and patient outcomes
• The world is grappling with a significant disconnect between health spending and actual patient outcomes.
• Developed countries including the US, Switzerland and Sweden, spend higher than the rest, and yet that does not
lead to a proportionate increase in life expectancy.
Life Expectance vs. health expenditure, Global, 1970 to 2015
Ballooning healthcare budgets yielding little gains
Lifeexpectancyatbirth
Per capita health expenditure

18. 18
Source: OECD.Stat
Global Challenges
While patient population surges, hospital infrastructure remains limited
• While healthcare budgets expand, majorly due to rising expenditure on medication, expansion of hospital
infrastructure has been poor.
• During 2011 and 2016, it was observed that except China, most major countries in the world witnessed a
decrease in the total number of hospital beds.
Limited Healthcare Infrastructure
0
1000000
2000000
3000000
4000000
5000000
6000000
2011 2012 2013 2014 2015 2016
China Japan Russia US India Germany France UK Spain
Number of Hospital Beds (2011-2016)

19. 19
Source: Mercer’s US Healthcare External Labor Market Analysis (2017).
Global Challenges
Shortage of healthcare professionals
• By 2025, a surge in demand of healthcare professionals is expected globally. However, there is lack of proper
infrastructure and budgets to train the required number of professionals, which is expected to lead to a large demand-
supply gap
— For instance in the US alone, it is expected that by 2025, there will be a gap of 680,400 healthcare workers.
Healthcare Occupations With Projected Supply Gaps Through 2025, US
Widening gap between supply and demand of healthcare professionals
Occupation New job openings by 2025 Expected workforce gap by 2025
Home health aides 423,200 446,300
Nursing assistants 407,396 95,000
Medical and clinical lab technologists 49,400 58,700
Medical and lab technicians 60,717 40,000
Nurse practitioners 51,445 29,400
Physicians and surgeons, all other 102,970 11,000

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1.2. HEALTH SYSTEM GOALS

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Source: WHO, ‘Here's an incentive that really makes people exercise more’, CNN (February 2016)
Health system goals – discussion
Health system goals vary between the developed and developing nations of the world
Wide heterogeneity exists between the global healthcare systems. While the developed countries
such as the US and the UK have large funding, and access to all the latest and cutting-edge
technologies, developing countries such as India and China struggle to meet even the basic
healthcare demands of their populations.
Developed health systems are aiming at increasing the accountability of patients. Their focus in
on spreading awareness and educating the people. One of the most celebrated examples of this is
Finland’s ‘North Karelia’ project, where the country’s health system introduced a variety of activities
and innovative programs such as nationwide TV series and Cholesterol-lowering competitions that
resulted in reduction of heart attacks incidence rate by 75%. Similarly, workplace wellness programs
are gaining popularity in the US, and more than 80% of large employers are now using some form of
financial incentive to increase physical activity. Health systems are promoting the use of self-health
monitoring apps to motivate people to stay healthy.
In developing countries, healthcare systems are focused on increasing access to care for their
citizens, especially in the rural areas. Countries such as China and India are exploring various
digital options to increase penetration of healthcare services. For instance, China has launched a
‘Healthy China 2030 Program’ in which it is investing in digital health tools for providing equitable
access to healthcare—overcoming the rural-urban divide, and efficient utilization of healthcare
resources.

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Source: European Commission policy on transformation of health care in the Digital Single Market (April 2018)
Health system goals – developed countries
Europe aims to increase funding to accelerate innovations in digital health
Secure access and exchange of health
data Health data pooled for research
and personalised medicineAmbition: Citizens securely access their health
data and health providers can exchange them
across the EU.
Actions
• eHealth Digital Service Infrastructure will
deliver initial cross-border services (patient
summaries and ePrescriptions) and
cooperation between participating countries
will be strengthened.
• Proposals to extend scope of eHealth
cross-border services to additional cases,
e.g. full electronic health records.
• Recommended exchange format for
interoperability of existing electronic
health records in Europe.
European Commission policy on transformation of health care in the Digital Single Market, 2018
Ambition: Shared health resources
allowing targeted and faster research,
diagnosis and treatment.
Actions
• Voluntary collaboration mechanisms
for health research and clinical
practice, starting with “one million
genomes by 2022” target
• Specifications for secure access and
exchange of health data.
• Pilot actions on rare diseases,
infectious diseases and impact data.
Ambition: Citizens can monitor their health, adapt their lifestyle and interact with their doctors and carers
Actions
• Facilitate supply of innovative digital-based solutions for health, also by SMEs, with common
principles and certification.
• Support demand uptake of innovative digital-based solutions for health, notably by healthcare
authorities and providers, with exchange of practices and technical assistance.
• Mobilise more efficiently public funding for innovative digital-based solutions for health, including
EU funding.
Digital tools and data for citizen
empowerment and person-centred healthcare

23. 23
Source: Digital Health Innovation Action Plan, US FDA (July 2017)
Health system goals – developed countries
In the US, a conducive regulatory environment is being created to foster innovation in
digital health
• The US FDA is recalibrating its approach to digital health to assure safe and fast access for its people.
• One of its key initiatives is the launch of its ‘Pre-Cert Program’ under which certified manufacturers of digital health
software will qualify to be able to market their lower-risk devices without additional FDA review or with a more
streamlined premarket review.
• Pre-Cert firms could also collect real-world data postmarket that might be used, for example, to affirm the regulatory
status of the product, as well as to support new and evolving product functions.
― Pre-Cert 1.0, the first version of the program will be available in 2019
Digital Health Innovation Action Plan

24. 24
Source: Healthy China 2030 Program
Health system goals – developing countries
Focus is on improving health access and overcoming regional fragmentation
Objectives Initiatives and Emerging Models
• Improving key indicators of healthcare delivery
• Streamline investments in healthcare
• Improving healthcare resource utilization
• Increasing access to healthcare insurance
• Healthy China 2030 Program, announced by
President Xi Jinping in October 2016
• Medium to long-term plan is being executed currently
(2017-2025) and is executed by State Council
• Tiered healthcare services including transformation of
primary care
• Using healthcare IT to transform healthcare delivery
in China
• Integrate healthcare services
• Healthcare modernization, optimize resource
utilisation, innovative services, improve efficiency,
reduce costs and meet the increasing demand on
healthcare
• China’s national planning guideline for the healthcare
service system - establishing digital health
information database network which will integrate
patient health profiles and medical records in
electronic form by 2020
• Rise of several digital and E-commerce companies
• Online hospitals and virtual care
• State guidance on developing Internet plus
Healthcare

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1.3. CONSUMER / PATIENT CENTRIC CHALLENGES THAT
NEED ADDRESSING

26. 26
Source: WHO, FAO, World Bank
Consumer / patient centric challenges – discussion
Attitudes of consumers/patients has resulted in serious global challenges including
rising obesity and low adherence to medication
The term “patient engagement” is increasingly used to convey the idea of
consumerism or patient-directed healthcare. The Center for Advancing Health
defines patient engagement as “actions individuals must take to obtain the greatest
benefit from the healthcare services available to them.”
For patients, these actions involve taking on more personal responsibility to learn
about how to care for themselves beyond what happens within the four walls of the
hospital or doctor’s office, including managing a chronic condition or preparing for a
medical procedure or hospitalization. Studies have shown that patients who are
involved in their health decisions are more likely to cooperate and understand
their disease process. In addition, educated, engaged consumers tend to have
better outcomes at lower resource utilization.
The patient engagement movement is real, but barriers continue to exist as many
consumers still lack the interest and motivation needed to take a more proactive role in
their health. This is leading to serious issues such as rising obesity due to poor
diets and limited exercise and lower medical adherence.

