2025医疗未来：未来的医疗体系报告

STUDY

Futureofhealth7

Thehealthcare

systemofthefuture

MANAGEMENTSUMMARY

Futureofhealth7

Thehealthcaresystemofthefuture

ThisyearIsFutureofhealthstudy,theseventhinourseries,takesasIightIy

differentdirectionfrompreviouseditions.RatherthanfocusingonasingIetopicofreIevancefortheheaIthcaresectorandtaIkingindepthtoexpertsworkingintheindustry,wesurveyedtheusersofheaIthcaresystems-morethan5,000of

them,across25differentcountries.OurquestionsrevoIvedaroundwhatitisthattheseordinarycitizensreaIIywantfromtheirheaIthcaresystemsand,cruciaIIy,towhatextentexistingsystemsmeetthoseneedsandexpectations.

OurfindingsshowthatacrosscountriesthereisahighIeveIofagreement

aboutcertainprincipIes:equity,strongcoordinationofcare,effectiveuse

ofdigitaIization,investmentinpubIicheaIthandprevention,efficientuseof

resourcesandcIeargovernance.ButbeneaththatconsensuswefindsignificantdifferencesinhowtheseprincipIesshouIdbereaIizedinpractice-with

centraIizedordecentraIizedgovernance,forexampIe,orfasterormorecautiousadoptionofinnovations.Thesedifferencesshowthat,tobesuccessfuI,each

systemmustreforminawaythatfitsitsownsociaIandcuIturaIcontext.

ThemainmessageofthisreportiscIear:HeaIthcarereformmustimpIement

thefactorsthathaveprovensuccessfuIinhigh-performingsystems.Theseare

genuineequityofaccess,continuousandperson-centeredcoordination,data-drivendigitaIization,prevention-orientedpubIicheaIth,efficientuseofresources,agiIe,transparentgovernanceandtransformativeinnovation.Atthesametime,buiIdingfuturesystemsmeansbaIancingsharedvaIueswithIocaIreaIities,

groundinginnovationinempathyandensuringthatreformsareinIinewith

citizensIexpectations.PoIicymakers,providersandindustrypIayerswhotake

theseexpectationsseriousIywiIIbebetterpositionedtodesignresiIient,trustedandhigh-performingheaIthcaresystemsforthedecadesahead.

2IRoIandBerger

Contents

P4

P9

P23

Coverphotostellalevi/GettyImages

P42

1/Thecaseforanewperspective

Rethinkingsystemsforachanginghealthlandscape

2/Pursuingexcellence

Whatleadinghealthsystemsstriveforandhowtheygetthere

3/Societalpreferences

Globalperspectivesonfairness,accessandchoice

4/Strategicpathways

Fromsystemgoalsandsocietalpreferencestoaction

Thehealthcaresystemofthefuture|3

Thecasefor

anewperspective

Rethinkingsystemsforachanginghealthlandscape

Thehealthcaresystemofthefuture|5

T

hecoreassumptionsunderpinningtoday'shealthcaresystemsareincreasinglyatoddswiththedemographic,economicandtechnologicalrealitiesofthe21stcentury.Healthcaresystemsgloballyareshowingsignsofstrain,notjustduetotransientshockssuchaspandemicsbutbecauseofdeeperstructuralmismatchesbetweentheirhistoricaldesignandtheemergingpatternsofdisease,agingandinnovation.Thegapbetweenoldstructuresandnewrealitiesmeansthatweneedanewperspectiveonhowsystemsaredesigned,financedandgoverned.A

Aswelookatthehealthsystemsofthefuture,itisclearthatdemographicandepidemiologicalpressureswillchangethediseaseburdenofpopulations,technologicaladvancementswillpushspendinggrowth,regulatoryenvironmentswillneedtopromoteinnovationwhile

safeguardingsafetyandquality,andsystemswillhavetoremainresponsivetotheneedsandpreferencesoftheirpopulationsasthoseneedsevolve.

