Illumine- Newsletter of Healthcare Management

ILLUMINE HCM NEWSLETTER Issue 7TH,January-March, 2022

Third Annual Healthcare Management Conference

THEME: Futures Thinking in Indian Healthcare 22 JANUARY 2022

EDITED BYSENIOR EDITORS DR. SUPRIYA PHADNIS DR. SREERUPA SENGUPTA STUDENT EDITORS TRINA DAS KIMBERLEE D'SOUZA

CONTENT The Concept of 'Futures Thinking

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Keynote Speaker

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Keynote Session : Better than a Crystal Ball: Health futures in transition

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Panel Discussion 1: Future of Indian Healthcare - Quo Vadis

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Panel Discussion 2 : Making Indian Healthcare Resilient: Health Startups & Innovations

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Panel Discussion 3: Futures Approach in Indian Health Research and Action: Role of Knowledge Networks 11

HEALTHCARE HACKATHON In Association with AIC-GIM

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WINNERS OF THE HEALTHCARE HACKATHON In Association with AIC-GIM

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GLOSSARY OF TERMS

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The concept of ‘Futures Thinking’ “The only way you can predict the future is to build it." -Alan Kay This quote holds very much true today and its relevance only continues to grow with time. Todays’ world is made up of multiple diverse and complex ecosystems, communities, smart cities and towns that are constantly expanding and ever evolving – this evolution is so widespread and it is occurring at such a fast pace that it can be difficult to comprehend and plan for the road that lies ahead. This is where I would like to introduce to you the concept of ‘Futures Thinking’.

In simple words, futures thinking can be described as foresight or strategic foresight – which is a method of employing ideas about the future in a systematic way to foresee and better prepare for change to come. Futures thinking can be thought of as an ideation plan for thinking about and examining the forces of change that are shaping the future, as well as the repercussions for making decisions today - not just about what to do, but also where and when to do it.

Futures thinking is not a notion that pretends to be able to foretell the future, or that there is just one correct future or that the future is predetermined - rather it says that there are a variety of conceivable possibilities that can take place, and that the actions we make now can actively have an impact on the future.

It is an approach that is innovative and explorative in nature that employs divergent thinking which seeks to find as many solutions as possible and also takes into consideration the uncertainty of the future. It's a mindset that differs from analytical thinking, which relies on convergent thinking to find the proper solution and eliminate uncertainty.

It is utilised to inform policy formulation, as well as strategy development and design and planning. It can be used when working on complex problems with a lot of ambiguity and unpredictability and issues in which bias towards the present threatens to trump future interests. Futures thinking is still a relatively new concept, but is slowly gaining popularity all over the world.

Futures thinking involves employing a variety of data sources like quantitative and qualitative trends, literature studies, and stakeholder insights, and engaging with a variety of stakeholders to seek for indicators of change that may shape a range of possible futures.

According to the research paper, Six pillars: futures thinking for transforming (2008) authored by Dr. Sohail Inayatullah (UNESCO Chair in Futures Studies at IIUM, Malaysia) there are six fundamental principles of futures thinking: the used future; the disowned future; alternative futures; alignment; models of social change; and uses of the future.

He further provides six basic questions which can be used as a framework to create the future that one desires. These questions provided by Dr Inayatullah summarizes the will; fear; hidden assumptions; alternative futures; preferred future; and the upcoming steps for the path ahead. The questions act as guiding principles which could help plan and strategize ways of reaching the goal of the future. Few of the questions include: How do you envision the future? Which future are you afraid of? What is your preferred future? What are some possibilities to the future you've anticipated or feared? and what are your techniques for getting there?

Dr Inayatullah aslo describes the six pillars of futures studies which is used to create a foundation of futures thinking that is related to methodologies and tools. The six pillars are mapping, anticipation, timing, deepening, creating alternatives, and transforming.

As a result, there are six core concepts, six questions, and six pillars for the future. Dr Inayatullah thus concludes that we can create the world that we want to live in by mapping the past, present, and the future, anticipating potential issues that may arise in the future and predict their possible repercussions; being sensitive to grand patterns of change; expanding our analysis to include worldviews, myths, and metaphors and creating alternative futures.

