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Health and safety

by System Administrator - Wednesday, 1 April 2015, 4:21 PM

Health and safety


The nature of our work and the environments in which we operate expose some of our employees to a high risk of harm.

Mitigating and managing these risks so that our people can return home safe every day remains our paramount concern.

The group health and safety strategy sets the framework and provides a vision of how each business can progress from a level of compliance with health and safety regulation to a level of differentiation where we lead the industry in health and safety.

We recognise that attaining the differentiation level (below) across the group will only really be achieved where a culture of health and safety prevails and where thinking and acting safely is the norm for everyone.




In 2013, we focused on putting the foundations in place to support a safety culture, establishing levels of health and safety resources, gathering information on how health and safety is perceived across the group and piloting tools and training that will help us share health and safety knowledge and understanding as we seek to improve.

In 2014, we will build on these foundations and provide our senior management population with specific training to enable them to set health and safety behaviours for their businesses to follow. We are also reviewing the skills and training required by health and safety practitioners so that they can support senior managers in implementing the strategy effectively.

With a global fleet of around 35,000 vehicles, many of the health and safety campaigns and tools which were piloted in 2013 related to road safety. Incidents involving vehicles result in many of the workplace injuries and fatalities across the group and are a major risk we believe we can reduce.

Using information from past experiences, a road safety steering group developed a set of standards, rules and training materials which were piloted in seven countries. Feedback on the pilots has been very positive and the focus on road safety appears to have had an impact. There has been a reduction in road traffic-related fatalities in a number of the seven pilot countries from 17 in 2012 to five in 2013. In 2014, the materials developed for the pilot countries will be made widely available to all businesses and we will continue our focus in this area.

During 2013, 55 colleagues lost their lives in the line of duty, principally as a result of attacks by third parties and road traffic incidents. Their loss is deeply felt by their families and their colleagues and is a matter of great concern for everyone at G4S. This has caused us to redouble our efforts to mitigate the risks faced each day by many of our colleagues.

The Group Executive team is leading a programme to strengthen safety leadership and safety practices across the group. We have improved our incident investigation and reporting process to gather more detailed information on root causes and to help businesses ensure all recommendations are fully implemented.


An online health and safety community for sharing best practice was another tool developed in 2013. Making this tool available to all health and safety practitioners will facilitate more knowledge sharing about incidents and unsafe working conditions or practices so that continuous improvements can be made.

Underpinning the strategy is a set of core health and safety standards against which businesses self-assess every year. Compliance is monitored and periodically audited with reviews of performance at a regional, group and board level via the CSR Committee.

Our critical country reviews provide further insight to ensure health and safety incidents have been thoroughly investigated and the recommendations acted on. These CCRs are conducted by internal health and safety experts who travel to different countries where there have been work-related fatalities.

As well as independently assessing the health and safety processes in the countries visited, the reviews also help to raise awareness and share good practices. In 2013 CCRs were conducted in Malaysia, Iraq and the Philippines by health and safety experts from Africa and the UK and Ireland regions. The resulting action plans are monitored at a regional and group level.

Health and safety information on lost time injuries and incidents is also gathered as part of the monthly Key Performance Indicators (KPIs) and helps identify businesses where there are higher risks of harm to our employees and we can ensure appropriate health and safety resources are allocated.



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Health App to Link Patient Data with Physician EHRs

by System Administrator - Thursday, 21 August 2014, 3:56 PM

New Health App to Link Patient Data with Physician EHRs

By Beth A. Balen

There are all kinds of health apps that track blood pressure, medications, nutrition, exercise, you name it. WebMD has one. Weight Watchers, Nike, FitBit, and CVS pharmacy and Walgreens pharmacy do too. A huge new player coming to the market in the fall of 2014 is Apple's "Health" app, which will be a standard feature of the new iOS8. Health will provide users an easy-to-read dashboard that integrates all their fitness and health data into one convenient place.

The Health app will gather data from many fitness and health apps, giving easy to access information on exercise, lab results, medications, food, sleep, and vitals, such as blood pressure.