Theworldisundergoinganunprecedenteddemographicshift.By2030,oneinsixpeoplewillbeover60,andby2050thetotalnumberwilldoubleto2.1billion.1Thischangeisaccompaniedbyaparallelriseinnon-communicablediseases,causedbyamixofenvironmental,lifestyleandgeneticfactors,whichnowaccountfornearlythree-quartersofalldeathsworldwide.2Conditionssuchascardiovasculardisease,diabetesanddementiaaregrowingnotonlyinprevalencebutalsoincomplexityandcost,particularlyaspopulationsage.Theseunevenpatternsarecreatingasymmetriesinbothcaredemandandworkforcesupply,withtheWorldHealthOrganizationprojectingaglobalshortfallof11millionhealthworkersby2030.3

AToday'shealthcaresystemvs.thefuturesystem(conceptual)

Ongoingsystemstretch

Howtobridge?

Efficiencygains*

•Caresettingshift

•Price/volumeshifts

•Digitalproductivitygain

Actualgrowth

•GDPxhealth

incomeelasticity

Demandgrowth*•Aging

•Populationgrowth•Medicalprogress•Accesscatch-up•Epidemiology

TodayFuture

*Barthicknessreflectstherelativecontributionofeachfactor,inthelistedorderSource:InstituteforHealthMetricsandEvaluation(IHME),OECD

Healthcarespendingisrisingfasterthaneconomicgrowthinmanyregions.IntheUnitedStates,healthcareexpendituregrewataCAGRof4.7percentbetween2010and2022comparedwithinflationat2.5percentoverthesameperiod.4Themaincostdriversareagingpopulations,chronicdiseaseandmedicalprogress,whichofferbothopportunitiesandfinancialpressures.Thereisinherenttensionbetweenrisingexpectationsandthefiscalconstraintsfacinghealthcaresystems.

Toolittlepercapitaspendingunderminesquality,accessandtheresilienceofthesystem;excessivegrowthriskscrowdingoutotherpublicpriorities.Systemperformancedependsnotonlyonhowmuchisspentperperson,butonhowwellthatspendingisalignedwithmedicalneedsandlong-termsustainability.Eveninhigh-incomecountries,income-relateddisparitiesinserviceuseandoutcomesremainentrenched.OECDdatashowthatlow-incomegroupsaresignificantlylesslikelytoreceivepreventivecare,reinforcingcyclesoflatediagnosis,pooreroutcomesandhighercosts.5B

Innovationisreshapingthepossibilitiesofcaredelivery,fromAIandcellandgenetherapiestotheroll-outofGLP-1agonistsandnewapproachessuchasnetworkbiology,whichshiftsthefocusfromanorgan-specifictoabiochemical-processview.Yetmanysystemsarenotstructurallyordigitallyequippedtoadopttheseadvancesatscale.LegacyITsystems,siloedservicemodels,regulatoryfragmentation,highpricesandeconomiccautionslowdownadoption,whileethicalandgovernancechallenges,suchasthosearoundAIdiagnosticsanddatasharing,areevolvingfasterthaninstitutionscanrespond.AIandnewtherapiesareviewedbothaspotentialcost-saversandhigh-riskinvestments.Inparticular,AIusecasescanbechallengedbyunclearprocurement,evaluationandreimbursementframeworks.