27. 27
Consumer/ Patient Centric Roadblocks
High consumption of unhealthy food escalating obesity
Source: WHO, FAO, World Bank DataBank
650
million
(2016)
>1 billion
(2025)
Total Number of Obese Adults (>18 years) - Global
11.7%
(2011)
13.2%
(2016)
Percentage of Obese Adults (>18 years) - Global
20.0%
(2025)
• Swayed by marketing and advertisement and other factors such as ease of access and low cost, people are
consuming unhealthy, fast junk food items which are rich in fat, calories and salt, but lack essential nutrients.
• Such unhealthy diet is linked with obesity which in turn leads to high blood pressure, cardiovascular disorders
and diabetes.
• Globally, the US, the UK, Ireland, Australia, Canada and New Zealand lead, have almost a fifth of world’s obese
adults. By 2025, the UK will become the most obese nation in Europe, with about 38% of its adults seen as obese.
“Fast and junk food is cheaper, and easier to access and prepare than fresh food, particularly for poor people in urban areas. The
consumption of these cheap foods comes however, at a high cost to society with obesity a risk factor for many non-communicable
diseases such as heart disease, stroke, diabetes and some cancers. If we do not adopt urgent actions to halt the increasing obesity
rates, we soon may have more obese people than undernourished people in the world.“ — José Graziano da Silva, Director-
General, FAO

28. 28
Consumer/ Patient Centric Roadblocks
Sedentary lifestyles with limited exercises increasing unfit population
Source: ‘Lack of exercise puts one in four people at risk, WHO says’, BBC News (September 2018)
As per the World Health Organization (WHO), nearly 1.4 billion people in the world are not doing physical exercises
Inactivity raises the risk of numerous chronic conditions, including cardiovascular disorders, type-2 diabetes
and cancer

29. 29
Consumer/ Patient Centric Roadblocks
Low adherence to medication makes treatment ineffective, wasting expenditure
Source: Medication adherence: helping patients take their medicines as directed. Public Health Rep. 2012;127(1):2-3. Pagès-Puigdemont N, Mangues MA, Masip M, et al.
Patients' Perspective of Medication Adherence in Chronic Conditions: A Qualitative Study. Adv Ther. 2016;33(10):1740-1754. Cardinal Health, Catalyst Healthcare, WHO
51% of people aged 65 years and
above take at least five prescription
drugs regularly — 63% forget to take
their medications
50% of patients suffering from
chronic diseases, do not adhere to
their prescribed medication schedule
In the US, low adherence to medication accounts for 10% to 25% of hospital and
nursing home admissions, $300 billion expenditure, and 125,000 deaths annually

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1.4. WELLNESS MANAGEMENT – PRESCRIPTIVE OR
OWNERSHIP BASED

31. 31
• Providers continue to encourage patient
engagement and ensure that efforts are
sustainable to positively impact health
outcomes. Fortunately, a variety of new
strategies have been developed that
encourage and motivate patients to take
ownership and become more involved in
decisions about their care.
• These strategies include increased
deployment of a range of consumer-
facing digital solutions, including digital
educational content, wearable sensors,
mobile apps, and other tools.
• The future healthcare expenditure spend
will evolve to focus less on treating
diseases and more on prevention,
diagnosis, and monitoring.
Prevention
Diagnosis
Treatment
Monitoring
$$$$
CARECONTINUUM
*Not to Scale
Healthcare Market: Shifting Healthcare Spend*
Across Care Continuum, Global, 2017
Source: Frost & Sullivan
Wellness management – prescriptive or ownership based
Healthcare industry shifting ownership on patients - focusing on prevention and
wellness

32. 32
Source: US Patient Engagement Solutions Market, Landscape Assessment, Frost & Sullivan
Wellness management – prescriptive or ownership based
Gaps encountered in a typical patient engagement workflow and their impact on
national health expenditure

33. 33
Source: US Patient Engagement Solutions Market, Landscape Assessment, Frost & Sullivan
Wellness management – prescriptive or ownership based
Patient engagement strategy for a value-based healthcare ecosystem based on three
key objectives

34. 34
Source: Technology Innovations for Patient Engagement, Frost & Sullivan
Wellness management – prescriptive or ownership based
Patient engagement enabling patient centric care

35. 35
Source: Technology Innovations for Patient Engagement, Frost & Sullivan
Wellness management – prescriptive or ownership based
Technology advances improving patient engagement solutions

36. 36
Source: Technology Innovations for Patient Engagement, Frost & Sullivan
Wellness management – prescriptive or ownership based
Technology advances and convergence for patient engagement

37. 37
Source: Technology Innovations for Patient Engagement, Frost & Sullivan
Wellness management – prescriptive or ownership based
Patient engagement solution enabling treatment adherence, disease management, and
overall population health management

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1.5. ALTERNATE CARE LOCATIONS

39. 39
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan, HealthCatalyst
Alternate care locations – discussion
Care delivery moving to the home environment
• The industry is gradually evolving to acknowledge the ‘anytime, anywhere care’ model, and the result is the remodeling
of healthcare services to suit this trend. Technological developments and the Internet of Things (IoT) enable a home to
evolve into a connected home. We believe that the convergence of these trends—focus on prevention and
wellness, care delivery moving in to the home and endless home automation possibilities—is imminent.
• According to a report on the Clinically Appropriate & Cost-Effective Placement Project (CACEP) from the Alliance for
Home Health Care Quality and Innovation, Medicare could reduce its spending by $34.7 billion over a 10-year period
by shifting patient care settings from facility-based care to home and community-based care. Additional $100 billion
could be saved if care delivery were restructured to be less wasteful and more effective.
Pharmacy
Patient
Visits
Path lab
Clinic
Health &
wellness
stores
Telemedicine
Home testing/collection
Online stores
[nutrition, wellness, medical devices]
House call
Products
and
Services
Visit
Patient.
ePharmacy/third-party delivery
Past Present
Healthcare Market: State of Care Delivery, Global, Past, Present & Future
In future, integration of
digital solutions will be
more concrete and visible

40. 40
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Alternate care locations
Smart home provides multiple healthcare services
Analytics/
Informatics
Storage
Machine
Learning
Cybersecurity Interoperability Decision Support
Common Healthcare Services in a Smart Home
Diet & Nutrition
Monitoring
Activity, Exercise, Rest &
Sleep Monitoring
Vaccination and
Medication Management
Telehealth Services
Wearables/Contactless
Vitals Monitoring
Smart Toilets for Waste
Monitoring
Virtual Home Assistants
Diagnostic Devices

41. 41
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Alternate care locations
Smart home caters to care needs of all resident profiles
General Wellness & Prevention
Tracking health and wellness
vitals (such as, weight,
temperature, blood pressure);
prevent development of chronic
conditions
Aging-In-Place
Ensuring senior safety
remotely, while
enabling them to live
independently
Physically/Intellectu
ally Disabled
Enabling independent
living or vitals tracking
to ensure wellbeing
Sleep
Tracking sleep, supporting
better quality of life
Chronic Disease
Management
Medication reminders,
coaching and education
Post-acute
Care
Monitoring
Monitoring for
faster
recovery and
preventing
readmissions
Children
Tracking vitals and taking doctor advice
at home (telehealth) as part of after-
hour diagnosis of seasonal flu
Smart Home Services for
Entire Age Spectrum
Key:
Health, Safety & Wellness
Medical Support
D
Infant and Maternal
Health
Monitoring of infant needs
and supporting maternal
care
D
Teenagers
Preventing
mental
health
issues and
substance
abuse
Smart Home
Healthcare Market:
Healthcare
Services for Smart
Home Users,
Global, 2017

42. 42
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Alternate care locations
Aspects of aging in smart home
Safety & Security
• Alarms and notifications for residents to be aware of any open doors,
windows
• Reminders for appliances not switched off after use
• Warnings for potentially dangerous leaks (water, gas)
• Automatic notifications for loved ones to check on residents
Isolation & Loneliness
• Virtual companions or social robotic companions
• Video communication for staying in touch with friends and family
• Mixed reality for virtually attending family events and get-togethers
• Mixed or virtual reality devices to relive past memories
Health & Wellbeing
• All aspects of senior lives and body monitored unobtrusively—vitals,
weight, diet, excreta, gait, memory and moods—and updated in patient
records and made available to doctors
• Review of information and real-time alerts (by doctors), if any, and
connect via telehealth with patients weekly to provide medical advice
• Use of mixed reality devices (by doctors) to connect with patients, to
explain complex health conditions visually