Health also includes a new tool called "HealthKit" that will allow outside developers to give their own apps access to your health data, even giving you the ability to share that data with your doctor's EHR.

The connections between EHRs and Apple's Health app don't exist yet, but they may be active as soon as this fall. I question whether doctors would be interested in such a gadget, as it could potentially provide a lot of irrelevant data. But, a feature of Health gives patients the ability to choose which data they wish to share with health providers, so perhaps the doctor would just want to receive daily blood pressure or weight measurements.

Apple worked with the Mayo Clinic for the past five years to develop HealthKit. They have also been working with UCLA and Stanford Hospitals, Cambridge University Hospitals, Nike, and Epic.

Mayo Clinic's marketing medical director, John Wald, says they want to use their own health app to communicate with the HealthKit's cloud information repository, using it to access personal health information and develop relationships with their patients, before they get sick. They are already using their app with HealthKit to monitor specific vital signs such as blood pressure, and to alert the doctor if readings are out of normal ranges.

Wald says he is convinced that physicians will use this new technology, since their lives can be made easier by keeping patients healthy. It also could help physicians earn some extra money if they are taking advantage of payer incentives that reward them for keeping their patients out of the hospital. Physicians can be slow adopters of new technology, so it remains to be seen whether this will pan out.

Here's what I see as practical user benefits and adoption tips:

• HealthKit-type programs could help with compliance. The second stage of the government's meaningful use requirements includes patient engagement through electronic tools. Most often this happens through either a secure Web portal or secure messaging between patient and physician. Since one of the requirements is that at least 10 percent of patients actually use that system, geeky people like me might gravitate toward it more, if apps are available for health interaction.

• Medical data sharing and monitoring may help physician offices get some of those insurance bonuses for keeping their patients healthy. And wearable devices that communicate the data directly will be more accurate than the patient's self-report, for instance, of how much the patient exercised this week.

• If using an EHR giant like Epic, the technology may be closer to going live than you might think. If you use Epic, start talking with your vendor now to start planning for this future functionality.

• Patients will have to be aware of the Health app. Once the new technology is available it could be communicated to patients in the same way you communicate about your patient portal. Some offices give every patient a handout on the portal and how to access it. Include the apps you communicate with, and the data you would like them to report.

• Choose specific information to have the patient share so the data is not overwhelming and potentially ignored due to sheer volume. This new digital functionality may just be the next version of disruptive technology in the healthcare world.


93% believe EHR-connected mHealth apps benefit patient care

Author Name Jennifer Bresnick

Physicians want patients to use mHealth apps as much as patients themselves do, a new survey by EHR vendor eClinicalWorks says.  From scheduling appointments and emailing nurses to receiving follow-up reminders and accessing their own EHR data, mobile smartphone apps have numerous uses before, during, and after a clinical visit, and an overwhelming majority of physicians are eager to embrace the technology.

More than ninety percent of the 650 physicians polled believe that mHealth apps have the potential to improve patient outcomes, and an equal amount would like to see apps give patients the ability to upload data into their personal EHR file. Eighty-nine percent would recommend an app to a patient in the future.

The ability to send patients reminders and alerts topped the mHealth wish list for respondents, followed by allowing patients to access their PHI from mobile devices, making it easier for patients to conduct administrative tasks like appointment scheduling, and getting more accurate self-reported data from patients on a regular basis.  Preventative care, diabetes monitoring, weight management, and medication adherence were all areas of opportunity for mHealth apps to address.


The mHealth market is expanding rapidly, and is expected to reach 1.7 billion usersworldwide by 2017, according to a recent prediction.  Patients are beginning to trustdownloadable apps as much as a live clinician even as physicians are starting to accept the idea of patient-reported data being useful for diagnosis, monitoring, and treatment.  With mHealth tools projected to save more than $500 billion in productivity, travel, and administrative costs over the next ten years, both consumers and providers are taking notice of the market’s potential.