References: • https://dpmc.govt.nz/our-programmes/policy-project/policy-methods-toolbox/futures-thinking • Six pillars: futures thinking for transforming, Sohail Inayatullah

By Kimberlee D'souza HCM (20-22) 1

Keynote Speaker Better than a Crystal Ball: Health futures in transition

Dr. Sohail Inayatullah Dr. Inayatullah is a political scientist and futurist.

He is the inaugural UNESCO Chair in Futures Studies. He is also Professor at Tamkang University, Taiwan and Associate, Melbourne Business School, the University of Melbourne and teaches from metafutureschool.teachable.com.

He was previously an Adjunct Professor at Macquarie University's Center for Policing, Counter-Terrorism, and Intelligence.

Prof. Inayatullah is the author and co-editor of twenty-five books and has over 350 scholarly journal publications and book chapters to his credit.

Futures Thinking in Indian Healthcare 2

Keynote Session Better than a Crystal Ball: Health futures in transition -By Dr. Sohail Inayatullah, UNESCO Chair in Futures Studies at the Sejahtera Centre for Sustainability and Humanity, International Islamic University, Malaysia Futures thinking is a method of strategic planning that evaluates what is expected to change and what is likely to remain the same in the future to be more thoughtful. Some consider it to be more of an art and others to be a science, it provides a framework for discussing our current environment and how it might appear in the future. It indicates what might happen as a result of current decisions, activities, and concerns as well as contains all possible future scenarios to make the greatest decisions for everyone concerned, which is referred to as the preferred future.

From the healthcare perspective, the WHO Science Division established a Global Health Foresight function in 2020 to assist Member States in incorporating futures-thinking and horizonscanning into their strategic health planning frameworks so that they can better anticipate and prepare for a changing world while also maximising the benefits of emerging technologies to address these changes.

Dr. Sohail Inayatullah, an international expert on the subject began the 3rd Annual Healthcare Management Conference hosted by Goa Institute of Management by emphasizing on using the future, by moving the future from a ‘predictive space to a more social, cultural and a tangible asset’. As we simply cannot predict the future by data, we need to focus on how the image is changing, narrow our vision and understand the paradigm shift there is. “In futures thinking, the mile starts to shift not just as a silver bullet but also in a social, cultural and environmental context.” Dr. Inayatullah explained this point by mentioning the fact that a study conducted in Victoria showed that 34% of doctors indulged in meditation and 80% believed that there was a need for complementary medicine. He acknowledged the rise of geo-medicine. A study conducted in Israel indicated that if a person is staying near a fast-food restaurant, his/her chances of getting a stroke is much higher that a person who is not living near. Another concept that is gaining prominence is the concept of customisation and personalisation where there are tailored health plans as per the individual need. All of this indeed brings us to a point where we begin wondering how do we use the future.

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From top left

Dr. Sohail Inayatullah Keynote Speaker ; Dr. Devasheesh Mathur Conference Conveyner Dr. Ajit Parulekar Director, GIM

“Imagine something impossible today, that becomes the vision of tomorrow.” Dr. Inayatullah divulged that it is not just important to have the vision but also to pave the way to achieve our objectives. One must imagine what is needed 10 years down the line and then go backwards in time to the current present to gain clarity and add precision to our actions. One of the most important closing remarks made by the speaker was to change our measurement systems in a revolutionary manner by moving from measuring GDP to measuring well-being. He iterated that at the end of the day, “Crystal ball is not about finding the right answer, it is the development of capability and building a capacity so that people feel empowered to create their futures.”

All the minds in the session were enlightened by Dr. Inayatullah’s insights about the application of Futures thinking by changing the narrative and building a story. As a young student pursuing management studies in the field of healthcare, I am eager to reshape my thought process and create a force to foresight as advised by our speaker. I firmly believe that our concept of the future needs to be aligned in a manner that allows health to be at the centre stage of all metrics. We must come up with economic designs which aim towards a more sustainable, resilient and participatory future. Futures thinking needs to be thought about in regards to healthcare judiciously. In the past decade, the field of healthcare has seen a transitional shift in terms of interventions. However, the entire world came to a standstill as we faced a pandemic. We need to use insights from Futures thinking in the present day to shape a future where we can successfully predict future pandemics and have interventional plans and strategies ready to combat them. As we see more and more countries prioritise healthcare and increase their expenditure to drive innovation in the field of medicine, steps are being taken in the right direction for a better tomorrow.