43. 43
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Alternate care locations
Aspects of aging in smart home
On-Body Wearables
 Smart implants
 Vitals/activity tracking devices
and apparel
• PERS
• Fall detection
• Smart hearing aids
Bathroom
 Smart pill dispensers
 Diagnostic devices
 Smart mirrors
 Smart weighing scale
 Smart toilets
Entire Home
 Contactless monitoring
sensors and devices for vitals
monitoring
 Motion sensors for detecting
activity, turning lights on/off
 Carbon monoxide, smoke and
water leakage sensors for
preventing mishaps
• Smart plugs or sockets, tags
and sensors for monitoring
activities of daily living (ADL),
keep caregivers and family
members informed
• Flashing tags to remind
performing ADLs for dementia
sufferers
• Smart tags to detect location
of keys, wallets, reading
glasses and other items
• Assistance robots to help with
tasks and for lifting residents
from bed to wheelchair
Smartphone Apps
 Medication adherence
 Activity tracking
• Location tracking/geofencing
Living Room
 Telehealth visits
Kitchen
 Connect with nutritionist for
diet and meal suggestions
• Smart bin to track & reorder
groceries
• Smart cups, spoons and
plates for countering tremors
Bedroom
Sleep Quality
Monitoring
 spO2 monitoring
 Ambient
environment
Social Engagement Tools
• Companion robots
• Virtual companions with digital avatars that
have human caregivers in the background
• Video communication devices or screens
for virtually visiting friends and family
• Mixed/virtual reality headsets for virtual
presence/reliving memories
Voice Interactive
Diagnosis & Control Tools
Artificial Intelligence + Data Analytics
Insights
Legend
 Active Care |  Monitoring |  Support

44. 44
Alternate care locations
Chronic disease management in the smart home
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Seniors Prone to Expensive Chronic Diseases
80% 77%
One Chronic
Disease
Two Chronic
Diseases
Proportion of
Elderly Suffering
from Chronic
Diseases, US,
2017
$317 billion
Cardiovascular
Disease
$245 billion
Diabetes
Annual Cost of
Chronic Diseases,
US, 2017
Proportion of Deaths
Attributed to Non-
communicable
Diseases, Global,
2015 and 2030
2015 2030
68.4% 73.9%
Lack of
Information
Between doctor visits, on
• Symptoms: normal, abnormal
• Diet and nutrition
• Activity
• Side-effects of medication
• Actual health progress
Mental Health
Detecting and managing mental health
issues arising out of managing chronic
conditions for a lifetime
• Anxiety
• Depression
Treatment and
Medication
Adherence
Chronic Condition Patient Challenges
Reminders and ‘nudges’ to stay on track
with provided medical advice, and treatment
regimen
Engagement
Engagement, support and motivation for
managing condition, in terms of diet and
exercise

45. 45
Alternate care locations
Requirements for chronic disease management in the smart home
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Analytics, Artificial Intelligence
Education and
Engagement
Monitoring and
Intervention
Medication
Adherence
and Treatment
Compliance
Care Coordination and Management
Caregivers, providers, and family members are updated on condition and progress and
empowered to take necessary corrective action.
• Education
• Feedback
• Motivation—challenges, peer
support, etc.
• Smartphone apps & logs
• Connected medical devices
• Smart vitals devices
• Connected activity and
fitness trackers
• Smart pill dispensers
• Smart devices (such as
inhalers)
• Smartphone apps for
accessing medical
instructions
• Weight
• Vitals
• Biomarkers
• Diet
• Activity
IntheSmartHome
What How
• Medication reminders
• Appropriate dosage consumption
• Dietary restrictions
• Activity and exercise instructions
• Other medical advice
• Voice interactive devices
• Web portals
• Smartphone apps
• Text or calls
Who
can support
• Care providers
• Care givers
• Family members
• Nutritionists
• Health coaches
EHR
Integration

46. 46
Alternate care locations
Requirements for chronic disease management in the smart home
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
On-Body Wearables
 Smart biomarker monitoring
devices
 Vitals measurement devices
and apparel
 Chronic pain management
Bathroom
 Smart pill dispensers
 Diagnostic devices
 Smart mirrors
 Smart weighing scale
 Smart toilets
Entire Home
 Voice assistants to
 Answer basic questions on
managing disease or to
connect with care
providers to seek answers
from experts
 Remind taking medicines
 Motivate users to exercise
and follow prescribed
regimen of diet and activity
 Contactless monitoring sensors
and devices for vitals
monitoring
• Prepare analytics-based
reports on overall progress,
share (if consented) with
family and friends, and with
care providers
Smartphone Apps
 Medication adherence tools
 Personal disease management
diaries or logs
• Disease management
information tools
Living Room
 Telehealth visits
 Peer support forums (video)
Bedroom
 Sleep apnea support
for diagnosis &
therapy
 Sleep quality
monitoring
Kitchen
 Connect with nutritionist for diet and meal suggestions
 Smart bin to track used food and check compliance with treatment regimen
• Smart refrigerator that keeps track of expired items and suggests recipes on the
basis of available ingredients and diet recommendations
Voice Interactive
Diagnosis & Control Tools
Artificial Intelligence + Data Analytics
Insights
Legend
 Active Care |  Monitoring |  Support

47. 47
Alternate care locations
The importance of post-acute care
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
• Clinical comorbidities to be managed
• Complications—current and potential
• Functional status/cognitive ability
• Necessary post-acute care
Patient Discharge
Home
Shorter length of stay
= higher profits*
30-day readmission
penalties
Hospital Patient Discharge Decision
*Fixed reimbursement per episode of care
• If hospitals can ensure
patient wellbeing after
discharge and prevent
readmissions within 30
days, they stand to benefit,
as the profit is higher.
• Care beyond hospital walls
is critical also for hospital’s
reputation in the era of
healthcare consumerism
and healthcare reviews.
• Patients are more comfortable recovering in their own
homes, also lowering the chances of hospital-acquired
infections complicating their recovery process.
Important
Consideration
Factors
• Family support
• Home environment
• Patient preferences
The growing
importance of post-
acute care
Hospital

48. 48
Alternate care locations
Requirements for post-acute care in the smart home
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Support
System for
Recovery
Understanding
and
Remembering
Discharge
Care Plans
Compliance to
Medical Advice
IntheSmartHome
Analytics, Artificial Intelligence
Care Coordination and Management
Caregivers, providers, and family members are updated on condition and progress and
empowered to take necessary corrective action.
EHR
Integration
• Medical monitoring and advice
• Information support for recovery
• Assistance for daily tasks
• Regular vitals monitoring
• Telehealth support
• Automated home tasks
• Primary care provider
• Caregiver
• Family
• Recording discharge care plans,
making them accessible to
primary care provider and care
givers
• Integrating medical advice in
daily care of the patient
• Via smartphone apps
(hospital/third-party vendor)
• Accessible via voice/screen
interface, which also provides
reminders and advice, on the
basis of the care plan
• Hospital
• Primary care provider
• Caregiver
• Ensuring adherence to
medication and other recovery
advice
• Tracking recovery progress
• Medication adherence tools
and devices
• Vitals data and telehealth
check ups, in-person follow-
up appointments to assess
recovery progress
• Specialist care
professional
• Primary care provider
• Caregiver
What How Who