“In order to transform healthcare, patients need to be engaged,” said Girish Kumar Navani, CEO and co-founder of eClinicalWorks. “People are invested in and want to be engaged in their health as long as they trust the source of the information.”  Apps provided by or otherwise linked to their trusted providers may help drive patient engagement ahead of Stage 2 meaningful use, which requires 5% of patients to access or download their health information online through a portal.  With more than half of the survey’s participants representing primary care, the pervasive willingness to adopt mHealth seems to bode well for the Stage 2 requirement and the future of mobile healthcare.
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Health care transformation

by System Administrator - Monday, 4 May 2015, 3:25 PM

Health care transformation: Using proven methods to accelerate change

The era of fee-for-service is far from over, and providers can still thrive while focusing on delivering a high volume of hospital and ambulatory care, rather than on eliminating unwarranted variation improving the health of a population, says Glenn Steele Jr., M.D., Ph.D., president and CEO of Danville, Pa.– based Geisinger Health System and chairman of the board of xG Health Solutions.

However, he also notes that the U.S. health care system is not as efficient as it should be, and we are all paying for it. "We pay financially, and then, God forbid, if one of our family members or one of us has to get care, we’d like to know where to go to get the best possible outcomes. And right now, that’s pretty opaque."

Public and private payers alike have recognized the need for health care transformation—changing payment models and provider and patient behavior to drive the delivery of higher-value care. In turn, providers are just beginning to recognize it is time to change their approach.

"There’s a huge amount of change that we’re going through," Steele says. "The capabilities required to take care of a population of patients, the ability to provide care for episodes of hospital-associated care at lower cost, but better outcomes, the fundamental move toward an attack on total cost of care . . . the need for that is straightforward."

What is not as straightforward is how to smoothly switch to a focus on value. Still, based on years of innovation and experimentation, Steele says, Geisinger has figured out some ways to cut costs while improving quality.

Geisinger’s guide to value reengineering

The most significant lesson other health systems can learn from Geisinger’s experience concerns the importance of provider-led value reengineering and care redesign, Steele explains. It takes much more than simply revamping the payment structure. Everyone—from physicians to nurse practitioners to pharmacists—needs to be on board.

"Unless providers really believe that, at the end of the transformation process, care for their patients will be better, it doesn’t happen," he says.

By making essential cultural changes and using a team-based care approach, Geisinger has seen success through innovations such as its ProvenCare® model of evidence-based protocols and its ProvenHealth Navigator® advanced medical home model.

How and why health systems should ‘activate’ patients

For a health system to thrive under value-based population health models, its patients must become "co-directors" of their care, Steele explains. He calls it "activating" patients.

For example, Geisinger takes part in the OpenNotes initiative, which lets patients read the notes in their electronic health record.

"If we can use a number of fairly straightforward techniques—like making our notes available to all our patients—they’ll become much more actively involved," he says.

Overall, Steele says Geisinger has the knowledge and know-how required to improve quality and cut national health care costs by 30 to 40 percent. It is simply a matter of making the transition on a large scale.

"It’s a done deal in my brain," he explains. "That’s the challenge: How do we scale this against all of the incentives that are still working very, very well for the hospital-centric organizations out there?"

Please read the attached whitepaper.

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Health Data in the Blood

by System Administrator - Wednesday, 19 November 2014, 8:27 PM

Latest XPRIZE Winner Unleashes the Health Data in Your Blood


Today the XPRIZE Foundation announced the winner of the Nokia Sensing XCHALLENGE, the global competition aimed at accelerating the availability of hardware sensors and software sensing technology as a means to smarter digital health solutions. The winning device, called the Reusable Handheld Electrolyte and Lab Technology for Humans (rHEALTH) system, can potentially run hundreds or even thousands of lab tests using a single drop of blood, and those tests, in turn, can be used to diagnose a range of diseases.


Along with a number of distinguished awards, the $525,000 grand prize was presented to Eugene Chan, founder and CEO of the device’s maker, DNA Medicine Institute (DMI), at Singularity University’s Exponential Medicine conference.