From a diabetic in the USA struggling to get their dose of insulin due to exorbitant prices to people in Ghana who had no access to vaccines because of lack of equity, all the plugholes of the healthcare systems need to be identified and plugged to envisage a future that is flexible and inclusive in the social context. Futures thinking is not just about building a world with modernities and high-end technology but creating self-sustaining ecosystems where we have people in harmony and the truest state of wellbeing. To do so, we need to imbibe the idea of Futures thinking and ACT NOW! - Rapporteur Dr. Aman Gandhi (HCM-21-23)

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Panel Discussion 1: Future of Indian Healthcare - Quo Vadis?

Dr. Ashutosh Raghuvanshi

Dr. Om Manchanda

Prof. Anupam Sibal

Managing Director and Chief Executive Officer Fortis Healthcare

Group Medical Director Apollo Hospitals Group

Managing Director Dr. LalPathLabs

www.fortishealthcare.com/

www.apollohospitals.com

www.lalpathlabs.com/

Mr. Sanjiv Navangul Managing Director and Chief Executive Officer Bharat Serums and Vaccines Limited www.bharatserums.com/

Mr. Sandeep Makkar

Mr. Milind Thatte

Managing Director Procter & Gamble Health Limited

Managing Director Johnson and Johnson Medical India www.jnj.in/

www.pghealthindia.com/

Moderator of Panel 1 Mr. Anjan Bose, Founding Secretary General, NATHEALTH, Former President, Philips Healthcare & Consumer Lifestyle

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Panel Discussion 1- Future of Indian Healthcare - Quo Vadis?

Part of me thinks that innovation, real innovation in healthcare delivery, needs to happen from the bottom to the top - Malcolm Gladwell While it is critical to introduce innovation and resolve some of the world's most pressing healthcare challenges, it is even more critical to ensure that we reach the bottom of the pyramid and provide healthcare that is accessible, affordable, and equitable.

The first panel discussion, hosted by Mr. Anjan Bose and featuring a diverse group of panellists from the healthcare business, opened in a similar vein. Mr. Anjan Bose began the discussion by stating that the Covid 19 Pandemic has generated tremendous upheaval in the healthcare business, which is now shifting towards innovation, or more specifically progressive healthcare, to bring about a change in the way healthcare is delivered.

India, a country so vibrant and vivacious, has a population of 1.3 billion people, with over 70% of the population residing in rural areas and only around 30% in urban and semi-urban areas. With the majority of the population living in rural areas, there is a disparity in services, as healthcare services are centered mostly in India's metropolitan and semi-urban areas. With such a large absence and gap, it is critical to solve these issues and plant the seeds of a progressive and robust healthcare system, while also urging healthcare sector leaders to form ecosystem collaborations to ensure humanity's long-term health.

One of the most pressing issues that arose was how to make healthcare more inexpensive, accessible, and egalitarian. The distinguished panellists appeared to agree on the following points: Get to the bottom of the pyramid where two-thirds of the population resides Leverage technology through a Phygital system to deliver low-cost care Invest more in public-private partnerships Budget allocation for healthcare, as well as human resources Improve the existing healthcare infrastructure and work on building newer and stronger infrastructural facilities Create policies aimed at increasing the accessibility and affordability of healthcare services

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An unprecedented pandemic of such magnitude has called upon various stakeholders to change their behaviour while delivering healthcare services. Mr. Sanjiv Navangul highlighted how a patient nowadays is behaving more like a consumer and not just a passive recipient. To boost the allocation of human resources, India needs to shift its focus to teaching and training facilities, according to Dr. Anupam Sibal. Mr. Sandeep Makkar talked about how Johnson & Johnson diverted its efforts to meet the training demands of doctors and nurses by combining digital and physical modes, guaranteeing that procedures are carried out without interruption.

Panellists spoke on how healthcare is moving from a hospital-based to a home-based care system and why it is important to facilitate this shift by creating a hybrid model. It was then stressed upon by Dr. Ashutosh Raghuvanshi that one must focus on using technology as a supplement and not as a complete replacement in delivering healthcare services. Mr. Milind Thatte shared his viewpoints on how technology has empowered the consumer which is leading to a change in how they wish to receive the care.

Hence, it becomes important to form an ecosystem that provides value to the customer at all levels.