49. 49
Alternate care locations
Requirements for post-acute care in the smart home
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
On-Body Wearables
 Smart implants
 Counter nausea/vomiting (post-
chemotherapy)
 Vitals/activity tracking devices
 Smart clothes
Bathroom
 Smart pill dispensers
 Diagnostic devices
 Smart mirrors
 Smart weighing scale
 Smart toilets
Entire Home
 Contactless monitoring sensors
and devices for vitals
monitoring
 Motion sensors for detecting
activity, turning lights on/off
 Collection of data on patient
activity and progress, and
sharing with care team and
family members
• Voice interactive tools for
asking queries related to post-
discharge care plan
• Reminders via voice or screen
interfaces to adhere to care
plan
• in view of temporary
disabilities, support for carrying
out daily tasks in the recovery
phase, that is, tech-enabled or
tool-based caregiver support
Smartphone Apps
 Medication adherence
 Activity tracking
Living Room
 Telehealth visits in lieu of
physical visits when possible
Kitchen
 Connect with nutritionist for diet
and meal suggestions
• Recipe support in accordance
to dietary requirements and
restrictions
Bedroom
 Sleep quality
monitoring
 spO2 monitoring
 Ambient environment
Social Engagement Tools
 Post-discharge care plan discussions and
queries, tracking progress, with care providers
via telehealth solutions
• Video communication screens for virtually
visiting friends and family
• Mixed-reality-based entertainment solutions
for the recovery phase which curtails outings
or activities
Voice Interactive
Diagnosis & Control Tools
Artificial Intelligence + Data Analytics
Insights
Legend
 Active Care |  Monitoring |  Support

50. 50
Alternate care locations
Challenges in maternal and infant health management
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Tracking fertility cycles
for conception
Monitoring fetal wellbeing
Tracking contractions
Tracking and recording fetal
heartbeats and movements
Track and log contractions
automatically, especially in case of
high-risk pregnancies
Maternal Health
Infant & Toddler
Health
Keeping track of details
Feeding, naps, diaper changes, doctor
appointments, vaccination schedules,
medication dosage, milestones
Finding reliable information
all parenting queries; peer support
Monitoring health
Measurement of vitals, motion, sleep
Remote monitoring
ensuring child wellbeing when away
Access to care providers
preferably at home, before and
after childbirth to ensure wellbeing

51. 51
Alternate care locations
Requirements for maternal and infant health management in the smart home
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Preconception
Prenatal care
Delivery
Postnatal care
Tracking sleep cycles, feeding patterns and growth
Vaccinations, growth checkups
Weaning, supplements
General health monitoring
Learning, wellbeing and safety
Tracking periods, fertility, family planning support
Monitoring maternal
and fetal health and
wellbeing
Normally occurs in
traditional care delivery
sites
Ensuring mother’s
recovery
Allergies, deficiencies
Ensuring appropriate growth
Ensuring a growth-conducive environment and support
Minor ailments diagnosis and treatment
Preventing injuries and appropriate learning
Smart Support—From Preconception to Infant Management

52. 52
Alternate care locations
Smart home features for maternal and infant health management
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
On-Body Wearables
 Counter nausea, vomiting,
morning sickness
 Fetal activity monitoring
 Contractions monitoring
 Infant vitals monitoring
Bathroom
 Diagnostic devices
 Smart mirrors
 Smart weighing scale
 Smart fertility
trackers/toilets
 Smart toothbrush
(children) with
augmented reality
Smartphone Apps
• Infant activity, allergies,
milestones and vaccination
record or log
Living Room
 Telehealth visits (mother
and child)
Kitchen
 Connect with care provider,
pediatrician or nutritionist
for diet and meal
suggestions
Bedroom/Nursery
 Baby monitors
 Sleep quality monitoring
 spO2 monitoring
 Ambient environment
 Lullaby/calm soothing music played to help put the baby to
sleep; automated if required to be played at night if baby’s cries
detected
 Smart breast pumps
Entire Home
• Disabling of electric sockets accessible to children
• Two-way baby monitors to monitor activity
• Remotely communicate (audio-visually) with baby in the nursery from other rooms (while working
in kitchen, for example) or outside home to support baby-sitter
• Voice assistants to provide information on parenting questions, access and input app data
Voice Interactive
Diagnosis & Control Tools
Artificial Intelligence + Data Analytics
Insights
Legend
 Active care
 Monitoring
• Support

53. 53
Alternate care locations
Smart home requirements for the physically and intellectually disabled
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Tasks or Functions that are a Challenge for Patients with Disabilities
Vision
Hearing
Thinking
Learning
Movement
Mental health
Remembering
Communicating
Social relationships
Daily Tasks
• Opening doors to rooms and of cabinets
• Switching on/switch off lights, drawing
blinds/curtains
• Controlling thermostats, environments
• Bathing and toileting challenges
• Accessing cabinets, kitchen counters,
sinks and cook-tops
• Watching television, changing channels
• Answering doorbell, opening door
• Locating items (such as smartphone)
• Understanding voicemails
• Dispensing medication
• Self-evaluating vitals
• Maintaining home security
• Housekeeping activities
• Support after falls/emergencies
• Guidance and reminders for daily
activities
• Communicating, socializing with others
• Writing/typing, reading, math

54. 54
Alternate care locations
Smart home requirements for the physically and intellectually disabled
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
• Each type of
disability poses a
unique set of
challenges, with an
additional need for
‘personalization’ of
solutions designed
for the smart home
resident, depending
on their level of
disability.
• Smart home tools
are a necessity more
than a novelty,
allowing disabled
residents to increase
their capabilities and
maintain
independence, while
maintaining their
dignity.
Visually
Impaired
Hearing
Impaired
Physically
Disabled
Intellectually
Disabled
Heavy reliance on interaction with voice-enabled devices:
• Warning for obstacles, open doors
• Finding objects like smartphones, medications or other devices
• Helping identify objects or people at the door.
• Ascertaining status of environment: curtains, cooktops, thermostats.
• Reliance on visual feedback, depending on level of hearing loss:
o Send notifications for door bell ring, innovative wake up ‘alarms.’
o Transcribe incoming voice mails.
o Hearing aids that connect directly with smart devices and phones
• Tracking ear health and ability, and impact on overall health
• High need for customization, depending on the level of disability
• Environmental control via remote interfaces: blinds, lights, thermostat,
internal doors, countertops, cabinets, etc.
• Activities of daily living (e.g., prepared baths at desired temperature,
and smart door locks or door bells)
• Reminders for daily exercises to hone mental skills (e.g., math)
• Monitoring vitals and activity without contact, especially for those who
cannot detect/express symptoms for ailments
• Tracking moods, emotions and developmental progress or
deterioration on the basis of activities, movements, and behavior

55. 55
Alternate care locations
Smart home features for the disabled
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
On-Body Wearables
 Smart implants (including
future brain implants)
 Vitals/activity tracking
devices
 Smart clothes
Bathroom
 Specialized medication
dispensing devices
 Diagnostic devices
 Smart mirrors, bath
 Smart toilets
Smartphone Apps
 Tracking development
and emotions (intellectual
disability)
Living Room
 Telehealth visits
• Voice-controlled smart
TVs, projectors
Kitchen
• Movable countertops,
cooktops
• Fast-cooling cooktops to
prevent burn injuries
Bedroom/Nursery
 Sleep Quality Monitoring: spO2 monitoring, ambient
environment
 Height adjustable beds, cribs
 Soothing lights, sound therapy for intellectually disabled
 Light-based, vibration-based notifications/alarms for the hearing
impaired
Entire Home
• Motion sensing and/or voice-controlled and/or display controlled lights, thermostats, blinds
• Automatic doors and windows, smart locks
• Robots for home assistance – transporting residents between beds, bathrooms, wheelchairs
• Therapeutic and teaching robots for the intellectually disabled.
Voice Interactive
Diagnosis & Control Tools
Artificial Intelligence + Data Analytics
Insights
Legend
 Active care
 Monitoring
• Support

56. 56
Alternate care locations
Exploring health and wellness areas
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Physical Intellectual Spiritual Occupational
Emotional Social Environmental
Types of
Wellness in
the Smart
Homes
Context,
Global, 2017
Complete, balanced wellness also leads to better health.
• Diet
• Exercise
• Sleep
• Sharp memories
• Active brains
• Thinking skills
Living a
purposeful
life
Being able to
balance work and
personal lives
• Decreasing stress
• Improving mental
wellbeing and happiness
Staying engaged with
friends and family,
ensuring positive and
meaningful relationships
Protection from
environmental toxins, sharing
a harmonious relationship
with nature and environment