Tomeetthesechallengesandharnessnewthinking,healthofficialsarecallingforfundamentalreform.AsoneEuropeangovernmenthighlighted,"Weneedaradicalshiftfromasiloedsystemthatreactstocrisis,tojoined-upservicesthatanticipateandprevent."7WHOleadershiphasechoedthis,describingtheneedfor"radicalreorientation"towardprimarycareandprevention.8

Ourlarge-scaleglobalsurveymakesitclearthatreformisurgentlyneeded.Thesurveycovered5,207respondentsacross25countries,9evenlydistributedbyage,education,employment,incomelevelsandgender,andincludingbothlargeandsmall,developedandemergingeconomiesoneveryinhabitedcontinent.10

Healthwasoverwhelminglyidentifiedasthemostimportantaspectoflife.Morethan80percentofrespondentsinmostcountriesratedit"veryimportant,"andwhenaskedtoranklifepriorities,healthemergedasthetop-rankeddimensionglobally.Thesameresultwasfoundforallkeydemographicsegmentsandevenincountriesunderacuteeconomicorpoliticalpressure,suchasNigeriaandUkraine.Thefindingsreflectnotonlytheintrinsicvalueplacedonhealthbutalsothecentralrolepeopleexpecthealthcaresystemstoplayinsecuringqualityoflife.C

6|RolandBerger

Thehealthcaresystemofthefuture|7

BGrowthinhealthspendinginselectedcountries

CAGR

(2010–2022)

Baseyear2010=100

400

350

300

250

200

150

100

50

0

ChinaIndia

SingaporeBrazil

SaudiArabia

Qatar

Mexico

UAE

UK

USA

GermanyFrance

JapanSpain

2010201120122013201420152016201720182019202020212022

11.6%

11%

10.2%

9.5%

8.5%

7.2%

6.8%

6.4%

4.8%

4.7%

4.6%

2.8%

2.8%

2.5%

Source:WHO6

CFundingpriorities–Theimportanceofhealth

Inwhichareashouldsocieties/thegovernment/wouldyouputtheemphasisforspending?

Publicspending

77%

58%

43%42%38%

Food/

agriculture

Socialwelfare

HealthEducationDefense/security

Source:RolandBergerFoHsurvey2025

Personalspending

69%

57%

39%36%

21%

HealthFoodEducationHousingEnvironment

8|RolandBerger

Whenaskedhowtosustaintheaffordabilityofauniversal,high-qualityhealthcaresystem,respondentsfavoredefficiencymeasuresfirst–cuttingwastefulspending–and,second,stricterregulationofprices.Asmallershareacceptedraisinghealthinsurancepremiums,indicatingconditionalopennesstocostsharing.Restrictingaccesstocareorreducingservicelevelsdrewtheleastsupport,suggestingtheseoptionsareviewedasethicallyorpracticallyunacceptable.D

DFundingofuniversalcoverage

Ifthecostofhealthcarespendingrose(e.g.,duetomedicalinnovationordemographicfactors),whichmitigationmeasureswouldyouendorse?

Cuttingwastefulspending

58%

Stricterregulationofprices

39%

Raisinghealthinsurancepremiums

24%

Restrictingaccesstohealthcare

14%

Manycountriesarealreadydebatingreform.Germanyhasinitiatedamajorrestructuringofhospitalcareinresponsetorisingcostsandchangingneeds.11IntheMiddleEast,SaudiArabia,theUAEandQatarareinvestingincomprehensivetransformationstrategiesaspartofnationalvisionsthatrecognizehealthcareasastrategicpriority.12Acrossgeographiesandincomelevels,urgentreformiswidelyacknowledgedasbothasocialimperativeandpoliticallyunavoidable.

APPROACHANDSCOPEOFTHISSTUDY

Ratherthanrelyingonstructuraltypologies,thisreportadoptsagoal-basedbenchmarkingapproachtoassessandimprovehealthsystemperformance.Structuralcomparisonsoftenfailtocapturewhattrulydrivesout-comes,assystemswithsimilarinstitutionalsetupsmayperformverydifferently,andviceversa.Structureisshapedbyhistory,politicsandpathdependence.Ourmethodologyfocusesinsteadonthegoalsthathealthsystemsaimtoachieveandhoweffectivelytheydoso.

