Six winning roles for

medtech to thrive in
the future of health
Six winning roles for medtech to thrive in the future of health

We are living in an era of exponential change in medical

technology, with developments so fast and nonlinear
that they are at the point of limiting our ability to see over
the horizon. Numerous trends, many of them driven by
digital transformation (figure 1), are accelerating the pace
of disruption and propelling us toward a future of health
that will be significantly different from our current medtech
marketplace.

By 2040, we expect that the consumer will What role will medtech companies play nontraditional consumer technology and
be at the center of all things health-related. in the future of health? Conventional digital health disruptors, creating data-
Health will be defined holistically as an medtechs traditionally have focused their centric offerings and clinically differentiated
overall state of well-being encompassing business operations and investments on devices. Flexible consumption models
mental, social, emotional, physical, and manufacturing and selling technologically are emerging in which companies offer
spiritual health. Interoperable, always-on advanced medical products such as services on a per-patient, per-use basis,
data will promote closer collaboration diagnostic equipment, implantable devices, providing alternatives to traditional capital-
among industry stakeholders, and monitoring devices, or other medical intensive models. Health will be monitored
innovative combinations of products and supplies. However, as evolving consumer on a continuum of care, with providers
services will be offered by incumbents and health needs and increasing data availability focusing on devices and equipment that
new entrants. Interventions and treatments drive development of new solutions that go help improve patient outcomes. Decreasing
are likely to be more precise, more beyond the device, the implications for these reliance on traditional product-centric
personalized, less complex, less invasive, companies’ future market viability could solutions will be offset by increasing need
and less expensive. be considerable. For example, innovative for consumer preventive wellness solutions
medical solutions will be enhanced by and postprocedure monitoring capabilities.

Figure 1. Future of health trends are driving medtech marketplace changes

Data-sharing Interoperable data Access

Strong participation in Data archetype and analysis Socioeconomics and geography
data-sharing is radically transformed do not dictate access

Empowered consumer Behavior change Scientific breakthrough

Consumers demand convenience Consumers influenced via Breakthroughs will happen at
and transparency digital tools an exponential pace

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 Six winning roles for medtech to thrive in the future of health

Many medtech companies are already In particular, we envision six future roles
beginning to incorporate always-on that will enable medtech companies to
biosensors and software into devices deliver meaningful and differentiated value
that can generate, gather, and share data. and thrive in tomorrow’s consumer-centric,
That’s an important step forward, but to digitally powered health care marketplace
create sustainable clinical and business (figure 2).
value, medtechs will need to evolve from
their current product supplier role and
define where they want to play and how
they want to win in the future of health via
these new roles.

Figure 2. Six future medtech roles

Future Next-gen Best-in-class “Medical- Disease Ecosystem Consumer

roles commodities innovator solutions-as-a- owner data and health
supplier service” informatics enablers
provider providers

Differentiating Best-in-class Delivering Providing end- Integrating data Enabling

through R&D capabilities holistic solutions, to-end solutions and generating consumers to
meaningful and to deliver most including across patient insights and self-manage and
sustainable cost advanced, hardware, journey to ecosystemwide improve health
advantage personalized software, and diagnose, treat, analytics across via connected
treatment services, to and monitor entities, devices, sensors and
devices enable optimized specific diseases and diseases virtual doctors
care

Smart health
Value Commodity Clinically Holistic medical End-to-end
Data, analytics, devices and
devices at lowest differentiated solutions to solutions for
drivers and algorithms platforms for
costs devices optimize care specific diseases
consumers

Providers, payers,
Customers Providers, other Providers, other Providers, payers, Providers, payers,
Providers other medtech
medtech roles medtech roles consumers consumers
roles

Similar to existing model More transformative

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Six winning roles for medtech to thrive in the future of health

As they evolve to these roles, medtechs will or integrating all products and services A medtech company may operate in one or
need to: required to treat a selected disease via multiple roles, depending on what products
partnerships or acquisitions; and and services it offers and what markets and
• Strengthen core capabilities to
customers it serves. For each role, we look
specialize either as a low-cost, highly • Enter new spaces by providing
at key success factors and capabilities and
efficient supplier or a premium supplier of transformative offerings that either
provide examples of companies that illustrate
innovative and differentiated products; facilitate data transfer, insight generation,
characteristics of these future-focused roles.
and decision optimization across the
• Expand offerings to create holistic
health ecosystem or enable consumers to
solutions by either combining products,
better and more proactively manage their
software, and services to help providers
health (figure 3).
achieve clinical and operational excellence