57. 57
Alternate care locations
Smart home features for health and wellness
Bedroom
Sleep Quality Monitoring
 spO2 monitoring
 Ambient environment
• Sleep support—aroma,
sound or light therapy,
other tools for insomnia
Bathroom
 Smart pill dispensers
 Diagnostic devices
 Smart mirrors
 Smart weighing scale
 Smart toilets
On-Body Wearables
 Smart implants
 Neuromodulation for pain
management, mood
enhancement or goal
achievements
 Vitals/activity tracking devices
and apparel
Entire Home
 Contactless monitoring
sensors and devices for
monitoring of vitals
 Motion sensors for detecting
activity, turning lights on/off
 Carbon monoxide, carbon di-
oxide, smoke and water
leakage sensors for
preventing mishaps and
tracking exposure
• Air and water quality testing
for environmental toxins
• Music, light, aromatic
ambience to create
environments relevant to
residents’ moods
• Smart furniture to help
improve posture and health,
and to promote activity
Smartphone Apps
 Medication adherence
 Activity tracking
• Daily health/diet logs
• Brain exercises
Living Room
 Telehealth visits
 Smart exercise equipment
Kitchen
 Diet and meal monitoring,
suggestions for appropriate
recipes
Social Engagement Tools
• Companion robots
• Pets with smart trackers and other smart pet
devices
• Video communication devices or screens for
virtually visiting friends and family
• Mixed/virtual reality headsets for virtual
presence/reliving memories
Voice Interactive
Diagnosis & Control Tools
Artificial Intelligence + Data Analytics
Insights
Legend
 Active Care |  Monitoring |  Support
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan

58. 58
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Alternate care locations
A smart home will gradually evolve into a more sophisticated and interactive
healthcare monitoring environment
PERS
Diet &
Nutritional
Monitoring
Chronic
Disease
Management
Siloed
Implementations
Platform-based
Implementations
Remote
Patient
Monitoring
Digital
Coaching
Smart
Wellness
Activity
Monitoring
Medication
Management
Evolution of Healthcare Services in the Smart Home
Independent
Devices
Voice
Tablets
Smartphone
Apps
Mixed
Reality
Past Present Future
Increasing use of data integration, analytics and artificial intelligence
Smart
Toilet
Monitoring
Environmental
Monitoring
Smartwatch
Chatbots
InterfacesLegend Services

59. 59
Source: Internet of Medical Things, Forecast to 2021, Frost & Sullivan
Alternate care locations
There are many potential smart home applications with in home IoT

60. 60
Source: Internet of Medical Things, Forecast to 2021, Frost & Sullivan
Alternate care locations
In home health virtual assistants can provide a holistic health view

61. 61
Source: Internet of Medical Things, Forecast to 2021, Frost & Sullivan
Alternate care locations
In home health virtual assistants can provide a holistic health view

62. 62
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Alternate care locations
Tech savvy consumers are very interested in living in an integrated home health
monitoring environment.
Yes
32%
No
33%
Already
Have One
4%
Don't
Know
31%
35%
41%
31%
22%
12%
9%
0% 20% 40% 60%
18–24
25–34
35–44
45–54
55–64
65 or older
Have or Wish to Have
There is sufficient interest in an integrated connected home environment (grown over previous year’s results).
Interest in a home health monitoring network is definitely high, especially amongst the 25-to-34 year age group
which is tech savvy and tends to be the ‘tech decision maker’ of the house.
A connected home environment includes a home network; a
multi-room video experience; voice, video and data services;
home security monitoring; and wireless smartphone access to
home systems.
A home health network service can include services
that track vitals or overall health conditions via
wearables, sensors and devices, or telehealth.
(n=1,505 North American adult consumers)
2018 Frost & Sullivan North American Consumers Survey for Connected Home Preferences
Question: If a communication carrier offered a connected home package that included setting up a home network; providing a multi-room video experience; voice, video and data services;
home security monitoring; and wireless smartphone access to home systems, would you/your household consider buying it?
Do you have a home health-monitoring network (tracking vitals, sleep quality, health conditions, etc.)? Would you be interested in such home health-monitoring network (tracking vitals,
sleep quality, health conditions, etc.) if a digital health company designed it and installed it for you?
Willingness to Buy Connected Home
Environment Solutions, North America, 2018
Interest in Home Health Network by Age
Group, North America, 2018

63. 63
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Alternate care locations
North America and Europe are most likely to pick up on alternate care trend and adopt
smart homes for monitoring health and wellbeing
Middle East
and Africa
When compared for overall smart homes readiness, the regions show an unsurprising trend. Given that healthcare delivery in smart
homes will also depend on the development of the overall smart home ecosystem, this assessment is reflective of the care delivery
trends in smart homes, as well as of the prevalent healthcare industry trends.
North
America Europe Asia-Pacific
Infrastructure
Technology
Government Push
(Energy Efficiency)
Consumer
Awareness
Affordability &
Willingness to Invest
Low High
Legend
Latin
America
Rank 1 2 3 4 5
Smart Home Healthcare Market: Regional Readiness Assessment, Global, 2017

64. 64
Alternate care locations
Smart Home Healthcare Market: Impact of Top 10 Trends, Global
Source: Vision 2025 – Healthcare in the Smart Home, Frost & Sullivan
Higher
impact
Projected
Impact on
the Smart
Homes for
Healthcare
Market
Lower
impact
Certainty
Low High
Rising healthcare
costs; demand for
solutions to control itLower
Growth
Impact
Medium Growth Impact
Higher Growth Impact
Positive Impact Negative Impact
Increasing incidence
of chronic diseases,
ageing population
Increasing interest of non-
healthcare tech companies
in the industry, convergence
with technology
Growing interest in connected home
products; first buy leads to subsequent
purchases of other automation devices
Adoption and installation
challenges (cost,
expertize,
implementation)
Privacy concerns
and regulations,
especially with
healthcare data
Cybersecurity risk
Lack of sufficient, strong
healthcare in smart home
success stories
Consumers becoming aware
of importance of health and
wellness; rise of quantified-
self and similar movements
Traditional
healthcare
companies going
digital; digital health
industry growing

65. 65
Back to Contents
1.6. PATIENT MANAGEMENT – USE OF WEARABLES

66. 66
Source: Frost & Sullivan
Patient management – discussion
Digital technologies are helping in more efficient monitoring of health.
A confluence of cultural and societal changes is motivating individuals to become more empowered
as consumers. For individuals, becoming empowered pertains to gaining a stronger sense of
control over one’s circumstances as well as a greater sense of well-being and satisfaction.
Cultural attitudes are evolving from conceptualizing the patient as a mostly passive recipient of
whatever treatment the doctor decides (the provider-centric model) to recognition of a more active,
engaged patient/consumer that works in conjunction with caregivers to realize the best possible
health outcome (the patient-centric model). Empowered consumers and patients want to be—and
need to be—a full member of the healthcare team. Access to accurate information promotes a
stronger connection between the patient and the healthcare team, providing the nexus for patient-
centric models that drive high levels of engagement and activation. Digital technologies serve an
important role in helping people connect with both peers and advice givers/seekers to share
information. Use of wearables is picking up and aiding this trend.
Care systems are shifting away from traditional fee-for-service (FFS) toward fee-for-value
reimbursement that rewards providers based on the quality of care rather than the quantity of
care. Value-based care comes with increased financial risk. Therefore, care delivery must be re-
engineered to ensure economic viability under this new business model. Consequently, providers
are developing new digital strategies for better alignment of care processes to ensure
collaboration with key stakeholders, including patients and their families, to ensure optimal health
outcomes and maximum reimbursement. Smart hospitals and telemedicine are key enablers in
this regard.