InChapter2,wesetoutcleargoalsforhigh-performingsystemsandexaminewhatleadinghealthsystemsstriveforandhowtheygetthere.Chapter3analyzessocietalpreferences,exploringwhatcitizensacrosscountriesvaluemostintheirhealthcare.Finally,inChapter4,weoutlinestrategicpathways,translatingtheseinsightsintorecommendationsforpolicymakersandcommercialplayers.Thisoutcome-andgoal-orientedapproachallowsformoremeaningfullearningacrosssystemsandsupportspragmaticreform.

Reducingservicelevel

11%

Other

5%

Source:RolandBergerFoHsurvey2025

Pursuing

excellence

Whatleadinghealthsystemsstriveforandhowtheygetthere

10|RolandBerger

A

crossmiddle-andhigh-incomecountries,thestatedgoalsofhealthcaresystemsarebroadlysimilar:achieveexcellenthealthoutcomes,reduceriskfactorsandstrengthenprevention.13Thewaysthoseoutcomesaredefinedandmeasured,however,varywidely.Somecountriesuseyearslivedingoodhealthasabenchmark,whileotherssetspecificlifeexpectancytargets.Stilloth-ersrefermoregenerallytoimprovedoverallhealthstatus.Beyondoutcomemeasures,somesystemsexplicitlyemphasizeefficiencyandaccessasstrategicobjectives.TheUnitedKingdom14includesshorterwaitingtimesamongitssystem-levelgoals,whileSweden15makescosteffectivenessandaffordabilitycentralprinciplesofitshealthcarestrategy.

InmuchoftheWest,includingEurope,qualityispairedwithequityasacorehealthcaregoal.Commitmentstoequitableaccess,universalcoverage,andcarebasedonneedratherthantheabilitytopayreflectthelogicofsolidarity-basedfinancing.Thisemphasisonuniversalaccessisnotconfinedtohigh-incomeregions:Nigeria16andIndia17alsoconsideritamajorgoal.

Thiswidespreadprioritizationofequityreflectsasharedvalueacrosssocieties.Inourglobalsurvey,aclearmajorityexpressedstrongsupportforuniversalhealthcareservicesandcoverage,evenwhenthiswouldentailhighercosts.Youngerrespondentsandthoseinlower-tomiddle-incomebracketsweremostlikelytofavorstrongersocialsafetynets;olderandwealthierpopulationstendedtoplacemoreemphasisonsystemefficiencyandsustainability.

bE

EUniversalhealthcarecoverageisacorevalue

Shouldthehealthcaresystemaimtoprovide

everyavailabletreatmenttoeveryone,orto

maintainsustainabilitybylimitingoverallcosts?

Fullcoverageofallmedicalneedsforeveryone

AgreeNeutralAgree

30%

21%14%

11%

12%

12%

Keepinghealthcarecostslowfortheoverallpopulation

Source:RolandBergerFoHsurvey2025

Despitedifferencesindesignandresources,thereisremarkableconvergencearoundtheaspirationforfairness,accessandquality.Thechallengeforpolicymakersistoachieveabalancebetweenequityandefficiency/effectiveness,andbetweensolidarityandindividualchoice–inawaythatremainsbothsociallylegitimateandfinanciallysustainableovertime.

Thequestion,ofcourse,ishowshouldthisbefunded?Here,wefoundastrikingpreferenceforpublicfunding–supportedbymorethan70percentofrespondentsacrossallcountries.Thisviewspannedcontinents,fromBrazilandGermanytoIndiaandtheUAE.EvenintheUnitedStates,whereprivatemodelsdominate,amajorityleanedtowardpublicoptions.Acrosscultures,healthcareiswidelyseennotasacommoditybutassomethingakintoahumanright,andthereforeacollectiveresponsibilityforsocietytoguarantee.F

FMajorityfavorpubliclyfundedhealthcaresystems

Shouldthesystembefinancedcollectivelyviapublicfundingorrelymoreonpersonal

contributionsanduser-basedfunding?

