tci 2014 cluster initiatives as tools for shared value creation the case of healthcare in...

Cluster Initiatives as Tools for Shared Value CreationThe Case of Healthcare in Barranquilla Andrés Guimón

Parallel 1.1 Common problems, common markets and shared value creation

11 November 2014

Cluster Initiatives as Tools for Shared Value Creation

The Case of Healthcare in BarranquillaTCI 2014, Monterrey

Andrés Guimón

3

Shared Value:

“Addressing a Social Issue with a Business Model”

Source: Michael Porter

4

“Addressing a Social Issue with a Business Model”

Reconveiving products

and markets

Redefining productivity in

the value chain

Improving the local

business environment

Source: Porter & Kramer

Creating Shared Value:

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Competitive Reinforcement Initiatives (CRIs) How can they help?

Education and

research

Suppliers

Distributors

Healthcare Service

Providers

Government

Support

Institutions

The Healthcare Cluster in Barranquilla

Over 800 companies

5% of total employment

Mostly service but

pharma also important

Main market: local and

northern Colombia

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CRI’s objective:

Help healthcare companies be more

competitive in the long run

Competitive Company

Strategies

Favorable Business

Environment

8

Interviews with companies and

institutions

Industry and cluster analysis

Ways to compete in healthcare

Segment attractiveness

Advanced Buyer interviews

Benchmarking trips

Strategy meetings

Work groups with cluster agents

Expert interviews

The CRI Workplan:

Strategic Vision for

the Future

Launching of

Actions

Identifying Social and

Business Challenges

7 month process

1st meeting 2nd meeting 3rd meeting

9

Interviews with companies and

institutions

Industry and cluster analysis

Ways to compete in healthcare

Segment attractiveness

Advanced Buyer interviews

Benchmarking trips

Strategy meetings

Work groups with cluster agents

Expert interviews

The CRI Workplan:

Strategic Vision for

the Future

Launching of

Actions

Identifying Social and

Business Challenges

7 month process

1st meeting 2nd meeting 3rd meeting

10

Key Challenge:

The main customer in the cluster was being poorly served

Chronic Patient

75% of total expenditure

Need: maintain good health and lifestyle

Delivery focused on

acute care and injury

11

Interviews with companies and

institutions

Industry and cluster analysis

Ways to compete in healthcare

Segment attractiveness

Advanced Buyer interviews

Benchmarking trips

Strategy meetings

Work groups with cluster agents

Expert interviews

The CRI Workplan:

Strategic Vision for

the Future

Launching of

Actions

Identifying Social and

Business Challenges

7 month process

1st meeting 2nd meeting 3rd meeting

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Treatment is the goal Health is the goal

Reactive Care Continuous Care

Redefining Productivity in the Value Chain

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Redefining Productivity in the Value Chain

The Center is the doctor

Passive role of the patient

Focus on curing

Fragmented patient data

Traditional power structure

Expensive

The center is the patient (results)

Collaborative and proactive patient

Delivery across all care cycles

Integrated patient records

New entrants (software)

Minimises costs

14

Interviews with companies and

institutions

Industry and cluster analysis

Ways to compete in healthcare

Segment attractiveness

Advanced Buyer interviews

Benchmarking trips

Strategy meetings

Work groups with cluster agents

Expert interviews

The CRI Workplan:

Strategic Vision for

the Future

Launching of

Actions

Identifying Social and

Business Challenges

7 month process

1st meeting 2nd meeting 3rd meeting

15

Action Lines from Workgroups

Connected Healthcare Conference

Strategic Meetings with Insurers

Courses on Patient Centered Care

Incentives for New Product Development

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How has this vision developed over the years?

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Strategic Vision 2010-2014

Help healthcare companies be more

competitive in the long run

Competitive Company

Strategies

Favourable Business

Environment

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50 employees

Clients: 75% insurers, 25% private users

Main market: Colombia. Focus is on Latin

America

Sales growth: x4 1st year, x2 rest of years

Spin off planned for 2015

19

Help healthcare companies be more

competitive in the long run

Competitive Company

Strategies

Favourable Business

Environment

Strategic Vision 2010-2014

20

Specific Skill Building

2 events to disseminate best practices

130 participantsSpecific courses in Patient Centered Care

35 participants

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Incentives for Product Development

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International Partnerships for Research

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Help healthcare companies be more

competitive in the long run

Competitive Company

Strategies

Favourable Business

Environment

Strategic Vision 2010-2014

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Did The CRI Help Promote Shared Value?

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Conclusion

Chronic patient served

through reactive care

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Thank You

andres.guimon@competitiveness.com

www.competitiveness.com