© 2014 IBM Corporation Helping Leaders Lead Rethinking Healthcare in a Changing World Brazil Health IT Forum Paul Dommel IBM Global Health & Social Programs Executive

2 © 2014 IBM Corporation Information everywhere Mobile computing Social networks, collaboration, and on-line sales Analytics Technology today

3 © 2014 IBM Corporation Global challenges Budgets 35% Typical share of public sector budgets devoted to health & social programs Fraud 5 – 10% Typical estimate of healthcare fraud associated with billing abuse Healthcare Technology $1 - $2.5m Cost of a surgical robot that can improve results Resource Shortages 13,000 Number of foreign physicians coming to Brazil in 2014 to relieve shortages Families 86% of Illinois social service spending goes to 23% of families participating in multiple services Aging 600 million Global population over the age of 65, rising to 714 million by 2020 The share of GDP devoted to healthcare is increasing dramatically

4 © 2014 IBM Corporation Everywhere we see organizations transforming how they operate and deliver services COLLABORATE TO IMPROVE CARE AND OUTCOMES Improve the quality and efficiency of care while growing care personalization INCREASE ACCESS TO HEALTHCARE Reduce gaps in access and help individuals to become advocates of their own health BUILD SUSTAINABLE SYSTEMS Build efficient and flexible organizations that enable greater transparency and accountability Data Driven Management

5 © 2014 IBM Corporation Beijing: Example of the need for health and social program interaction  An aging population  4 million of the city’s 21m citizens are >60  Within 40 years, 1/3 of China’s citizens will be >60  Need to enable “aging in place”  Target 90% of elder citizens to be cared for at home, 6% in day care and 4% in senior home  Coordinate across family, friends, healthcare, social workers  Improved health and social infrastructure is required  For the 90%, expand the health and social ecosystem to leverage community services  For the 10%, need to improve efficiency and effectiveness of health and social services

6 © 2014 IBM Corporation How do I treat individuals beyond their clinical condition? How do I leverage local, nonprofit organizations? How do I drive collaboration across a busy, diverse care team to reduce mistakes and drive results? What can I do to make the care process easier on caregivers and patients? Key challenges in managing high-cost high need segments of society

7 © 2014 IBM Corporation Business problem: Rising chronic disease in an aging population increases costs Collaboration Single view of care plan across stakeholders increases effectiveness and informs adjustments Coordination Resources responsible for referral management and in home care delivery can quickly support incoming requests Knowledge Sharing best practices to deliver best outcomes Clinicians and social workers coordinate care planning and delivery to enhance quality of life and control costs Outcome A health system in Spain is using IBM solutions to collaborate with community-based social services programs to improve patient outcomes

8 © 2014 IBM Corporation Transforming healthcare Collaboration and partnering Analytics & information proficiency Personalization Incentives Talent access, creation, and retention

9 © 2014 IBM Corporation Leaders are asking themselves: what will we make of this moment? To deliver better results while managing costs To remake services in an era of mobile computing To find talent to address challenges and grow the economy To position ourselves to succeed in the midst of rapid change

10 © 2014 IBM Corporation Obrigado