Publiclyfunded,freeatpointofuse

32%

23%

18%

12%

9%

7%

Moreprivate/personalcontributions

Source:RolandBergerFoHsurvey2025

AgreeNeutralAgree

Thehealthcaresystemofthefuture|11

WHATITTAKESTOSUCCEED

Whatdoesittaketoachievethesegoals?Comparativestudiespointtosevenattributesthatconsistentlysettopperformersapart:equity,coordination,digitalization,publichealth,resources,governanceandinnovation.Inthefollowingsections,webrieflyreviewhowinternationalrankingsassesshigh-performingsystems,beforeturningtothespecificcharacteristicsthatdistinguishthem.Finally,wetesttheseconclusionsbylookingattheflipside–whatlesssuccessfulsystemslackandhowtheydifferfromthetopperformers.

Internationalrankingsofhealthcaresystemsvaryinmethodology,butthesamecountriestendtoappearnearthetop:typicallyScandinaviancountries,Australia,SouthKorea,JapanandSwitzerland;oftenSingapore,Israel,theNetherlandsandItaly;andsometimesSpain.Despitedifferencesinapproach,theserankingsconvergeonthreebroadpillars–stronghealthoutcomes,equitableaccessandefficientuseofresources–whichmapcloselyontotheattributesidentifiedabove.Topperformersexcelnotjustinonearea,butinthecombinationofallofthem.

Healthoutcomesaremeasuredthroughindicatorssuchaslifeexpectancyatbirth,healthylifeexpectancyatbirth,andratesofpreventableortreatablemortality.Equityisoftenassessedthroughcoverageofessentialservicesandaffordability,withsomestudiesfocusingonuniversalhealthcoverageandothersoncostandaccessbarriers.18Efficiencycomparesperformanceagainstspendinglevels,identifyingsystemsthatdeliverstrongresultswithlowerresourceuse.Whilerankingsdifferinemphasis,theyconsistentlyshowthatthebestsystemscombinestrongpopulationhealth,equitableaccessandeffectiveuseofresources.G

Tophealthcaresystems

excelnotinoneareabutin

thepowerfulcombinationof

strongoutcomes,equitable

accessandefficientuse

ofresources.

12|RolandBerger

Thehealthcaresystemofthefuture|13

GOverviewoftop-performinghealthcaresystems

DimensionHealthoutcomesAccessEfficiency

Mortality

from

preventablecauses

IHMEOECDOECDWHOOECD

BloombergHealth-

EfficiencyIndex

WHO/UHCService

CoverageIndex

Healthcare

accessandqualityindex

Mortalityfrom

treatablecauses

Life

expectancyatbirth

Healthylifeexpectancy

Bloomberg

Publisher

Metrics

WHO

2018

2021

2021

2021

2022

2021

2020

Yearofrelease

1IcelandIsraelSwitzerlandSingaporeJapanCanadaSingapore

2NorwayJapanLuxembourgJapanAustraliaIcelandHongKong

3NetherlandsItalySouthKoreaSouthKoreaSwedenSouthKoreaTaiwan

4LuxembourgIcelandAustraliaIcelandItalySingaporeSouthKorea

5AustraliaSwitzerlandNetherlandsLuxembourgSouthKoreaUKIsrael

6FinlandSwedenJapanNorwayNorwayGermanyIreland

7SwitzerlandAustraliaIcelandSwitzerlandIcelandPortugalAustralia

8SwedenSouthKoreaSpainSwedenBelgiumNorwayNewZealand

9ItalyLuxembourgNorwaySpainNetherlandsAustraliaThailand

10AndorraNorwayFranceIsraelDenmarkSwitzerlandJapan

Source:OECD,EuropeanCommission,WHO,Statista,

14|RolandBerger

Buildingonthesefindings,weidentifysevenkeyattributesthatareessentialforsuccessfulhealthcaresystems:equity,coordination,digitalization,publichealth,resources,governanceandinnovation.Sixoftheseattributeswereidentifiedbyevaluatingthefactorssharedincommonbytop-performingcountriesincomparativestudiesofhealthsystemsandtheirhealthoutcomes.19Wehaveaddedinnovationasaseventhattributeasitunderpinsandpowerstheothersandisindispensableforsustainingexcellenceovertime.Below,wediscusseachofthesefactorsinturnandthecountriesthatexemplifythem.