67. 67
Source: Frost & Sullivan
Patient management
Wearables are poised to play a critical role in broader transformations in healthcare
delivery.
Technology-Driven
Paradigm Shift in Future
Healthcare System
Factors
Transforming
Healthcare
From Today As-is-State
(2015)
Future To-be-State
(2025)
Focus Process/provider centric
Patient-centric and
participatory
Objective Symptomatic, curative Predictive and preventive
Access/
Location
Limited in-hospital care
(centralized)
Any time, any place-
homecare (decentralized)
Technology Isolated systems
Integrated systems (digital
medicine)
Treatment
Methods
Episodic care (invasive)
Holistic care
(minimum/non-invasive)
Medication Blockbuster medication Personalized medication
Technology
Innovation
Digitization of
HealthCare
Decentralized + Miniaturized +
Personalized
Shift
Role of Wearables
in Transforming the
Future of Health and
Wellness
Customer Centric Care
(Data Driven – Engaging, Social,
Outcome-based Care)
Cost Containment
(Promoting ACO and value-based
care)
Preventive & Wellness Focused
(Personalized Medication/Care)
Decentralization of Care Delivery
Model
(Home & Virtual Care; eVisits)

68. 68
Source: Frost & Sullivan, AJM
Patient management
Wearables can enable anytime/anywhere access through enhanced mobility, both for
the caregiver and patient to optimize the outcomes and cost of care.
Hospital
Reduces readmission,
patient process time, and
test duplication
Physician
Can access
comprehensive patient
data and history for
improved decision making
and diagnosis
Patient
Can stay more informed
about personal health and
wellness, and benefit from
reduced treatment time
Benefits to Different Stakeholders
Payer
Reduced treatment cost,
hospital length of stay,
and overall process
efficiency
Wellness
Program
Home
Monitoring
Medication
Adjustments
Service While
Travelling
PoC Labs and
Diagnostic
Health
Awareness
& Training
Patient
Physician
Insurance
Self Monitoring
Regular feedback
Reinforcement
Appropriate level
of intervention
Analytics
Report
Population
health
benchmarking
Reimbursement
Wearables Care
Modules
Wearable-enabled Decentralized Care Model by 2025

69. 69
Source: Frost & Sullivan
Patient management
Advancement in sensor and wireless platform technologies is driving the evolving
need of consumers for smart wearables.
• Emerging paradigm for wearables in the consumer space
• Hardware with multiple applications and platform
integration
• Emerging market with competing platforms and
advanced user interface
• For example, smart watches, smart bands, smart glasses
• Created from the point of view of being a
special-purpose device
• Limited functionality and does not run on
third-party apps
• Product cycle has reached the peak and the
market is mature
• For example, Basic activity trackers and
bands
Overview
Always-On
Interconnected
Flash ROM SRAM
Apps
CPU
Interconnected
ROM SRAM DMC
Always-
On
GPU
Display
Processor
Video
Processor
Architecture
Fitbit, Xiaomi, Nike, Jawbone,
Microsoft, Garmin, Samsung, Sony
Apple Watch, Samsung, Microsoft, Google,
Sony, LG, Pebble, Motorola
Passive Tracking Smart WearablesWired Devices
Past Current Future
First Generation Second Generation

70. 70
Source: Frost & Sullivan
Patient management
Six key attributes around design, technology, and function for future success of smart
wearables
6 Key
Attributes of
Smart
Wearables
• Wireless charging
• Low power consumption
• Multiple charging
options
• Minimum charging time
• Multi-parameter
tracking
• Augment
special features
• Third-party apps
• API partners
• Accessories
• Customized and modular
functionalities
• Voice/gesture
recognition
• Augmented reality
• Remote sensing
• Wi-Fi
• Cellular Bluetooth
• NFC, 3F/4G
• Less distracting
UI
• Quick response
time
• Automated user
feedback
• Plug-and-play
mode
Inter-
Operability
Always-
On
Multi-
Functional
Ease of
Use
Hands-
Free
Always
Connected
4
Design Technology Function
API: Application program interface

71. 71
Source: Frost & Sullivan
Patient management
Consumer electronics and non-traditional participants entering the clinical wearables
space
• Apple Inc. CEO Tim Cook in his recent public appearance testified that Apple’s strategy is to branch out and
create actual medical devices without force fitting clinical aspects into existing consumer wearable segments .
• Moreover, Apple’s open-source frameworks such as HealthKit and ResearchKit are to complement building
services around wearable technology.
• Recently-formed Google Life Sciences has multiple on-going med tech R&D initiatives. Google’s clinical-grade
wearables are expected to target non-invasive diagnostic tests.
• Examples: Google X team is building a clinical-grade wearable health sensor for cardiac and activity tracking and
investigational use.
• Speaking at Mobile News “Wearables and Accessories” (Nov. 2015) Leila Martine, Microsoft’s product marketing
director said, “Microsoft intends to become the leader in advanced wearable technology for healthcare and
medicine.” Microsoft’s future wearable technology on cloud and mobile apps aim to cater to digital therapeutics to
address unmet health problems such as mental healthcare.
• Wearable technology remains an integral part of Intel's future innovation roadmap with other complementing
technologies such as voice, gesture, 3D, holography, robotics, and the virtual piano.
• In the recent past, Intel has partnered with Parkinson's disease researchers and been helping them use wearable
devices, IoT, and Big Data technologies to collect and analyze patient data.
• Samsung is expected to move into clinical-grade wearables and applications in clinical trials with its upcoming
wristband Simband. It has partnered with Medtronic to enable patients implanted with neuromodulation therapies
to use consumer electronics such as smartphones, wearables, or tablets to securely and wirelessly transmit real-
time data from their device to their physicians—aiding them to make informed, data-driven treatment decisions.

72. 72
Source: Frost & Sullivan
Patient management
Companies need to find the optimum marketing trade-off between mass and niche
healthcare wearables.
Activity
Tracker
Single-
Purpose
Clinical
Wearable
Multi-
purpose
Health
Wearables
Strategic Approach:
• Improve
software/insights
• Add more biosensors
• High acuity health
features
Strategic Approach:
• Create wearables for
family of health
segments
• Feature extension by
improving
interoperability and
Integration
Degree of Clinical Relevance/ Product Novelty
AddressableMarket
Low High
HighLow
Fail to gain widespread
adoption due to lack of
usefulness/ROI
Highly valued but
limited to niche
segments
Fear of regulations
Companies that fail to embrace regulatory
requirements (FDA, HIPPA, CE, and so on), and
avoid making their devices truly medical-grade
may get to market faster, but will eventually restrict
their long-term potential in the saturated
consumer-grade wearable market.
Too Niche, Fail to Gain
Widespread Adoption
Wearable devices that address a very niche use
case often fail to achieve widespread adoption.
Companies that fail to achieve customer-centric
integrations often over-estimated the value and
expectation for adoption and market size.