As Dr. Om Manchanda rightly quoted, ‘Adversity is the mother of Innovation’, looking at the current situation of the pandemic that has struck the globe, as much as it has baffled the world of the uncertainty in life, it has also reflected on how the world can focus on newer innovations to plug the existing gaps and thus focus on creating a hybrid model that is accessible and affordable to people of all economic strata that can help alleviate the pain and suffering. As a developing country, India's young and dynamic youth, who make up the bulk of the population, have enormous potential. It is critical to direct our human resources into the healthcare industry to make services more widely available. Apart from using technology, we should concentrate on gathering and recording real-time data to provide patients with the appropriate care, in the appropriate volume, and at the appropriate time.

The healthcare industry must develop into a resilient and robust system that can withstand any unforeseen challenges and endure the test of time.

Most significantly, healthcare should and must be considered a fundamental right since, without good health, we will not have enough human resources to run the economy, and without an economy, a country's very existence will be superfluous. Finally, for mankind to survive and flourish, a common vision of "Vasudhaiva Kutumbakam," or "the whole world is one," must be adopted, because no obstacle can be overcome without unity.

- Rapporteur Dr. G Pooja Chowdhary (HCM-21-23)

On COLLABORATION, Mother Teresa said in her typically simplistic way, “You can do what I cannot do, I can do what you cannot do but together we can do great things.”...I don’t have to elaborate this. Her words nicely sum up the power of collaboration, which would be a key success factor for Indian Healthcare in the years to come...

We saw a lot of courageous efforts amongst healthcare workers and many other stakeholders in these couple of pandemic driven years and we will certainly continue to see that in future.

Sir Winston Churchill said “Success is not final, failure is not fatal. It is the courage to continue that counts”....Whatever we do, whatever we have discussed, we need COURAGE from leaders to make India successful in Healthcare... courage that should percolate to the teams..

Lastly, I picked up something very close to my heart from the conversation...

“COMMITMENT“... I read a very powerful message from President Abraham Lincoln... and this is for my friends, the students at the Goa Institute of Management, the young talents who will go out as managers in the field of healthcare in the coming days...President Lincoln said “Commitment is something that transforms a promise into reality”. So, we can deliberate upon all the plans and strategies but I think the onus is on us, as healthcare leaders, to ensure that our promises are turned into reality....That is all that I have to say in concluding this outstanding discussion....

CCC...................Collaboration Courage Commitment...the 3 pillars for progress of Indian Healthcare.

Moderator of Panel Discussion 1 Mr. Anjan Bose, Founding Secretary General, NATHEALTH, Former President, Philips Healthcare & Consumer Lifestyle

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Panel Discussion 2 : Making Indian Healthcare Resilient: Health Startups & Innovations

Mr. Amit Mookim

Mr. Vivek Srivastava

Dr. Ramjee Pallela

Mr. Rahul Paith

Managing Director IQVIA South Asia

Co-founder & CEO HealthCare at Home

Chief Operating Officer AIC-CCMB

Founder Marteck Solutions

https://www.iqvia.com/

https://hcah.in/

https://aic.ccmb.res.in/

https://martecksoluti ons.wordpress.com/

Moderator of Panel 2 Dr. Ajit Parulekar, Director, Goa Institute Of Management

Futures Thinking in Indian Healthcare

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Panel Discussion 2Making Indian Healthcare Resilient: Health Start-ups & Innovations.

Making Indian Healthcare Resilient: Health Start-ups & Innovations was the topic of the second panel discussion. The panel discussion focused on the level of imagination required to make our healthcare system more robust. Pandemic has been a start-up accelerator, so the insights and the fascinating viewpoints of the esteemed panellists can be used to create a road map for the future transformation of healthcare services.

The conversations focused on how, as we all know, healthcare is undergoing a rapid transformation, with revolutionary changes in the care paradigm. The demand and supply established by Covid have proven to be a fruitful ground for start-ups.

Prof. Ajit Parulekar, Director, GIM provided a snapshot of the gaps that exist in the healthcare system. In order to achieve optimum provision of care to general population, an increase in government spending alone may not be enough, technology will be a possible answer for reaching out to the patients who need help. Owing to the fact that India's healthcare system is fragile, and patients cannot afford out of pocket expenditure most of the times, costly healthcare treatments alone will not help. To reach the last mile, the cost of treatment must be minimised. Prof.

Parulekar also mentioned that technology can help bridge the gap that exists in healthcare due to information asymmetry, enable patients to receive care at their homes and fill any gaps that develop due to lack of doctors, bed pricing optimization, etc.

