Investment in the digital healthcare space has never been greater than in 2015, and looks set to continue its upward trajectory in 2016. Healthcare delivery models are changing, placing empowered patients at the center of the traditional pharma ecosystem. Now pharma must fully embrace digital opportunities or risk losing a huge piece of its own future. In this article, a report from Arthur D. Little is quoted as saying that by 2020, the traditional pharma business model will be turned on its head.
As the market grows at a compound annual growth rate of over four percent up to 2020, line maintenance, an integral part of airlines' daily task is moving away from in-house to being outsourced globally. Creating efficiencies within line maintenance is imperative to the industry with aircraft checks regularly conducted on the tarmac in between flight operations to ensure airworthiness. Andrew Smith, Principal at Arthur D. Little is quoted as saying, "Changes in foreign ownership rules that pertain to airlines and their subsidiaries may have contributed to the growing tendency of airlines to outsource their maintenance activities to third-party providers."
Companies with new technologies and approaches are entering healthcare, and challenging pharma's traditional dominance in the sector. Today we are already seeing pharma companies such as Merck (through its patient engagement platform, Merckengage) and AbbVie (with a video solution for the management of Parkinson's Disease with Karolinska University Hospital) making initial steps towards offering a range of basic services that support important areas such as patient compliance, adherence or interdisciplinary collaboration. In this article, the authors explain why the world can expect many more innovations to be applied to healthcare by pharma companies.
Many of the innovative solutions that digital health offers are being developed by non-traditional entrants to the healthcare arena. They are now providing new offerings that are very quickly changing the dynamics of how the ecosystem works, and, in particular, how the individual patient is engaged. In this article, Arthur D. Little's Sweedish partners Ulrica Sehlstedt and Nils Bohlin, its US partner Fredrik de Maré and principle Richard Beetz talk about how digital health is enhancing providers' focus on the customer.
In this article, Arthur D. Little's new report on Aviation Alliance Strategy is discussed. The report says that the new alliance world is not just about making different airline models work together but that deeper cooperation with suppliers will also be important. It says that distribution strategy will become the new competitive background and that relationships between airlines and third-party channel providers will grow in importance. It also says that ownership of passenger data will become a key source of competitive advantage, with those retaining control better able to conduct targeted marketing and embed the customer relationship.
In this article, Arthur D. Little's new report which states that by 2020, pharmaceutical business models will be turned on their head because of digital health is discussed. Innovation outside the healthcare space is causing disruption to the pharmaceutical company, its strategy and the way in which it operates. These new systems and products range widely but all make use of advances in digital technologies and the ability to analyse and present large amounts of data in new ways. The article discusses six success factors that are key for pharma companies wanting to respond to the disruptive pressure caused by new digital offerings.
This guest blog post at Aerospace Diary, an online forum for aerospace professionals, is based on Arthur D. Little's Viewpoint that takes the same title. The aerospace and defense (A&D) industry today struggles with a duality: defense-driven segments are taking hits due to significant governmental budget cuts, while commercial aircraft manufacturing enjoys double-digit growth. A supplier of the future will not only need to be able to handle greater volumes efficiently, but also provide a more complex offering. The industry outlook may be bright and the challenges painfully real, but suppliers in this industry have no choice but transformation.
This article in Digital Health Age explains how the digital revolution is changing the healthcare industry. Patients and consumers are better informed, have wider choice and demand increased personalization. The consumer health space is naturally more oriented towards screening and prevention, and capturing consumers before they become patients. The successful business models of the future will be associated with giving a large population access to awareness and "prevention" solutions. New entrants to the healthcare space and organizations in adjacent industries, as well as existing healthcare players, can take advantage of these opportunities.
Continuous operational efficiency gains, the rise of low-cost airlines and the growing convenience of flight booking have all contributed to the ongoing commoditization of air travel. Despite China's economic slowdown, the International Air Transport Association (IATA) still expects global passenger volumes to more than double by 2034, reaching 7bn, which will drive demand for incremental aircraft and generate value in the aftermarket. Similarly, while there may be early signs of softening demand, Boeing's long-term market forecast for 2015-34 also foresees the number of aircraft in service doubling. Such growth is expected to see the global MRO market expand from $51bn in 2011 to $71bn by 2021. In this article Russell Pell, Andrew Smith, Delphine Knab and Willem Romanus of Arthur D. Little, discuss delivering long-term value in a transformed aftermarket.
Construction and infrastructure are among the sector more exposed to corruption and increasingly takes place in countries and regions with low transparency. In our experience all major international construction companies and developers of significant infrastructure projects carry out assessments of their third parties, or at least of some of them. However, this is usually conducted in an unstructured way, without standard procedures, leading to time and cost inefficiencies. In this article, Stephen Watson and Javier Serra of Arthur D. Little, explain why a risk-based due diligence approach is required to detect and prevent these risks.