bH

HSevenleversofhigh-performinghealthcaresystems

Funding

Publichealth

CoordinationGovernance

EquityInnovation

DigitalizationResources

Health

outcomes

Source:RolandBerger

Thehealthcaresystemofthefuture|15

Equity

Equitableaccessisacorefeatureofeveryhigh-performinghealthsystem.Thesesystemsguaranteeuniversalaccesstoessentialhealthserviceswithoutexposingindividualstofinancialhardship.Evenwheredeliverystructuresareregional,thereisastrongnationalframeworkguidinghealthcareprovision.InGermany,forexample,out-of-pocket(OOP)spendingaccountedforlessthan12percentoftotalhealthspendingin2022,reflectingdeliberatedesignchoicestokeepcostsaffordable.20

Financialprotectioncanbeachievedthroughwell-designedfinancingmechanisms–whethertaxbased,socialinsurancebased,ortightlyregulatedprivateinsurancesystems.TheUK'sNationalHealthServicelargelyremovescostsharingatthepointofcare,eliminatingamajorbarriertotimelytreatment.21Germany'ssocialinsurancemodelcapsannualOOPspendingforprescriptionsasapercentageofincome,protectinglower-incomehouseholdsfromdisproportionatecosts.Similarly,Spain'sbroad,tax-fundedcoverageenablespatientstoseekcarewithoutfearofunaffordablebills.22

Whatallthesesystemshaveincommonisthattheyarenotcontentwithprovidinginsurance"onpaper"–theyarebuilttoensurethatpeopleactuallyusehealthcarewhentheyneedit,irrespectiveofincomeorbackground.Financialprotectionmechanismsareintentionallydesignedandcentrallycoordinated,turningtheprincipleofuniversalcoverageintoapracticalreality.

Coordination

Insuccessfulhealthcaresystems,patientsdonotdriftaimlesslythroughfragmentedservices–theyareguideddeliberatelyandconsistently.Coordinationensurescareiscontinuous,efficientandperson-centered,reducingduplication,delaysandmisdirectedtreatment.Whileoperationalmechanismsvary,high-performingsystemsuniversallyembedcoordinationthroughdefinedpatientpathways,23designatedprimarycareanchors,shareddigitaltoolsandmultidisciplinaryteams.24Integrationspansalllevelsofcare–hospital,primary,communityandsocialservices–makingcoordinationasystem-widedesignprinciple.

16|RolandBerger

Country

Measure

Approach

Tools

Australia

PrimaryHealth

Networks(PHNs)

Strengthening

primarycareasahub

•GPreferralpathways,whichestablishstructured

processesfordirectingpatientsfromprimary

caretoappropriatespecialistorhospitalservices,ensuringtimelyaccess,reducingduplicationand

supportingcontinuityofcareacrossdifferentlevelsofthehealthsystem

•Chronicdiseasemanagementplansthatprovide

standardizedframeworksformanaginglong-

termconditionssuchasdiabetes,asthmaor

cardiovasculardisease,enablingGPstocoordinatemultidisciplinarycare,monitorprogressand

linkpatientswithalliedhealthprofessionalsandcommunitysupport

Sweden

NationalHealthandMedicalServices

Agreements

Nationallynegotiatedagreementsto

formalizecoordination

•Jointplanningof"ChainsofCare"involvingregionalandmunicipalauthoritiesmappingpatientpathwaysacrosshealthandsocialservices,identifyingpointsoffragmentationanddesigningcoordinatedcare

processesthatareformallyagreeduponandresourced

•Sharedelectronichealthrecordsthatenable

cliniciansacrosshospitals,municipalitiesand

primarycaretoaccessandupdatethesamepatientdata,reducinginformationsilos,minimizingdelays

andallowingforintegrateddecision-making

Norway

CoordinationReform(Samhandlings-

reformen,2012)