How does the device work? The rHEALTH system reacts a sample of blood–about 1,500 times less than is usually required–with a series of nanostrips. These strips are bit like pH test strips, only they’re on the scale of blood cells. The system reacts the blood sample with tens of thousands of nanostrips, each running a different test then shines a laser on them in rapid succession.

The whole process yields results in around two minutes and currently runs about 22 lab tests, ranging from vitamin D to HIV.


"Currently we are developing our rHEALTH sensor, which is designed to be a universal health sensor with capabilities to assess hundreds of different clinical lab tests in a single drop of blood or bodily fluid. It also features a detachable wireless vitals sensor module for monitoring all vital signs. We recently successfully tested the performance of our technology with NASA on a series of parabolic flights over 160 parabolas and from gravity levels from zero to 1.8 g. We are on track to developing a version of our technology for routine consumer and clinical use."

You can learn more about the device at an in-depth article over on Wired.



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by System Administrator - Thursday, 16 April 2015, 2:14 PM



"People want to be engaged in their healthcare decision-making process, and those who are engaged as decision-makers in their care tend to be healthier and have better outcomes."

Please read the attached whitepaper

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Health IT hiring remains 'consistent'

by System Administrator - Saturday, 2 August 2014, 12:20 AM


Clinical application support continues to be a major hiring need for healthcare organizations, according to the Healthcare Information and Management Systems Society's second annual workforce survey.

Sixty-four percent of provider respondents (106 individuals) identified clinical application support as their top area of IT need for 2014, up from 51 percent the previous year. What's more, 58 percent of respondents said they would be most likely to hire clinical applications support staff in the future. Comparatively, 35 percent of respondents said they would most likely hire IT security staff in the future.

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Health IT System Integration and Interoperability: Challenges and Solutions

by System Administrator - Tuesday, 16 September 2014, 8:23 PM


Health IT System Integration and Interoperability: Challenges and Solutions

As the healthcare industry continues to move toward value-based reimbursement models, healthcare systems and providers increasingly depend on accessing all of a patient’s data quickly, regardless of where they previously received care. The brisk rate of mergers and acquisitions and rapid growth in accountable care organizations make resolving the challenges of interoperability and system integration even more timely.

For this book, we spoke with provider executives and experts around the country to learn more about how healthcare organizations have simplified sharing and accessing data internally and with primary care physicians, specialists and imaging centers—all with the goal of improving patient care at lower cost and with greater efficiency.

Download this eBook to learn:

  • How Accountable Care Organizations use technology to coordinate care across multiple settings and disparate systems
  • How to solve the myriad of interoperability woes in the wake of a merger or acquisition
  • How to share images across settings and systems and how doing so can improve revenue, drive down expenses and increase quality care


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Health Tech Entrepreneur Hardships

by System Administrator - Friday, 12 September 2014, 1:05 AM

DoctorBase CEO Talks Health Tech Entrepreneur Hardships

Right now, innovations and the companies that create them are abounding in HIT. But that doesn’t mean that cracking the code to HIT success is all that easy. Even an experienced entrepreneur like John Kim says that healthcare is a difficult space for startups. And he should know. He started one.

In April 2010, Kim cofounded DoctorBase, a developer of a cloud-based communications platform that offers mobile engagements to patients for providers. The San Francisco, CA-based company seems to be steadily growing as its platform moves into small and mid-level health organizations. Kim said he knew that the idea for DoctorBase was a solid one, having had previous success with his startup Five9and its development of virtual call center software.

Still, it hasn’t been all smooth sailing for DoctorBase. Kim admits encountering his fair share of snags in the healthcare space, which have since humbled him. As a result, we at HIT Consultant wanted to sit down with Kim and talk about his successes and stumbles as an health tech entrepreneur, and how they are helping him shape the future of DoctorBase as its Cofounder and CEO:

Let’s start with talking about DoctorBase and how the company came to fruition: What was the inspiration and thought process behind forming the company and devising the patient-doctor communications technology?

In 2010 we saw the power of marketing automation software that was starting to become adopted by mainstream businesses, and we knew eventually, it was going to find its way into healthcare. We’re seeing that without marketing automation, patient engagement doesn’t operate efficiently at scale or get adoption from either providers or patients. 