Dr Ramjee Pallela, Chief Operating Officer, Atal Incubation Centre - CCMB discussed the implications of healthcare gaps for India's start-up ecosystem. He stated that the government supports start-ups in all sections of India. During the pandemic, Indian hospitals were struggling to keep up with demand. The start-up companies realised that this was their opportunity to excel and began developing goods or services for COVID-19 mitigation, leaving their mainstream projects. Mr Rahul Paith, Founder, MarTeck Solutions discussed how his organisation provided remote solutions and how lockdown influenced their work. MarTech, is a three-year-old start-up that provides AIbased solutions. It started with telemedicine first and now provide teleradiology services. Persistence helped them stay afloat in the pandemic situation. This start-up believed that determined, consistent, and focussed efforts would help them achieve their goals. A spike was noted due to COVID-19, as there was a demand for their products as digital solutions and remote care is a solution.

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Mr Amit Mookim, Managing Director, IQVIA, South Asia explained what IQVIA does and how it assists enterprises and start-ups in growing with the help of connected intelligence. He discussed the role of healthcare start-ups in the next 5-10 years. He feels that situation in the healthcare system is a patchwork and there is still a lot of inconsistency. A fragmented system is evident along with pricing disparities. Thus, there is a huge potential for spending and supply in the healthcare industry. Entrepreneurs will have a critical role to play. Innovation will come from outside and the entrepreneurs will bring this innovation and connect the supply chains. Last year, 42 million dollars were invested in healthcare start-ups. There are over 8000 digital start-ups in India, and the country has the potential to become a global centre for these businesses. Not only on the demand side but also the supply side, there is an explosion. Along with corporates entering this market, start-ups might be pioneers in the digital realm. Mr Vivek Srivastava, Chief Executive Officer, Healthcare at Home, spoke about his company that provides home-based healthcare services.

During Covid, demand for their services accelerated as people were cooped up at home, with 85 % of patients indicating that they did not desire face-to-face care. As a result, the company was able to satisfy expanding demand and suit the needs of the public. Still, there is a significant gap in the supply chain, with minimal automation between distribution and the customer. Teleconsultation, clinic digitalization, and patient management platforms are just a few of the options that can be used to suit the needs. Population at large have now accepted home care and remote services as these technologies are beneficial to their well-being.

The health-tech start-up space in India is witnessing exponential growth, especially for the past two years now due to the Covid-19 pandemic. Remote base solutions are helpful, and they are the way of the future. Affordability and accessibility of healthcare could be increased along with home-based delivery. Adversity in pandemics has brought teams in the company together. As growth occurs in traditional areas that were previously untapped, there is still a significant opportunity. All you have to do is contribute as a good citizen to the nation to make an effect to leverage these opportunities. Start-ups can play a key role to socialise and democratising the availability of healthcare across the globe especially at a time when the world is grappling with pandemics. As the panellists advised, students should scout for new technology and start-ups. The healthcare sector not only provides financial rewards but also adds value to people's lives. The life-changing things one can accomplish by working in this field are incredible and one should look for a problem that one can solve. Dr Rahul Paith said, “It's all about sales; if you're good at it, you can rule the world.” Thus, to sustain in any industry a sale’s experience would be beneficial. Citizens should do things to prevent disease then looking at the cure. Healthcare access should be extended to the next level of society, to the next stratum making it equitable and accessible for all. Entrepreneurs should concentrate on bolstering the Make in India programme, innovating in India and making an impact in the health-tech field.

- Rapporteur Sejal Nikam (HCM-21-23)

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Panel Discussion 3: Futures Approach in Indian Health Research and Action: Role of Knowledge Network

Ms. Sharanya

Mr. Maulik Chokshi

Healthcare Industry Leader, Partner, PwC India

Associate Director (Policy) J-PAL South Asia

Director, Health Systems Access Health International

Country Director of Oxford Policy Management, India & Bangladesh

www.pwc.in/

www.povertyactionlab.o rg/

accessh.org/

www.opml.co.uk/

Dr.Rana Mehta

Chandran

Moderator of Panel 3 Dr. Kheya Melo Furtado, Associate Professor, Healthcare Management Goa Institute of Management

Futures Thinking in Indian Healthcare

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Dr. Prabal Vikram Singh

Panel Discussion 3Futures Approach in Indian Health Research and Action: Role of Knowledge Networks 5

The COVID-19 Pandemic has been one of the most significant tests we've had to go through. It profoundly impacted all sectors, forcing organizations into transitions. Knowledge is the new king in this post-pandemic world where technology and data are taking over. This discussion featured star-studded panellists who gave us valuable insights on how knowledge networks and their use can change the way public health policies are being made and implemented in the modern world. The discussion was steered by Dr. Kheya Melo Furtado, Associate Professor in Healthcare Management Program. As future healthcare managers, we should understand its importance and pivotal role in healthcare.