73. 73
Source: Frost & Sullivan
Patient management
Companies should assess the future attractiveness rating by segment for clinical and
medical-grade wearables
Low HighKey :
PayerPatient Physician
Respiratory & COPD Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Heart & CVD Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Multi-Parameter RPM Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Aging in Place
Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Diabetes and Obesity Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Pediatric Health Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Women‘s Health
Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Neurological & Mental Health Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Attractiveness to
Sleep Disorders
Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432
Chronic Pain Management Low High
1 52 3 4
Low High
1 52 3 4
Low High
51 432

74. 74
Back to Contents
1.6. PATIENT MANAGEMENT – SMART HOSPITALS

75. 75
Patient management – Smart hospitals
The popular notion of Digital = Smart is incorrect; going digital is only the first step.
Source: Future of Smart Hospitals, Frost & Sullivan
Optimize / Redesign / Build New
Smart Hospitals
Smart hospitals are those that optimize, redesign, or build new clinical processes, management systems and potentially even
infrastructure, enabled by underlying digitized networking infrastructure of interconnected assets, to provide a valuable service
or insight, which was not possible or available earlier, to achieve better patient care, experience, and operational efficiency.
Clinical Processes Management Systems Infrastructure
Digitized, networking infrastructure of interconnected assets
Achieve better patient care, experience and operational efficiency
Frost & Sullivan Defines Smart Hospitals as:
Smart Hospital
implementations
involve strategy, not a
to-do list
For providing a valuable service or insight, not possible or available earlier
The ‘Smart
Component’

76. 76
Patient management – Smart hospitals
Healthcare transformation impact on hospitals
Source: Future of Smart Hospitals, Frost & Sullivan
Market Forces Emerging Trends
Rising care delivery costs,
reimbursement pressures
Aging population, increasing
incidence of non-
communicable diseases
Healthcare consumerization
Improve productivity and
efficiency, reduce
operational costs
Employ multi-disciplinary
approaches, improve care
coordination
Cater to needs of
empowered patients who
are active participants in
care decision making
HOSPITALS

77. 77
Patient management – Smart hospitals
Hospitals Facing Increasing Pressure to Adapt or Close.
Source: Future of Smart Hospitals, Frost & Sullivan
PRESSURE
• Evolving Re-imbursement Landscape
• Changes in Healthcare Delivery Models
CHANGE
Next level of supply chain
savings
• Implement data standards
• Change contracting process
• End-to-end supply chain costs
• Expand scope of products in
distribution
CHANGE
Moving beyond the acute care
setting
• Enable home care setting
• New front-line care models
• Leverage non-acute data
CHANGE
Supporting outcomes
• Link products and outcomes
• Data for actionable insights
• Share risk
• Standardization
CHANGE
Restructuring for consolidation
• Transparency on product-service costs
• Strip away supply chain costs
• New capabilities to enhance care outcomes
HOSPITAL

78. 78
Patient management – Smart hospitals
Smart hospital impact on healthcare industry.
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Flaticon (Smashicons), Thinkstock
PRESENT FUTURE
• Healthcare consumerization is a growing trend,
affecting hospitals’ ability to attract patients as
well as reimbursements in some countries.
• Smart hospitals, with a patient-centric approach,
ensure patient experience is optimal, allowing
for better revenue generation.
• In line with the cost reduction targets, patient
outcomes will also need to be improved to
reduce or even eliminate preventable,
expensive hospitalizations.
• Smart hospitals will enable better quality of care
with personalized approaches and reduced
medical errors to achieve better patient
outcomes.
• Hospital expenditures account for the largest
share of healthcare expenditures.
• As global economies struggle to reduce the
overall expenditures on health, smart hospitals
will prove to be an effective tool to achieve that
target.
Healthcare
Industry
Outcomes
Cost
Experience
Smart
Hospitals

79. 79
Patient management – Smart hospitals
Smart hospitals are utilizing a myriad of digital technologies to deliver on patient-centric
care.
Source: Future of Smart Hospitals, Frost & Sullivan
Wearables
H O S P I T A L S
Representative list, not exhaustive
Robots
Augmented/
Virtual Reality
mHealth
Artificial
Intelligence
Community
Enhancement
Telehealth
Currently implemented
as singular efforts
Technologies lie in
disparate systems
Unplanned applications
lead to significant
manual coordination
efforts
Reduced workflow
efficiency: opposite of
what is actually
expected
Current State of
Implementation
Patient
Management
Tablets
Patient Monitoring
Sensors
RFID Tags
Internet of Things
Blockchain
Open API
Analytics
Big Data Tools
Security & Identity
Management
Population Health
Management
Chronic Disease
Management
Financial
Support
Wellness Plans
Support
Smart Hospitals: Digital Technologies and Services Landscape

80. 80
Patient management – Smart hospitals
Digital health has long-term healthcare implications.
Source: Frost & Sullivan, Intel Health Innovation Barometer, McKinsey Survey
Patients want to use digital
health services in the future
More than
75%
39.7 M
Healthcare smartphone apps
in use
150+ exabytes
Amount of healthcare data
that exists today
24 months
Rate at which healthcare data
doubles
20-30 B
Internet of Medical
Things Devices by
2020
Increasing digitization complexity in healthcare
Are hospitals prepared for
a digital future? 57%
People who believe
traditional hospitals will
be obsolete in future
Healthcare Industry: Increasing Digitization
Complexity, Global, 2016

81. 81
Present Future
Patients
Patients can view their medical records, lab test
results and learn more about their health
conditions on tablets in their rooms
Patients’ educated about their health conditions, diet
and activity requirements via smart in-room devices,
with content progressing in-line with patient
recovery as tracked by the Electronic Health Record
data
Physicians
Patients’ vitals tracked using wearable /in-room
devices and automatically recorded in EHR;
physicians can access data on tablets while on
rounds
Integrated, live patient data from various body, room
sensors and lab results visible to doctors, allowing for
‘virtual’ rounds, in addition to alarms when patient
health deteriorates
Nursing Staff
All of patient’s condition and medication history
stored in EHR on hospital servers, accessible from
any computer/tablet after authorization
Nurses have access to information on
wearable/mobile devices allowing them to perform
clinical duties without excusing themselves from
patient room to access their EHR data
Administrator
Administrators can view all housekeeping and
facilities management details online to identify
incomplete tasks or equipment faults in real-time
and fix them immediately
Administrators for areas such as housekeeping and
facilities management have access to basic patient
information to speak to them and clinical staff to get
feedback about expectations being met
Patient management – Smart hospitals
Digital health has long-term healthcare implications
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Flaticon
Beyond digitization, hospitals must align processes and workflows, eliminate technology implementation silos,
and ‘connect’ all technologies to ‘talk’ to one another, with an objective to enhance patient experience and to
improve care, to harness the true potential of a smart hospital.
Smart Hospitals: Present and Future Utilities

82. 82
Patient management – Smart hospitals
What smart hospitals do different than digital ones
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Flaticon (Freepik)
• Digital hospitals are ‘connected’, but just because they are networked, does not make them ‘smart’!
• Truly smart hospitals derive insight and value from the networked services in a digital hospital
Reduce
operational
costs, improve
margins
Help patients
recover faster
Reduce staff
burden, make
jobs easier
Improve patient
satisfaction and
experience
Smart Hospital:
Areas for Development
Operational Efficiency1
Clinical Excellence2
Patient Centricity3
Advantages

83. 83
Patient management – Smart hospitals
The smart hospital concept overview
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Flaticon (Freepik)
Facilities
Building Automation Systems
Network Infrastructure
Asset Maintenance and Management
Mobile Asset Tracking
Logistics
Inventory Control
Other Logistics
People Flow
Personnel
Nurses
Patient Rooms
OPERATIONAL
EFFICIENCY
CLINICAL
EXCELLENCE
PATIENT
CENTRICITY
Doctors
Departments
Patient Outcomes
Emergency
Surgery
Radiology
Hospital-Wide
Patient Monitoring
Referrals
Patient Engagement
Hospital Services
Technology Initiatives
Hospital Design

84. 84
Patient management – Smart hospitals
The smart hospital framework
Source: Future of Smart Hospitals, Frost & Sullivan
DATALAYER
SMARTINSIGHT
LAYER
ACCESSLAYER
FACILITY
SYSTEMS
CLINICAL
DEVICES
OPERATIONS
DEVICES
OTHER
DEVICES
Sensors Systems
Interconnected Networks
INFORMATION
DATA DATA DATA DATA
Connectivity
ANALYTICS
MACHINE LEARNING
DEEP LEARNING
ARTIFICIAL INTELLIGENCE CLOUD
(Optional)
Enable devices and
machines to become
smart; automate some
tasks to make human job
easier /faster
AND
INSIGHT
MobileDesktop Tablet
Appropriate level of insight customized to every potential user (clinical staff, operations staff, support staff) to enable them to
perform their job faster and efficiently. Also, appropriate information provided to the patient, on demand.
User inputs and
instructions can also
enable smart,
automated operations,
reducing workload for
staff
Ability to provide
commands/instructions to take action

