Управление интернетом вещей в стратегиях медицинских организаций
Цель данного исследования – сформулировать рекомендации по разработке стратегии внедрения решений Интернета медицинских вещей в деятельность российских организаций здравоохранения. В качестве методологической основы диссертации была использована концепция цепочки добавленной стоимости (М. Портер).
На основе концепции цепочки добавленной стоимости в работе рассматривается деятельность трех клиник Санкт-Петербурга (ведомственной, частной, государственной) по внедрению решений интернета вещей в сфере оказания медицинских услуг. Результаты исследования обобщены в виде рекомендаций по совершенствованию содержания и методов разработки стратегии развития организаций.
Introduction………………………………………………………………………………………………………6
Chapter 1. Healfcare organizations and Internet of Things………………………………………..7
1.1. Healthcare organizations……………………………………………………………………………….7
1.2. Business processes and strategic business units in healthcare organizations …………..9
1.3. Value-added chain model…………………………………………………………………………….12
1.4. Healthcare in the Russian Federation ……………………………………………………………. 14
1.4.1. Organizational bases of healthcare in the Russian Federation………………………….15
1.4.2. Market overview……………………………………………………………………………………..15
1.4.3. Chosen healthcare organizations ……………………………………………………………….. 17
1.5. Internet of thing in healthcare ……………………………………………………………………… 21
1.5.1. Applications of IoT in health care ……………………………………………………………… 22
1.5.2. Benefits and barriers that affect IoMT adaption in healthcare organizations ……… 24
1.5.3. IoMT market overview …………………………………………………………………………….26
1.5.4. Wearable technologies……………………………………………………………………………..27
1.5.5. Practices of IoT devices usage in healthcare organizations……………………………..29
1.6. Research gap …………………………………………………………………………………………….33
Chapter 2. Research methodology ………………………………………………………………………35
2.1 Research design………………………………………………………………………………………….35
2.2. Selection of methods and tools for organizations’ analysis………………………………..35
2.2.1. In-depth interviews …………………………………………………………………………………. 36 2.2.2. Coding…………………………………………………………………………………………………..36 2.2.3. Value chain concept application…………………………………………………………………37 2.3. Context of the organizations based on interviews results…………………………………..39 2.3.1. NRCERM………………………………………………………………………………………………40 2.3.2. DRIEM………………………………………………………………………………………………….41 2.3.3. EMC Clinic ……………………………………………………………………………………………42 2.4. Finalization……………………………………………………………………………………………….43
Chapter 3. Application of developed framework to cases of organizations…………………44
3.1. NRCERM…………………………………………………………………………………………………44 3.1.1. Value chain application…………………………………………………………………………….44 3.1.2. Gaps in the primary and supporting activities’ strategies………………………………..47 3.1.3. Recommendations……………………………………………………………………………………48 3.2. DRIEM…………………………………………………………………………………………………….49
4
3.2.1. Value chain application…………………………………………………………………………….49 3.2.2. Gaps in the primary and supporting activities’ strategies………………………………..52 3.2.3. Recommendations……………………………………………………………………………………52 3.3. EMC Clinic ……………………………………………………………………………………………… 53 3.3.1. Value chain application…………………………………………………………………………….53 3.3.2. Gaps in the primary and supporting activities’ strategies………………………………..55 3.3.3. Recommendations……………………………………………………………………………………55 3.4 Theoretical contribution and practical implication…………………………………………….56 3.5 Limitations and direction for future research……………………………………………………58
Conclusion ……………………………………………………………………………………………………..59 References………………………………………………………………………………………………………60 Appendices…………………………………………………………………………………………………….. 65
Appendix 1. NRCERM. The Care Delivery Value Chain Hypertension Care……………..65 Appendix 2. DRIEM. The Care Delivery Value Chain Hypertension Care…………………66 Appendix 3. EMC Clinic. The Care Delivery Value Chain Longevity Department ……..67
A significant part of modern patients (often, for example, yuppies – young urban professionals (J. Algeo, 1991) don’t have the time to be sick or to waste on unnecessary services, but rather need the medical service to be given a personalized character. The Internet of medical things makes this possible. Large volumes of data collected by body sensors facilitate the personalization of the healthcare experience. In the future, each patient will be treated using more flexible clinical standards, which are formed using data about the patient, and not just based on average indicators.
The doctor-patient relationship will shift from generalization to personalization (deduction will be replaced by induction). Patient information will become more accessible, allowing practitioners to find the right treatment options much faster.
For instance, according to a study by PricewaterhouseCoopers (PwC), the overall economic effect of the introduction of “Internet of things” technologies in the administration and management of medical organizations, as well as in the diagnosis, treatment and care of patients, in the future until 2025 will amount to 536 billion rubles (PwC, 2017). However, it is not used by healthcare organizations, clinics and hospitals in proper extension, especially in Russia and in order to adopt new IoT technologies, healthcare organizations need to know which ones they actually need and how they will affect their primary and supporting activities.
Despite the fact that nowadays IoT is being actively adopted by many healthcare organizations, there are still not much researches done on this topic. There is no framework that Russian healthcare organizations can rely on when it comes to IoT adoption, as all of the foreign studies do not consider the specificity of healthcare in the Russian Federation.
The goal of current research is to formulate recommendations for the development of a strategy for implementing IoMT in the activities of Russian healthcare organizations. As a methodological basis of the thesis, the concept of the value-added chain (M. Porter) was used. This model structure the organization in a set of interrelated primary (implemented in the framework of the strategic business units) and supporting (implemented by the organization against its strategic business units) activities.
Based on the value-added chain concept, the paper examines the activities of three St. Petersburg clinics (departmental, private, state) to implement IoMT solutions in the provision of medical services. The results of case studies are summarized as recommendations for developing strategies for implementing the Internet of Medical Things in the activities of healthcare organizations.
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