Our thought leadership

Our market-leading intellectual capital underlines our thought leadership in the healthcare sector (selected examples below):

Please choose a category to read a selection of articles.

To better understand both the challenges faced by the global pharmaceutical industry in its pursuit of emerging-market opportunities and the strategies that leaders are employing to address them, Strategy& surveyed executives from more than 25 of the top pharmaceutical and generics companies, other industry experts, and members of Strategy&’s global pharmaceutical practice. The results paint a compelling picture of the hurdles and opportunities Pharma faces in pursuing perhaps its best opportunity for growth.

 

In the post-reform healthcare environment, pharmaceutical companies have a clear opportunity to play a greater role in delivering a better experience for patients, improving clinical outcomes, and reducing the total cost of care. The key is digital health technology.

 

Medtech companies must take the right strategic approach to managing costs while investing in capabilities and growth initiatives, via a Fit for Growth transformation. This entails three specific priorities: (1) investing in differentiating capabilities and growth initiatives; (2) transforming the cost structure; and (3) reorganising for sustainability.

 

Medical Device Quality
In our experience, there are three root causes for the rising incidence of product failures in the medical device industry: a siloed, reactive approach to quality; a lack of focus on continuous improvement; and the ever-increasing complexity of medical devices. To address them, manufacturers should consider developing quality management as an organisational capability. The principal components of such a capability are critical-to-quality (CTQ) management, systems engineering, and design for Six Sigma (DFSS). Companies that successfully weave these three elements into an integrated, preventive quality capability can achieve a competitive advantage and a leadership position in their industry.

 

This perspective describes Strategy&’s approach to change management and lays out the five key success steps in any successful change management program.

 

Managing talent well creates value for companies — that’s the bottom line. To remain competitive, particularly in difficult times, they must not only cut costs; they must also seize future advantage by revamping their talent management strategies and developing more innovative value propositions, in line with the changing demographics of a more mobile, diverse, and global workforce. This perspective shows how to maximise the impact on business results by applying a comprehensive approach with four components: differentiated capabilities, performance acceleration, leadership development, and a talent culture.

 

In the current economic environment, there is increasing interest in the concept of "zero-basing" cost and activity levels. Although the concept of zero-basing is understood in theory, it is often misapplied. A structured and pragmatic approach to zero-basing can help achieve sustainable cost reduction while protecting key activities.

 


Many hospitals and healthcare systems are not prepared for the way their function and forms will change in the next few years. They appear to be stuck, as if waiting for competitors, regulators, and payors to tell them how to define themselves. With a capabilities-driven strategy that broadens their thinking about form and function, hospitals and health systems can untether themselves from the past, unlock new opportunities, and remain viable and vital during these tumultuous times.

 

There’s a new boss in U.S. healthcare: the consumer. That’s the key finding in an extensive survey of 2,339 U.S. residents by Strategy&. The research paints a clear picture of a population displeased with its overall healthcare experience — and with rising expectations for transparency, value, and customer service, as well as a willingness to seek healthcare services from less traditional sources. The healthcare market as we know it is being upended, and the consumer is in the driver’s seat.

 

Bundled care is one approach to extending health care to all Americans at affordable prices with no sacrifice in quality. This is the second in a series of Strategy& articles on bundled care. The first dealt with consumer perceptions of bundles, and this Perspective presents survey data from providers: physicians and hospitals.

 

The Supreme Court’s decision to uphold the Affordable Care Act (ACA) means that the transformational changes already underway in the healthcare system will accelerate in three key areas: expanded access for individuals via health insurance exchanges and expanded Medicaid eligibility, where states consent; greater integration of care, and more affordable care. To keep up, health insurers, care providers, pharmaceutical firms and other healthcare companies need to take action.

 

An analysis of M&A among hospitals and health systems shows that typical deal drivers — such as geographic proximity or market dominance — do not lead to success. By contrast, an M&A strategy that leverages the capability systems of the deal partners is overwhelmingly successful.

 

This perspective describes Strategy&’s approach to change management and lays out the five key success steps in any successful change management program.

 

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An innovative experiment in Florida shows the potential for more systemic collaboration as the catalyst for lower costs and improved quality.

 

Gulf Cooperation Council (GCC) countries can use public-private partnerships as a means of managing rising healthcare costs, as a mechanism to enhance the capabilities of the healthcare system, and as part of a program of systemic transformation of the sector.

 

Bundled care is one approach to extending health care to all Americans at affordable prices with no sacrifice in quality. This is the second in a series of Strategy& articles on bundled care. The first dealt with consumer perceptions of bundles, and this Perspective presents survey data from providers: physicians and hospitals.

 

Despite the Supreme Court’s recent decision to allow individual states to opt out of the Medicaid expansion provision of the Affordable Care Act, Medicaid rolls will soon expand by millions of people. Indeed, this decision is just one element of the changing Medicaid landscape. Many states will continue to shift their current Medicaid and “Duals” populations — those who qualify for both Medicare and Medicaid — to managed care organisations (MCOs), creating enormous opportunities and challenges. For MCOs that decide to take the plunge, we propose a multistep approach.

 

This perspective describes Strategy&’s approach to change management and lays out the five key success steps in any successful change management program.

 

Bundled care is one approach to extending health care to all Americans at affordable prices with no sacrifice in quality. This is the second in a series of Strategy& articles on bundled care. The first dealt with consumer perceptions of bundles, and this Perspective presents survey data from providers: physicians and hospitals.

 

Gulf Cooperation Council (GCC) countries can use public-private partnerships as a means of managing rising healthcare costs, as a mechanism to enhance the capabilities of the healthcare system, and as part of a program of systemic transformation of the sector.

 

This perspective describes Strategy&’s approach to change management and lays out the five key success steps in any successful change management program.