85. 85
Patient management – Smart hospitals
Clinical areas in a smart hospital
Source: Future of Smart Hospitals, Frost & Sullivan
Ear, Nose,
Throat
Geriatrics Gastroenterology Hematology
Obstetrics/Gy-
necology
Maternity
Neonatal Nephrology Neurology Oncology Ophthalmology Orthopedics
Rheumatology Urology Emergency
Operating
Room
General Surgery Anesthetics
Critical/Intens-
ive Care
Psychiatry Outpatient* Inpatient
Radiology Pathology Pharmacy* Physiotherapy
Sterilization
Unit
Nutrition/Dieteti-
cs Services
Administration
Human
Resources
Finance
Information
Technology
Facilities
Management
Food
Services/Caterin
g
Non-clinical areas not considered in this analysis
Least Impact Medium Impact Maximum ImpactLEGEND:
Cardiology
Supporting Areas

86. 86
Patient management – Smart hospitals
Departments—Emergency
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Flaticon (Smashicons)
• Patients can register pre-arrival
using app/Web site
• This allows them to view
approximate wait times, as well
as helps the ED better plan for
patient flow
• Paramedics can transmit patient
vitals and other clinical
information from ambulance to
the ED, for better preparedness
• Interoperability between
emergency services and
hospital medical records can
also help for better patient
outcomes
I N F L O W
The Emergency Department
Patient Information Screen(s)
Helps manage patient flow, communication and care coordination within the ED
Feed information to central information screen
Digital whiteboards in every exam room/next to bed
Provides information on:
• Care team members – names and pictures
• Status of lab tests
• Diet information
• Discharge information
• Staff member responding to alert
Eliminates:
• Back-and-forth phone calls
• Communication by hand-written
notes
• Delays in decision-making due to
unavailability of latest test results

87. 87
Patient management – Smart hospitals
Departments—Surgery and Operating Room
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Flaticon
Smartphone app/Web-based
interactive tools, checklists, and
reminders for patients to adhere
to pre-surgery instructions
• Smartphone app/Web-based
tools for customized aftercare
plans
• These aim to educate and
guide the patients on recovery,
as well assess their progress
• These also provide the
relevant contact information of
hospital staff/physicians for
follow-up questions
Training
• Virtual reality-based training
and simulation tools
Planning
• Virtual/Augmented reality-
based surgery planning and
rehearsal
• 3D printed anatomical
models for planning
• Robotic surgery (with potential
for autonomous surgery)
• Augmented reality-based
surgical navigation tools
• 3D printed tools and implants
• Surgery optimization tools
• Accurate orthopedic implant
positioning tools
• Other tools, such as blood
loss measurement tools
PATIENTS
SURGEONS
• Tools for assessing patient
recovery
• Tools for gauging implant
performance (for example,
orthopedic implants with
sensors)
Pre-surgery During Surgery Post-surgery

88. 88
Patient management – Smart hospitals
Departments—Radiology
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Flaticon (Dinosoft Labs, Freepik, Nikita Golubev
Using inputs from traditional 2D images to construct 3D models of anatomies to
better understand maladies – as a personalized tool to help patients comprehend
their conditions and also for doctors and surgeons to design therapies tailored to each
unique patient condition
Deep learning algorithms to
• Help radiologists process images and diagnose faster,
addressing personnel shortages
• Improve diagnosis of rare conditions
• Design precision radiation treatments for oncology
patients
Patients’ images available within and across health
systems, helping construct a complete picture of
patients’ health history and disease progression
• Advanced, state-of-the art
imaging equipment
• Portable device solutions for
imaging in patient
rooms/outpatient point of care,
to help patients with limited
mobility and for streamlining
bottleneck issues in the
department
EQUIPMENT TECHNOLOGIESIMAGE ANALYSIS
Cloud
Machine Learning
/ Artificial
Intelligence
3D Modeling
Higher application of interventional radiology procedures to help replace other costlier and invasive procedures

89. 89
Patient management – Smart hospitals
Departments—Intensive Care
Source: Future of Smart Hospitals, Frost & Sullivan, Image Source: Image Source: Thinkstock
Continuous Monitoring Remote Care Tele-Care
Use of algorithms to process
data generated by patient-
monitoring devices to
• Minimize need for periodic
checks by nursing staff
• Reduce alarm fatigue
• Raise pertinent alarms for
deteriorating patient condition
• Serve as pre-requisite for
remote care
• Single location control room to
remotely monitor patients
spread across different health
systems locations’ intensive
and special care patients who
do not have specialists during
the night shift
• Data from monitoring devices
flows into this control room for
monitoring patients and
alerting ground staff for
appropriate interventions when
necessary
• Some intensive care patients
can be discharged to their
homes earlier than usual,
leveraging the same
technology as for remote care
• Under constant monitoring at
home, patients can video call
any doctor or nurse at any
point of the day
• This concept was run by
Banner Health in the US as a
pilot for its 28 hospitals, and it
estimates saving 33% costs

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Patient management – Smart hospitals
Regional readiness for smart hospital adoption
Source: Future of Smart Hospitals, Frost & Sullivan
4.5
4.0
2.5
4.8
4.3
3.5
4.0
3.7
3.03.0 3.0
2.5
End-user Readiness
Consumer interest in health and
wellness and in movements like
Quantified Self is important.
However, more important is
clinician comfort with and
education in medical
technologies to help them
navigate their day-to-day tasks.
Spending Power
Health systems with clear
incentives for providers and
vendors to collaborate and enter
into risk-sharing agreements are
better positioned for smart hospital
development. Sources of funds
could be public or private, as long
as they are transparent and
accountable.
Technological
Sophistication
High levels of Electronic
Medical Records and Health
Information Systems (>70%)
adoption in hospitals and
increasing adoption in primary
care are foundational
infrastructure that contribute
to smart hospital success.
While the technologies may
be easily available in all
regions, uniform ICT
penetration is a challenge.
Regulatory Landscape
Regulations that support
payments for quality are
limited to the US. Other
regions have invested in the
concept but do not have
advanced regulations yet.
Compliance is building up
across regions and emerging
as a key driver for smart
hospital investment.
North
America
Europe APAC
Score(1–5)
Smart Hospitals Market: Regional
Readiness Assessment for Smart
Hospitals Adoption, Global, 2016
For each of these Assessment Domains, Frost & Sullivan rated the largest
geographic regions, North America, Europe, and APAC, on a five-point
scale.

91. 91
Patient management – Smart hospitals
3 Big Predictions
Source: Future of Smart Hospitals, Frost & Sullivan
2
Cybersecurity will continue to be a major concern; guidelines, standards, and best
practices are still being developed and shared. By 2025, a major cyberattack targeting a
smart solution vulnerability in hospitals will underscore the need for stronger security
strategies and measures.
3
An explosive growth for smart hospital augmentation solutions is expected by 2020,
when hospitals with implemented solutions report extensive benefits and substantial
return on investments. Greenfield ventures (especially hospital building replacements) are
likely to take-off gradually due to a minimal need for new hospitals.
1
By 2025, 10% of hospitals across the globe will become or will have started
implementations to become smart hospitals, located likely in Canada, the Nordic
regions, Australia, and the medical tourism focused regions of Singapore and Dubai.
Beyond 2030, today’s traditional hospitals without any smart elements will simply cease to
exist.

92. 92
INNOVATION ACTIVITIES
MIKA SIEVI-KORTE
mika.sievi-korte (at)
businessfinland.fi
+358 50 342 3268
INTERNATIONALIZATION
MERIA HEIKELÄ
meria.heikela (at)
businessfinland.fi
+44 778 715 3014
HANNA RANTALA,
DIRECTOR HEALTH AND WELLBEING
PROGRAMS
hanna.rantala (at)
businessfinland.fi
+358 50 557 7797
SMART LIFE FINLAND PROGRAM
https://www.businessfinland.fi/en/smartlifefinland