Figure 3. Six future medtech roles

Roles will evolve to help companies strengthen core capabilities, expand offerings, and/or enter new spaces
Adjacent or new customers

ENTER NEW SPACES

Consumer health
enabler

Ecosystem data and

informatics provider
Customers

Owning the disease

Medical-solutions-
Next-gen commodities as-a-service
supplier
Existing customers

Best-in-class innovator

STRENGTHEN CORE EXPAND CAPABILITIES

Existing offerings Incremental offerings New offerings

Offerings

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 Six winning roles for medtech to thrive in the future of health

Strengthen core
capabilities to
differentiate
Future role 1: Next-gen commodities Examples: stock grew more than 356% to close at CNY
supplier Mindray, founded in Shenzhen, China, 406 as of November 4, 2020.1
in 1991, has become the largest Chinese
Similar to the product supplier role most medical technology company. It develops, Cardinal Health’s Medical Products &
current medtechs hold, the next-gen manufactures, and supplies high-quality Equipment segment manufactures, sources,
commodities supplier provides clinically medical products at lower costs, making and distributes Cardinal Health-branded
sound products at a much lower price via health care more accessible and affordable medical, surgical, and laboratory products
superior efficiencies that lead to meaningful around the world in three core businesses: globally. The company’s products bridge the
and sustainable cost advantages. The patient monitoring and life support, medical gap between the constant need for quality
role takes advantage of digitally enabled imaging, and in vitro diagnostics. and the increasing demand for savings. Its
supply chain capabilities, access to low- brand portfolio includes a comprehensive
cost supplies and labor, partnerships Mindray’s success has been largely driven by its offering of clinician-preference, cost-efficient
that leverage new data, and a global cost advantage. In the Chinese market, Mindray products and physician-preferred items with
network to achieve an industry-leading competes with multinationals low clinical differentiation, helping providers
cost-of-goods-sold profile. The next-gen by offering its devices at a 20% to 30% discount improve the bottom line while delivering
commodities supplier role is critical to next to those of its international competitors. A high-quality care.2
the health ecosystem because it provides low-cost production structure has enabled the
In addition to selling Cardinal Health–branded
“good enough” products at the lowest company to sustain such price advantage
products, Cardinal also distributes a broad
prices, similar to generics manufacturers without decimating margins. After its success in
range of medical, surgical, and laboratory
in the pharmaceutical industry. Potential the Chinese market, Mindray has been
products from other manufacturers and
variations of this role include full- expanding its footprint globally. Its high-quality,
provides supply chain services and solutions
spectrum manufacturer with lean R&D low-cost value proposition resonates well in
to hospitals, ambulatory surgery centers,
and commercial functions; commodity emerging and developed markets under global
clinical laboratories, and other health care
manufacturing company providing health care cost containment trends. Today,
providers. It is one of the few vertically
medical devices; and vertically integrated Mindray is selling its products in more than 190
integrated manufacturer-distributor players
manufacturer-distributor. countries and regions, reaching $2.3 billion
in the medtech industry that provide
annual revenue in 2019. Only two years after
cost-effective solutions to help customers
an IPO on the Chinese A-share market in
improve operational efficiency and
October 2018 at a price of CNY 89, Mindray’s
financial performance.

1 https://www.mindray.com/en/presscenter/Manufacturing_Matters__A_smart_approach_to_intelligence.html.
2 https://www.cardinalhealth.com/en/product-solutions/medical.html.