Marketing automation is the secret sauce to effective patient engagement; so being better at healthcare marketing automation than anyone else has always been our focus.

What was it about DoctorBase that made you think it was a project worthy of pursuing? What elements stuck out to you about the technologies that were going to give you an edge on the competition?

Our first customer (the office manager for a doctor’s office named Linda) sent me a 2 word email in all caps. “LOVE IT.”

That’s when we knew we were onto something.


You have had notable success with launching multiple startups outside of the healthcare space. Tell me a briefly about what those experiences compare to DoctorBase: What’s been the greatest departure or change in approach that you had to adapt to when it comes to the HIT space?

The toughest lesson for me was also the most humbling one. Based on the moderate success of my previous SaaS company Five9, I thought that we would walk into healthcare IT and “revolutionize it.” What we found, and are still learning, is that healthcare is actually a byzantine network of different industries, and not all of them are governed by traditional business rules or economic forces.

From a technical or product perspective, we now push thousands of messages per day between providers and patients, and in healthcare you just can’t have “routine scheduled downtime maintenance” like you can with many B2B SaaS companies. The goal for the margin of allowable error is always nearing zero in healthcare.

What are/were some of the key challenges that you have encountered with launching DoctorBase? 

We face a three pronged challenge each day:

1. How do you get patients engaged with their doctor and their medical staff without over-burdening the medical providers?

2. How do we make the lives of the medical office staff easier?

3. How do we get healthcare providers to collaboratively engage in meaningful ways that go beyond simple point-to-point email?

Furthermore, how have those challenges changed your perspective on the HIT space? Were there assumptions or expectations you had that yielded different results?

Many, many experts told us that medical professionals would not build their own social network on our platform or answer patient questions for free on their downtime. With thousands of our doctors answering patient questions for free on our platform (even though this new feature is just seven weeks old), our users have proven that the critics were wrong. Ultimately, all credit goes to the doctors and mid-levels who answer consumers – the critics just underestimated their compassion. Amidst all of this reshuffling of the healthcare economic cards, healthcare providers are healers by calling – nothing is going to stop them from helping people.

Would you say that the consumer mentality is different in healthcare?  Which part is the trickier piece of the puzzle, appealing to providers or to patients? Naturally, you are selling to providers, but you have to make sure you have a product that patients will use. Has that been part of the challenge at all?

Here’s the tricky part of healthcare economics (and I’m part of this American sentiment as well so guilty as charged): When we’re healthy, we want to pay for the equivalent of cheap, federally subsidized cafeteria food. When we’re seriously ill, we want the hospital with the Louis Vuitton suite. That’s a tough challenge.

What about the fact that DoctorBase started with a strictly mobile offering? Did that create unforeseen challenges?

We started as a desktop offering that was forced to move to a dual-mode delivery platform that was heavily based on mobile experiences. If one thinks about it :

A) Office staff are on Wintel desktop computers during their work hours.

B) Doctors are on both desktop and mobile (heavily iOS) during work hours (for many doctors, all waking work hours are potential work hours). Also, throw in a high adoption rate of iPads amongst doctors.

C) Patients can be heavily Android depending on the geographic area. We’ve seen in some of our neighborhoods that Android devices can be over 70% of the patient population on our platform.

Building a seamless user experience with singularity of purpose-as-per-role is a constant puzzle, challenge and joy to work on with a three user interface – patient, provider and staff.

We are starting to get marketing agencies and practice management consultants using our platform on behalf of their clients, so that may be another user base we need to learn from and address. However, this was totally unexpected as a user base even as of last year and we’re still learning about their needs as more healthcare organizations employ the professional services of agencies and consultants. 

How has tackling these challenges changed the way you view the company and product offerings? What about the consumers?

DoctorBase has nearly doubled each year over the lifespan of our last four years, and we did it without VC funding. Healthcare has both humbled me and taught me to have more of a long term view on both the company and how our product innovations spread their influence over time.

