Page 180 - 2021 White Paper
P. 180
1 White Paper on the Business Environment in China
low hanging fruits are picked. Building upon the sector through the agreement with a consortium
progress of tech enterprises, the process functions a of involved parties, with patients’ consent. It is then
lot like a coral reef9.It calls for the gradual creation of combined with big data collected from wearable
an ecosystem by accumulated networks of both new technology, online medical consultations, insurance
and veteran talent in the right field. Individuals in policies, patient representative organizations, and
the network should be encouraged to mix together other demographic and consumer analytics.
in productive ways. Over time, ideas emerging in
the network of talent find endogenous support Deliver better patient experience through the
for development, which could in turn attract more ecosystem
technical, labor, and capital resources.
Data sharing allows for more astute examination
Box 1 | The innovative ecosystem in the that will be useful for: 1) global sourcing and
GBA distribution of medication; 2) improvement in
the quality of traditional and online health care;
Health care sector in the GBA ecosystem 3) pharmaceutical research and drug safety
monitoring; 4) research in patient welfare and
The evolution of the innovation ecosystem in consumer behavior; 5) further development in
the GBA is taking place rapidly. This is the synergy the Internet of Things (IoT) and next-generation
that comes from the collaboration of diverse wearable technology; and 6) the basis for more
entities that pertains to the creation of new industry innovation and incubation programs.
products and services.
Presence of hard environment factors spurs the
As an example, a multinational pharmaceutical ecosystem development
company has recently invited top market leaders and
experts across industries such as communication As this example illustrates, an ecosystem would
technology giants, health care providers, insurance not be possible without the presence of diverse
companies, property developers and non- entities that are collaborative and interdependent in
governmental organizations in the GBA to create a the early stage. The creation of “hard environment” –
new structure of working together, with an objective presence of enterprises engaging in R&D – a natural
to disrupt the business model of the life sciences first step to create such innovative ecosystem may
and health care industry. be considered. The other factors in the ecosystem,
including manpower, capital, and idea, will only
Digital platform to generate real-time, flourish once the hard environment has taken root.
multilateral exchange of information
A digitalized and interconnected health care system
Traditionally, the health care sector takes on a
dispersed network with hospital being the main Source: EY
connection point with patients. It not only leads to
an imbalance of information between the hospital Three innovation leaders in the GBA
and other components within the health care sector,
the isolated data and incompatible documentation By location, Shenzhen and Zhuhai are leaders
are also prone to human errors and long processing among the nine GBA cities in the Mainland with the
time.
The proposed new structure starts with seeking
to enable information sharing within the health care
9 hbr.org/2012/12/how-to-create-an-innovation-ec
180
low hanging fruits are picked. Building upon the sector through the agreement with a consortium
progress of tech enterprises, the process functions a of involved parties, with patients’ consent. It is then
lot like a coral reef9.It calls for the gradual creation of combined with big data collected from wearable
an ecosystem by accumulated networks of both new technology, online medical consultations, insurance
and veteran talent in the right field. Individuals in policies, patient representative organizations, and
the network should be encouraged to mix together other demographic and consumer analytics.
in productive ways. Over time, ideas emerging in
the network of talent find endogenous support Deliver better patient experience through the
for development, which could in turn attract more ecosystem
technical, labor, and capital resources.
Data sharing allows for more astute examination
Box 1 | The innovative ecosystem in the that will be useful for: 1) global sourcing and
GBA distribution of medication; 2) improvement in
the quality of traditional and online health care;
Health care sector in the GBA ecosystem 3) pharmaceutical research and drug safety
monitoring; 4) research in patient welfare and
The evolution of the innovation ecosystem in consumer behavior; 5) further development in
the GBA is taking place rapidly. This is the synergy the Internet of Things (IoT) and next-generation
that comes from the collaboration of diverse wearable technology; and 6) the basis for more
entities that pertains to the creation of new industry innovation and incubation programs.
products and services.
Presence of hard environment factors spurs the
As an example, a multinational pharmaceutical ecosystem development
company has recently invited top market leaders and
experts across industries such as communication As this example illustrates, an ecosystem would
technology giants, health care providers, insurance not be possible without the presence of diverse
companies, property developers and non- entities that are collaborative and interdependent in
governmental organizations in the GBA to create a the early stage. The creation of “hard environment” –
new structure of working together, with an objective presence of enterprises engaging in R&D – a natural
to disrupt the business model of the life sciences first step to create such innovative ecosystem may
and health care industry. be considered. The other factors in the ecosystem,
including manpower, capital, and idea, will only
Digital platform to generate real-time, flourish once the hard environment has taken root.
multilateral exchange of information
A digitalized and interconnected health care system
Traditionally, the health care sector takes on a
dispersed network with hospital being the main Source: EY
connection point with patients. It not only leads to
an imbalance of information between the hospital Three innovation leaders in the GBA
and other components within the health care sector,
the isolated data and incompatible documentation By location, Shenzhen and Zhuhai are leaders
are also prone to human errors and long processing among the nine GBA cities in the Mainland with the
time.
The proposed new structure starts with seeking
to enable information sharing within the health care
9 hbr.org/2012/12/how-to-create-an-innovation-ec
180