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Six winning roles for medtech to thrive in the future of health

Future role 2: Best-in-class innovator Examples: Stryker uses in-house R&D and
Intuitive Surgical leverages AI and data manufacturing capabilities and partners
A best-in-class innovator provides products analytics in its product development with leading academic medical centers
with substantial clinical and economic process to fuel innovations that can to develop and test new digitally enabled
differentiation, such as devices that can help enable better outcomes.3 Intuitive’s care products that deliver better patient
cure specific diseases, significantly slow well-known robotic surgery platforms, outcomes.5 Stryker has consistently
disease progression, or enable personalized VinciSP System and Ion, continue to make leveraged customers in leading academic
treatment with higher clinical utilization. headway in the marketplace with novel medical centers to improve its products
Best-in-class innovators excel in the idea-to- capabilities like pre- and intraoperative and help those customers improve the
market process and deliver superior product augmented reality (AR) guidance, delivering metrics they are measured on, including
innovations via customer-centric, data- 3D images of a patient’s anatomy. In rehospitalizations and cost savings from
driven, open innovation capabilities with addition to platform-based innovations, procedures where Stryker products are
significant access to world-class medical Intuitive Surgical continues to set new used. By going beyond core product
researchers and clinicians. Success in this benchmarks in core technologies, like benefits and creating better metrics
role requires an agile ability to evaluate its X and Xi Endoscope Plus imaging around performance metrics of utmost
innovative ideas both internally and with technology, which provides fifth- importance to health systems, Stryker
external partners. Market development will generation resolution. Intuitive’s business has been able to innovate both on key
be another required capability, as many of model innovations, including increasing product and solution dimensions.
the products this role introduces will be first- use of operating leases of its equipment,
of-their-kind. Investments in comparative at 34% of total placements in 2019, 4 is
effectiveness studies may be needed to seen as being equally important in this
support market-shaping and/or penetration age of tight hospital budgets.
efforts. Although this role is still a product
supplier, it adds value to the health
ecosystem by regularly and consistently
designing, developing, and introducing truly
value-enhancing, differentiated products.
Potential variations of this role include
full-spectrum manufacturer with minimum
commercial capabilities (process or product
technology innovators); R&D and small- or
medium-scale manufacturing capabilities
only (product technology innovators only);
and academic or research institutions.

3 https://www.intuitive.com/en-us.
4 Intuitive Surgical JPMorgan presentation, January 2020.
5 https://www.stryker.com/content/dam/stryker/joint-replacement/sps/knowledge-center/performance-solutions-case-study_mercy-medical-center-destination-center-joint.pdf.

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 Six winning roles for medtech to thrive in the future of health

Expand offerings

Future role 3: “Medical-solutions-as-a- Examples: Medtronic has operations in 150+

service” provider Siemens Healthineer is a leading global countries worldwide7 and offers a diverse
medical solution company that offers a product portfolio treating more than 70
A “medical-solutions-as-a-service” company variety of products in its portfolio that health conditions. With the market evolving
elevates the transaction-based product support clinical experts in diagnostic and and moving toward value-based health
supplier role to that of a customer business therapeutic decision-making. Siemens care, Medtronic formed its Integrated
partner via data-driven delivery of holistic also provides a range of services and Health Solutions business to deliver
solutions, including hardware, software, and solutions to enhance health care providers’ value and work with providers in new
professional services (e.g., clinical workflow ability to provide high-quality, efficient ways. Integrated Health Solutions builds
consulting, analytics, and management, care to patients. To transform its product- on Medtronic‘s unique combination of
enabling customers to optimize clinical, focused business model to a solution- capital resources, process optimization
operational, and economic outcomes on a centered business model, Siemens has expertise, and therapy knowledge and
per-patient basis. Companies that adopt this successfully established many multiyear offers hospitals and health care systems
role will need to embrace outcome-based value partnership contracts with health long-term, all-inclusive managed services to
and/or subscription-based revenue models, systems globally to advance and support improve clinical, operational, and financial
as traditional volume-based models are customers’ strategic priorities related outcomes. In 2014, to expand its service
unlikely to be as effective. These medtechs to continually improving care for their delivery capabilities, Medtronic acquired
will be truly integrated into their customers’ patients and communities. Under the value NGC Medical in 2014, an Italian company
operations and eventually assume partnerships, Siemens provides customers with more than 30 years of experience in
full responsibility for specific enabling access to its latest health innovations and building and managing operating rooms
functions and processes (e.g., device data medical equipment, as well as educational (ORs, catheterization laboratories (cath
management and analytics. Potential resources, professional services, and labs, and intensive care units (ICUs. Today,
variations of this role include comprehensive on-site staff to support clinical decision- Medtronic has established more than 60
solutions provider, including all hardware, making, optimize workflows, transform care managed services contracts, with 250+
software, and service needs; provider delivery, and improve patient experience. ORs, 600+ ICU beds, and 50+ cath labs.8
operations integrator creating meaningful Many of these value partnerships also
value clinically and operationally; and include innovative contract models such
medical solutions aggregator from different as unitary, pay-per-use, subscriptions, and
sources, providing a single solution platform. performance-sharing.6
The high tech industry went through a similar
evolution from selling products
to delivering solutions a decade ago. Key
learnings from that process may be helpful
to medtech companies planning to become
a service provider.