Now having experienced some of these challenges firsthand, why do you think it’s so difficult to build a successful health-tech startup as an entrepreneur?

There are so many reasons why health-tech is so difficult for entrepreneurs, but I’ll list the top three in descending order of importance:

1. The biggest challenge is what Jason Lemkin of Saastr refers to as “VC Overhang.” In healthcare this is especially true, where you have companies that after raising several million dollars need a sizable exit in an industry where the potential M&A companies have more conservative valuations than VCs.

2. Lack of integrations kill nearly any good health IT ideas. Integration into existing EHR, billing, and PMS systems are a must if one’s idea is going to actually scale. We know this is especially difficult for a young startup, so our CTO has been documenting our APIs in the hopes that one day the increasing amount of Y Combinator, TechStars and Rock Health companies asking DoctorBase to license our integration libraries (we integrate to over 27 different EHR and PMS systems) can do it in a safe, affordable manner.

3. The patient owns the data. The doctor owns the patient (relationship). The office manager owns the office. 

Building an organizational culture that respects these fundamental truths was a lot harder than one might think.

Are there unique challenges to consider when garnering funding, or creating an appropriate yet scalable business model in the HIT space?  If so, what are they? Additionally, How do you ensure that you are growing your business at the right pace and what risk do your run when it comes to premature scaling?

Most of the money in healthcare is in the services of delivering care -not technology. It’s a wonderful time to be raising money for your health-tech venture because there is an ocean of money out there right now, but both investors and developers have to be aware that there are very few potential bIllion dollar ARR companies in digital health currently. It’s important for entrepreneurs not to over-promise their investors, prepare their team for the long journey across the desert, and drink lots of fluids along the way. 

If you build your culture right, it will be an amazing road trip and the scale issues will resolve themselves simply because your team will help you pilot and adjust along your maze-like journey.

As a result of all you have learned, where is DoctorBase today? What important changes have you made and what direction is the company headed in as a result?

Deloitte released a study showing that 2014 was the breakout year for secure messages between providers and patients, and there’s potential legislation next year with bi-partisan support that would allow doctors to be reimbursed by Medicare for accepting patient messages. By being amongst the first platforms to gain traction in engaging providers, admins and patients in meaningful, collaborative and time-efficient ways, DoctorBase will be at the forefront of how healthcare access will be defined – and paid for.

What is the critical lesson here for ambitious health-tech entrepreneurs?

Walt Disney once said, “My best product goes home each night.” 

Similarly, in health-technology it’s all about the team. We just hired Joshua Angeles from ZocDoc to be our first VP of Sales – the energy his team brings to the office is infectious, both to our engineers and support team. 

From a product perspective my focus is on the next version of our platform, called PANDA Black – a culmination of 4 years of learning, mistakes and discoveries. I will wake up in the middle of the night and start working on it again because I can’t sleep, and often notice half of my engineering team is still on Slack (our group messaging application). We’re just loving it. 

The team is everything.

Is there any one thing you wish you had done differently from the beginning? More importantly, is there anything that you definitely being doing differently as DoctorBase moves forward?

I wish that we had found a co-founder from day one with a deep background in building great customer service teams. We had to find one later, and it cost us big time.

Are the elements that made this project worth pursuing, have they changed at all, or have they still held true?

It’s wise to follow Steve Job’s adage to “build useful things,” but in health-technology, those useful things better be monetizable relatively quickly and with a sizeable total addressable market to boot.

DoctorBase CEO Talks Health Tech Entrepreneur Hardships by Erica Garvin


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Health Wearables

by System Administrator - Thursday, 23 October 2014, 7:57 PM

Health Wearables Still In Its Early Days, PwC Reports Reveals

Health wearables are still in the early stages of technology and product adoption cycles, according to PwC’s Consumer Intelligence Series – The Wearable Future report – an extensive U.S. research project that surveyed 1,000 consumers, wearable technology influencers and business executives, as well as monitored social media chatter, to explore the technology’s impact on society and business. In conjunction with The Wearable Future report, PwC’s Health Research Institute (HRI) also launched a separate report, Health wearables: Early days, further examining consumers’ attitudes and behaviors toward health wearable technology.