We understand Networking as developing contacts for exchanging information, but "Knowledge Network" is a new concept whose sole focus is to generate and disseminate knowledge (intellectual product formed by the work of human intelligence) gained from research. Mr. Maulik very precisely explained what the network means by taking the example of JLN, which is a practioner based network where people working in the health sector at various levels have the opportunity to interact with each other at a country level and create guiding documents which can help other countries doing similar kind of work, he also focused on the fact that every network has their specificity and boundaries. Still, this COVID 19 pandemic has broken all of those boundaries and forced us to think beyond them. He also concentrated on the point that to form these networks, and we need to have a cohesive approach that involves all the stakeholders, especially the private sector. If we look at the sources of health funding, most of the budget comes from this sector, approximately 70%.

At present, more than ever, we need to have a holistic approach toward forming these networks, which will further strengthen each other's research and communication capacities and identify solutions that can meet the needs of national and international decision-makers. As we saw in these challenging times, there was unprecedented information overload. While networks generate data, the use of that data depends on the credibility of the data. In this age where miscommunication is not uncommon, "Evidencebased Research" is crucial. Dr Prabal continued to what Mr Maulik said, emphasising the importance of evidence-based research and its uptake by policymakers, particularly the government. Information is not created in one single night; it takes a long time to generate credible and reliable data sets and knowledge, one of the most prominent challenges that any researcher faces.

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Ms Chandran responded by making a straightforward statement; “Involve Policymakers right at the beginning of the research; (as) it will help us understand their need and allow us to make more simplified and consumable results that are easily and readily used by the policymakers.” Dr Rana further elaborated that this is the first time any health crisis has brought economic meltdown, and for a health crisis, we do not have any playbook that we can refer to. We need to make significant changes and collaborate more on fundamental levels; there is a necessity to have more Public-private collaboration on a single platform. This new time will be more focused on technology-based healthcare systems, and the development of those platforms will create values.

The most fundamental building blocks of these networks are trust and transparency; the learning that will emerge from this ecosystem will be more acceptable and sustainable. It is high time we start looking toward health as a holistic concept and not just in terms of mere treatment; there is a strong need to break the silos and recognize cross-sectoral intersections. We need to work with this purpose and think of the network as a platform based on trust and is inclusive and transparent both in generating and differentiating evidence that will eventually create values.

- Rapporteur Dr. Neha Toshniwal (HCM-21-23)

The pandemic resulted in unprecedented research worldwide.

But more than ever, it highlighted the importance of research & evidence; the need for stable research infrastructure and funding, and capacities for conducting research; the need for ongoing evidence creation and its dissemination and translation into practice for public health preparedness, response and resiliency, and for creating a stronger health system.

So how can knowledge networks be better designed and managed to create a better health system for the future?

What lessons have we learned so far, and what priority areas can we identify for increased action?

The panelists concluded that the creation of effective knowledge networks requires bridging the trust deficit between various stakeholders in the health system who come together to form these networks, especially the public and private sector actors. Networks require transparency, they should bring together learnings on a single platform and be converted into simple, usable information that is easy to consume for policy makers and practitioners. Knowledge networks should be able to create ‘healthcare playbooks. A sustainable knowledge network requires a viable business model, that brings ongoing value to all partners.

Moderator of Panel Discussion 3 Dr. Kheya Melo Furtado Associate Professor, Healthcare Management Goa Institute of Management

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HEALTHCARE HACKATHON In Association with

AIC-GIM As a part of the third Annual Healthcare Conference, GIM organized a healthcare hackathon in collaboration with Atal Incubation Centre (AIC) inviting healthcare startups with solutions to enhance universal health coverage. The best three startups were selected and are provided with the access to market, finance, and mentors from AIC-GIM Foundation.