6 https://www.siemens-healthineers.com/services/value-partnerships.
7 https://www.medtronic.com/us-en/about/locations.html.
8 https://www.medtronic.com/uk-en/healthcare-professionals/integrated-health-solutions/four-pillars.html.
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Six winning roles for medtech to thrive in the future of health

Future role 4: Disease owner Examples:

Fresenius Medical Care provides a Smith&Nephew’s Advanced Wound
A medtech company that “owns” a disease complete solution for people with chronic Management (AWM) division is a leading
provides superior care coordination and a kidney failure—from research and global wound care product supplier. As
one-stop shop portfolio of devices, digital development, to manufacturing dialysis the market continues to face significant
tools, services, and, potentially, drugs to products, to providing care options within pricing pressure and products become
treat or manage a specific disease across its own clinics. With the acquisition of more commoditized, S&N expanded its
the patient journey, from diagnosis and NxStage, Fresenius enhanced its home offering portfolio from treatment products
treatment to ongoing monitoring. We expect hemodialysis systems and services to solely to cover the entire wound care
to see this role be effective in managing include 24/7 on-call nurses, monthly continuum. Through innovations and
chronic diseases (e.g., diabetes, renal, check-ins, regular meetings with care acquisitions, S&N’s current AWM portfolio
cardiovascular, and respiratory care) by teams, and medication.9 With home includes wound prevention, wound
offering solutions that go across the care dialysis care currently underpenetrated detection and diagnosis, a wide range
continuum and therapy lines, from patient in the United States (when compared of wound treatment products, and care
diagnosis through monitoring. The disease with other OECD markets), Fresenius has coordination and monitoring solutions.
owner role aligns with population health enhanced its ability to shift some current As it expands the AWM portfolio, S&N is
goals rather than specific procedures or clinic-based patients to the home to also applying a disease lens to create end-
episodes, and it will be critical in the care lessen costs and enhance the customer to-end solutions for specific acute and
model transition from fee-for-service to fee- experience. Alongside this shift has come chronic wound conditions, including leg,
for-value. A capitated payment model could the need to think about the management diabetic, and pressure ulcers; burns; and
be structured so that payers, providers, of comorbidities associated with renal postoperative wounds.11
and manufacturers have aligned incentives failure, including diabetes and heart
to optimize patient care with minimized disease. Fresenius’s recent announcement
costs. Potential variations of this role include of an innovative partnership with
full-spectrum manufacturer for specific Livongo 10 to provide remote monitoring
disease states and vertically integrated and personalized coaching for late-stage
manufacturer-provider. CKD patients who also suffer from
diabetes points to the type of holistic
patient care management that leading
medtech companies are undertaking.

9 https://www.freseniusmedicalcare.com/en/patients-families/services-from-fresenius-medical-care.
10 https://fmcna.com/company/news-releases/partnership-livongo-empowers-people-ckd.
11 https://www.smith-nephew.com/education/categories/wound-management.
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 Six winning roles for medtech to thrive in the future of health