According to Greentech CEO Ian Clark, health wearables are “a bit trivial right now.” “I don’t doubt that the wearable piece is going to be a productive business model for people. I just don’t know whether it’s going to bend the curve in terms of health outcomes,” Clark said at the recent Rock Health Innovation Summit.

While fitness bands, smart watches and other wearables are already established in the market, many of them have under-delivered on expectations. Consider that 33 percent of surveyed consumers who purchased a health wearable technology device more than a year ago now say they no longer use the device at all or use it infrequently. Currently, only 1 in 5 American adults owns a wearable device with only 1 in 10 using it on a daily basis.

Key drivers of the low adoption rate include:

- Price

- privacy

- security

- lack of “actionable” and inconsistent information from such devices

In fact, 82 percent of respondents were worried that wearable technology would invade their privacy and 86 percent expressed concern that wearables would make them more vulnerable to security breaches.

In order for health wearables to take advantage of the $2.8 trillion healthcare opportunity, companies must better engage the consumer, turn data into insights and create a simplified user experience to improve consumer health.  Additional key findings and recommendations from HRI’s Health wearables: Early days report include:

- Consumers have not yet embraced wearable health technology in large numbers, but they’re interested. More than 80 percent of consumers said an important benefit of wearable technology is its potential to make health care more convenient. Companies hoping to exploit this nascent interest will have to create affordable products offering greater value for both users and their healthcare partners.

- Consumers do not want to pay much for their wearable devices; they would rather be paid to use them. Companies – especially insurers and healthcare providers – offering incentives for use may gain traction. HRI’s report found that 68 percent of consumers would wear employer-provided wearables streaming anonymous data to an information pool in exchange for break on their insurance premiums. Moreover, consumers are more willing to try wearable technology provided by their primary care doctor’s office than they are from any other brand or category.

- While employers and health company executives expect wearables to provide valuable insights, few consumers are interested in using wearables to share health data with friends and family, and, citing concerns about privacy, consumers trust their personal physicians most with their health data. Therefore, companies should ensure privacy policies are crystal clear. Physicians already have the trust of consumers, and healthcare organizations have expertise in protecting personal health information. Consumers will want to see those high standards applied to health wearables data, especially as they become integrated into electronic medical records.

- Consumers may need a human touch to help them choose a device and its associated apps. An “apps formulary” of apps vetted by medical teams (and available in a virtual apps pharmacy) could help consumers wade through the thousands of health apps and devices.

“For wearables to help shape the New Health Economy, next generation devices will need to be interoperable, integrated, engaging, social and outcomes-driven,” said Vaughn Kauffman, principal, PwC Health Industries. “Wearable data can be used by insurers and employers to better manage health, wellness and healthcare costs, by pharmaceutical and life sciences companies to run more robust clinical trials, and by healthcare providers to capture data to support outcomes-based reimbursement. But it will be critical to address the consumer concerns that we’ve identified, such as cost, privacy, and ease of use.” For more information,

Both reports are available for download at:  

The Wearable Future

Health wearables: Early days


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Healthcare 3.0: Get Ready for the Patient Empowerment Revolution

by System Administrator - Wednesday, 14 October 2015, 2:15 PM

eBook | Healthcare 3.0: Get Ready for the Patient Empowerment Revolution


Welcome to the Patient Empowerment Revolution, a tsunami-like trend toward patients as equal partners in all aspects of their care. Where once patients mostly followed doctor's orders, now they're questioning almost everything. Where they used to enter exam rooms as passive specimens, they now arm themselves with megabytes of data that previously could only be accessed by medical school graduates. Educated "consumer patients" are forcing titanic shifts in the way healthcare is delivered to and experienced by the masses.

Spurred by consumers seeking the best quality of care for the lowest cost, and brought to you by advances in technology, an army of more informed patients is about to dramatically change how providers deliver care and how payers insure them.

But how did we get here?

Please read the attached whitepaper.


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