Legalmandatesforcarecontinuity

•Mandatoryprovider–municipalityagreementswithpost-dischargeobligations,whichlegallybindcareprovidersandlocalgovernmentstocollaborateonpatienttransitions,requiremunicipalitiestoprovidefollow-upservicesafterdischargeandcreate

accountabilitymechanismstopreventavoidablereadmissionsorcaregaps

Source:Australia–

.au

,

.au

,

.au

;

Sweden–

,"Determinantsofintegratedhealthcaredevelopment:chainsofcareinSweden"by

BengtAhgrenandRunoAxelsson,

https://www.ehalsomyndigheten.se

;Norway–

,

https://www.regjeringen.no

Thehealthcaresystemofthefuture|17

Country

Measure

Approach

Tools

Denmark

HealthAgreements(Sundhedsaftaler)

Bindingregional-

municipalagreements

•Legallybindinghealthagreementscovering

continuityofcare,signedbetweenregionsand

municipalities,whichsetoutroles,responsibilitiesandsharedprioritiesforintegrationacrosshealthandsocialservices

•Multi-disciplinaryhealthcentersservingas

integrationhubs,whichco-locategeneral

practitioners,specialists,nurses,andmunicipal

servicesinonefacility,makingiteasierforpatientstonavigatethesystemandforprofessionalsto

collaborateinrealtime

Japan

Community-basedIntegratedCare

System

Community-based

integratedcaremodel

•Localcaremanagersactingascoordinators

betweentypesofcare,ensuringthatolderadults

andpeoplewithchronicconditionscanaccess

medical,long-termcare,preventiveandwelfare

servicesinaseamlessmanner,whilealsoservingasthemainpointofcontactforfamilies

•Integratedcommunityhubsprovidingmulti-

disciplinarycommunityservices,oftenlocated

withinneighborhoods,wheremedicalpractitioners,long-termcareproviders,socialworkersand

volunteerscollaboratetodelivercomprehensivesupporttailoredtoresidents'needs

Singapore

Regional

HealthSystems

Centralcoordinationofregionaldelivery

•Adedicatedagencyforintegratedcare(theAgencyforIntegratedCare)thatfunctionsasthesystem

orchestrator,buildingpartnershipsacrosshospitals,primarycareandcommunityproviders,whilealsorunningprogramstosupporttransitionsandlong-termcaremanagement

Source:Denmark"Healthcareagreementsasatoolforcoordinatinghealthandsocialservices"byAndreasRudkjøbingeta.

"Inter-SectoralCollaborationinMunicipalHealthCentres:AMulti-SiteQualitativeStudyofSupportingOrganizationalElementsandIndividualDrivers"byMariusBrostrømKousgaardetal.;Japan"Implementationprocessandchallengesforthecommunity-basedintegratedcaresysteminJapan"byTakakoTsutsui,

https://www.mhlw.go.jp

;Singapore"ImplementationofIntegratedCarein

Singapore:AComplexAdaptiveSystemPerspective"byMilawatyNurjonoetal.,

https://www.aic.sg

18|RolandBerger

Digitalization

High-performinghealthsystemsareincreasinglydefinednotonlybythecaretheydeliverbutbythedigitalinfrastructurethatenablesit.Digitalizationservesastheconnectivelayerlinkingproviders,patientsandpayers,supportingmoreefficient,saferandbetter-coordinatedsystems.Atthecoreoftheseeffortsareinteroperableelectronichealthrecords(EHRs)thatallowclinicianstoaccesspatientinformationacrosscarese