Enter new spaces

Future role 5: Ecosystem data and Examples: Cerner offers analytics, population
informatics provider Verily (Google’s health care company) health management, clinical solutions,
uses big data and the Internet of Things revenue cycle management, and other
Many hospitals and health systems make (IoT) to improve health care outcomes.12 services and technology that enable
minimal use of analytics due to data Verily develops computational tools health care providers to make informed
availability and interoperability challenges. that help create a stronger feedback decisions to better manage operations
Data is the new gold in the increasingly loop; support learning health systems in and provide smarter patient care.14 As an
digitized health care space, given its vital which better data continuously improves electronic medical record (EMR) leader,
role in improving clinical decision-making interventions and care; and increase Cerner can leverage a number of data
and care quality. We expect an ecosystem accessibility to research and care.13 With sources as it looks to offer enhanced data
data and informatics provider role will Alphabet’s recent acquisition of Fitbit, analytics and longitudinal records to those
emerge to collect, aggregate, curate, Verily now can leverage a number of analyses. Cerner’s HealthAnalyticsSM
analyze, and interpret data from various wearable devices as it looks to collect and HealthEDWSM analytic content
sources—and enable data interoperability— measurements and data about a patient’s packages15 are just two ways the company
to generate superior insights and health so that it can be combined with is operationalizing this vast trove of data
recommend actionable next steps so other information that Google has about to glean more precise clinical insights.
that providers can deliver superior care. that patient. Cerner’s partnerships with AWS and
Potential variations of this role include data others point to additional ways in which it
conveners and artificial intelligence (AI) is teaming with other companies to offer
algorithm developers for improved products researchers access to de-identified data.16
and treatments; application developers
and insight generators; and advisory
services for hospital systems. Because
big health IT companies may already may
have a competitive edge to win in this
role and consumer tech giants are also
investing heavily in health care, medtech
companies interested in this role will need to
dramatically transform their capabilities or
leverage these same consumer tech leaders
via partnerships.

12 https://internetofbusiness.com/verily-googles-iot-and-big-data-play-for-healthcare.
13 https://verily.com/our-story/about-us.
14 https://www.cerner.com/about.
15 https://www.cerner.com/solutions/population-health-management/analytics.
16 https://www.healthcareitnews.com/news/cerner-aws-partner-make-covid-19-data-available-researchers.
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Six winning roles for medtech to thrive in the future of health

Future role 6: Consumer health enabler Examples: Johnson & Johnson Health and
Zimmer Biomet partnered with Apple Wellness Solutions collaborates with
Health care is transitioning to a prevention- to create a consumer-friendly way for health plans, health systems, and retailers
and wellness-oriented model, with more patients to track their recovery from to deliver behavior change solutions at
care delivery happening in consumers’ knee or hip replacement surgery. The scale to deliver better health outcomes,
homes instead of the traditional physician Zimmer Biomet mymobility app uses business performance, and patient
office or hospital. The consumer health Apple Watch to facilitate a new level of experience.18 J&J’s solutions offer a way
enabler role empowers consumers to connection between patients and their for devices to integrate key behavioral
proactively and continuously manage their surgical care teams.17 With this enhanced science concepts and approaches as
own health by collecting and analyzing patient engagement, Zimmer Biomet is these become critical to helping clinicians
data from various diagnostic devices (e.g., demonstrating how medtech companies and patients change their behavior on the
implantable, wearable, and environmental can embark on a digital transformation of use of those devices. By focusing around
sensors) to generate superior, consumer- the patient care journey, including pre-op “last mile,” medtech leaders like J&J hope
friendly insights and care recommendations education and activity monitoring linking to improve clinical outcomes beyond just
delivered via telehealth and virtual physician step count and heart rate variability. By product-based capabilities.
tools. This role supports early disease using the Apple iPhone to score people
detection and behavioral nudging by on the way they walk, detected even
integrating consumer health data with core before a procedure is needed, Zimmer
determinants of health, such as an annual Biomet is hoping to be “the first to develop
physical (including blood pressure, pulse predictive analytics that connects pre-,
rate, RBC and WBC count, and psychological intra-, and post-operative data,” thereby
testing) and social determinants of enhancing prevention and wellness
health data. Variations of this role include functionality.
consumer-friendly, non-medical-grade
device manufacturers and applications
and platforms for virtual preventive and
wellness services and care management.
To succeed as a consumer health enabler,
medtech companies will need to shift from
a provider-centric to a consumer-centric
business model with efficient and effective
capabilities to reach and engage a broad
consumer customer base.

17 https://investor.zimmerbiomet.com/news-and-events/news/2018/10-15-2018.
18 https://www.jnj.com/jjhws.