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Source: The official GIM handle , the student PR cell

HEALTHCARE HACKATHON In Association with

AIC-GIM

The final pitching session provided a platform to the six start-ups to demonstrate their entrepreneurial talents and brainstorm ideas around the theme 'Futures Thinking in Healthcare in India.

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Source: The official GIM handle , the student PR cell

WINNERS OF THE HEALTHCARE HACKATHON In Association with AIC-GIM

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Source: The official GIM handle , the student PR cell

GLOSSARY OF TERMS 5

Clinical Decision Support: are computer-based programs that analyze data within EHRs to provide prompts and reminders to assist health care providers in implementing evidence-based clinical guidelines at the point of care. Source: Centers for Disease Control and Prevention (CDC); www.cdc.gov/ Complementary Medicine: or “alternative medicine” refer to a broad set of health care practices that are not part of that country’s own tradition or conventional medicine and are not fully integrated into the dominant health-care system. Source: World Health Organisation (WHO); www.who.int Digital Health: Digital health technologies use computing platforms, connectivity, software, and sensors for health care and related uses. The broad scope of digital health includes categories such as mobile health (mHealth), health information technology (IT), wearable devices, telehealth and telemedicine, and personalized medicine. Source: United States Food and Drug Administration (USFDA); www.fda.gov Evidence-based Medicine (EBM): is an interdisciplinary approach which uses techniques from science, engineering, biostatistics and epidemiology, such as meta-analysis, decision analysis, risk-benefit analysis, and randomized controlled trials to deliver. Source: Agency for Healthcare Research and Quality (AHRQ); www.ahrq.gov Gene therapy: Human gene therapy seeks to modify or manipulate the expression of a gene or to alter the biological properties of living cells for therapeutic use. Gene therapy is a technique that modifies a person’s genes to treat or cure disease. Source: United States Food and Drug Administration (USFDA); www.fda.gov Nanomedicines: It uses nano-sized tools for the diagnosis, prevention and treatment of disease and to gain increased understanding of the complex underlying pathophysiology of disease. Source: Kreyling, Wolfgang.

(2005). Nanomedicine: An ESF-European Medical Councils (EMRC) forward look report 2005.

Internet of Medical Things (IoMT): is an amalgamation of medical devices and applications that can connect to health care information technology systems using networking technologies. It can reduce unnecessary hospital visits and the burden on health care systems by connecting patients to their physicians and allowing the transfer of medical data over a secure network. Source: Alliance of Advanced Biomedical Engineering (AABME); aabme.asme.org Prescription Drug Monitoring Program (PDMP):A prescription drug monitoring program (PDMP) is an electronic database that tracks controlled substance prescriptions in a state. Source: Centers for Disease Control and Prevention (CDC); www.cdc.gov/ Precision Medicine: It is sometimes known as "personalized medicine" is an innovative approach to tailoring disease prevention and treatment that takes into account differences in people's genes, environments, and lifestyles. United States Food and Drug Administration (USFDA); www.fda.gov Wearables: Wearable computers and wearable technology are small devices using computers and other advanced technology that are designed to be worn in clothing or directly against the body. These devices are usually used for entertainment and other tasks like monitoring physical activity. Wearable technology typically uses low-powered radiofrequency (RF) transmitters to send and receive data from smartphones or the Internet. Source: Centers for Disease Control and Prevention (CDC), www.cdc.gov/ Smart pills: are essentially ingestible sensors that are swallowed and can record various physiological measures. They can also be used to confirm that a patient has taken his or her prescribed medication, and can measure the effects of the medication. (Source: Gartner); www.gartner.com Software as a medical device (SaMD): software intended to be used for one or more medical purposes that perform these purposes without being part of a hardware medical device. Source: International Medical Device Regulators Forum (IMDRF); www.imdrf.org

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You can write to us: illumine@gim.ac.in

CONFERENCE CONVEYNERS:

Faculty Editors Dr Supriya Phadnis, supriya.phadnis@gim.ac.in Dr. Sreerupa Sengupta, sreerupa@gim.ac.in Student Editors Trina Das, trina.das21h@gim.ac.in Kimberlee D'Souza, kimberlee.dsouza20h@gim.ac.in

Dr. Devasheesh Mathur Assistant Professor Goa Institute of Management Dr. Sreerupa Sengupta, Assistant Professor Goa Institute of Management