Corporate venture capital is an increasingly attractive solution for healthcare companies that want to diversify―and accelerate―their growth strategy. Thanks to these investments, they can defensively or offensively counteract the effects of disruption that smaller, more agile competitors can inflict upon them―and become more agile themselves. What can the investment portfolio tell us about where healthcare is headed next? We followed the money to find out.
OUTLOOK
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Healthcare’s venture capital injection
How corporate venture capital may shape healthcare’s future
AT A GLANCE
Healthcare’s venture capital injection
Where have healthcare companies been placing their bets?*
Click on the dollar amounts in each column to reveal the top areas of investment and emerging developments.
Providers
Payers
Pharmaceutical companies
Medical technology companies
High-tech companies
$318M
Personalized medicine
$348M
Virtual care coordination
$413M
Big data and analytics
$85M
Big data and analytics
$117M
Back o ffice / admin
$188M
Virtual care coordination
$214M
Patient self-care
$325M
Provider diagnosis
$1,058M
Personalized medicine
$300M
Remote monitoring
$427M
Virtual care coordination
$437M
Big data and analytics
$308M
Big data and analytics
$393M
Personalized medicine
$760M
Back office/ admin
Source: Accenture analysis
Note: 2015 investment was annualized for months of November and December
*U.S. venture capital investments between 2009 and 2015
Fueled by venture capital, these emerging developments could shape healthcare’s future:
Insight, action, outcomes
By tackling the administrative burden and improving non-labor and labor inefficiencies, healthcare companies could boost their efforts to remove waste from the system (e.g., back and front office).
Patient = consumer
Higher out-of-pocket costs, new levels of price transparency and new digital tools that aid and inform decisions are likely to give rise to the healthcare consumer.
New goals
Powered by an outcome-first philosophy, the care ecosystem’s goals are expected to change from diagnosis and treatment to prevention and management.
Digital first
Digitally powered solutions like remote monitoring and virtual care could take care out of the hospitals and into virtual environments.
New business models
The changing profile of stakeholders will likely blur the lines between payers, providers, medical technology and pharmaceutical companies, as well as retailers and industry disruptors, giving rise to new value-focused approaches.
Healthcare’s venture capital injection
Where have healthcare companies been placing their bets? *
Providers
$413M
Big data and analytics
Big data and analytics
$348M
Virtual care coordination
Virtual care coordination
$318M
Personalized medicine
Personalized medicine
Payers
$188M
Virtual care coordination
Virtual care coordination
$117M
Back o ffice / admin
Back o ffice / admin
$85M
Big data and analytics
Big data and analytics
Pharmaceutical companies
$1,058M
Personalized medicine
Personalized medicine
$325M
Provider diagnosis
Provider diagnosis
$214M
Patient self-care
Patient self-care
Medical technology companies
$437M
Big data and analytics
Big data and analytics
$427M
Virtual care coordination
Virtual care coordination
$300M
Remote monitoring
Remote monitoring
High-tech companies
$760M
Back office/ admin
Back office/ admin
$393M
Personalized medicine
Personalized medicine
$308M
Big data and analytics
Big data and analytics
Source: Accenture analysis
Note: 2015 investment was annualized for months of November and December
* U.S. venture capital investments between 2009 and 2015
Fueled by venture capital, these emerging developments could shape healthcare’s future:
Insight, action, outcomes
By tackling the administrative burden and improving non-labor and labor ine ciencies, healthcare companies could boost their e fforts to remove waste from the system (e.g., back and front o ffice).
By tackling the administrative burden and improving non-labor and labor ine ciencies, healthcare companies could boost their e fforts to remove waste from the system (e.g., back and front o ffice).
Patient = consumer
Higher out-of-pocket costs, new levels of price transparency and new digital tools that aid and inform decisions are likely to give rise to the healthcare consumer.
Higher out-of-pocket costs, new levels of price transparency and new digital tools that aid and inform decisions are likely to give rise to the healthcare consumer.
New goals
Powered by an outcome-first philosophy, the care ecosystem’s goals are expected to change from diagnosis and treatment to prevention and management.
Powered by an outcome-first philosophy, the care ecosystem’s goals are expected to change from diagnosis and treatment to prevention and management.
Digital first
Digitally powered solutions like remote monitoring and virtual care could take care out of the hospitals and into virtual environments.
Digitally powered solutions like remote monitoring and virtual care could take care out of the hospitals and into virtual environments.
New business models
The changing profile of stakeholders will likely blur the lines between payers, providers, med techs, pharmas, retailers and industry disruptors, giving rise to new value-focused approaches.
The changing profile of stakeholders will likely blur the lines between payers, providers, med techs, pharmas, retailers and industry disruptors, giving rise to new value-focused approaches.
Outlook: Accenture’s Journal of High-Performance Business
As a showcase for the most innovative thinking on high-performance business, Outlook focuses on six core themes: Redefining Competitiveness, Digital Disruption, Global Operating Model, Open Innovation, Sustainability and Workforce of the Future. We feature original content devoted to these topics as well as a selection of unique insights offered by professionals throughout Accenture.
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