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 Six winning roles for medtech to thrive in the future of health

Medtech roles of the future will evolve along innovator) are embedded in many leading owner, ecosystem data and informatics
with the products and services they offer medtechs’ current operations. We expect provider, and consumer health enabler) are
and what customers they serve (figure 4). Of these roles to continue in the future. emerging; we expect these roles to grow in
the six future roles, the first two (next-gen Examples of the other four roles (“medical- importance and influence as time goes on.
commodities supplier and best-in-class solutions-as-a-service” provider, disease

Figure 4. Roles of the future will evolve along with what they offer and where they serve
The future roles will evolve to either strengthen core capabilities, expand offerings, or enter new spaces

Treatment Monitoring
Patient Prevention Screening
decision and and
journey and wellness and diagnosis
intervention management

Offerings

Advisory and
Consumer health
operational
services enablers

“Medical-solutions-as-a-service” provider
Operational
workflow,
data, and
analytics
Ecosystem data and informatics provider
(1/2)
Health IT
software

Next-gen commodity supplier

Devices
Best-in-class innovator

Digital health
and algorithms

Ecosystem data and informatics provider

(2/2)
Patient data
and analytics

Disease owner
Care planning,
coordination,
and delivery

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Six winning roles for medtech to thrive in the future of health

Act today to transform

tomorrow
How do conventional medtech companies shrinking as the value it delivers decreases
begin or advance their journey to the future over time and new roles evolve. As company
of health? What immediate steps should leaders plan their migration strategy, some
they take? We suggest that companies may decide to focus on excelling in a single
first assess each business and product role, while others may choose to leverage
portfolio’s capabilities and value proposition investments in new technologies to take on
and map that to each role’s capabilities and several. In either case, they should quickly
value proposition (a business and product assess their current offerings, customers,
portfolio may operate in one or more roles). and unique capabilities (and identify
They should then identify capability gaps gaps and ways to fill them) or risk being
that may prevent them from realizing the outmaneuvered by competitors.
benefits in the appropriate role(s) and,
finally, create a build, buy, and partner What to do on Monday morning will depend
strategy to close those gaps. on how far behind a company is in its role
migration strategy. To that end, a robust
Ultimately, what may help enable medtech “zoom out, zoom in” strategic planning effort
companies to transform care delivery can incorporate these roles and frame them
and set them apart from competitors more in terms of a decision tree than a linear
(both market incumbents and disruptive plan. By combining a long-term, scenario-
entrants) will be their ability to harness driven strategic planning exercise with a
data gathered by their devices and use it to short-term action plan, medtech leaders
improve well-being, anticipate health issues, can operationalize this future role evolution
and help patients change the day-to-day assessment and ground it in concrete steps
behaviors that affect their health.19 Our that flow into specific businesses, product
view is that medtechs likely will be better portfolios, and solutions.
able to do this by partnering with consumer
technology leaders and specialized digital By zooming out, medtech companies can
health companies rather than going it determine what their relevant market or
alone. Consumer tech companies typically industry will look like 10 to 20 years from
have access to large caches of consumer- now and what kind of roles they will need to
generated data (nonhealth data that have in that time frame to be successful in
leads to health insights), a massive R&D that market or industry. By zooming in, firms
budget, efficient distribution channels, can determine the two or three initiatives
an embedded culture of innovation, and they could pursue in the next six to 12
sophisticated data analytics capabilities that months that would have the greatest impact
can buttress a medtech’s remote diagnostic in accelerating their movement toward that
and monitoring platforms. longer-term destination. It would also help
them assess whether those initiatives have
The time to act is now. The medtech a critical mass of resources to ensure high
company of the future will likely operate impact and whether they have the right
in a dramatically altered health care metrics in place to best determine whether
landscape. We expect the revenue pool for they achieved the intended impact at the
the traditional medtech role to continue end of that shorter time period.

19 Deloitte Insights, “Winning in the future of medtech,” Deloitte Center for Health Solutions, 2019, https://www2.deloitte.com/us/en/insights/industry/health-care/future-of-medtech.html.

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 Six winning roles for medtech to thrive in the future of health

Contact

Pedro Arboleda
Managing director
Deloitte Consulting LLP
Email: [email protected]

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Endnotes

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