In the Asia-Pacific region, the cost and future sustainability of healthcare systems is a major concern for governments, driven in no small part by rapidly ageing populations. As governments continue to grapple with the economic impact of covid-19 and seek to arrest any declines in population health from missed or forgone medical care, their interest in measures that could enhance the efficiency and sustainability of healthcare systems will be heightened.
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Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Breast cancer patients and survivors in the Asia-Pacific workforce
With more older women also working, how will the rising trend of breast cancer survivorship manifest in workplace policies, practices and culture? What challenges do breast cancer survivors face when trying to reintegrate into the workforce, or to continue working during treatment? How can governments, companies and society at large play a constructive role?
This series of reports looks at the situation for breast cancer survivors in Australia, New Zealand and South Korea. It finds that while progress has been made, more needs to be done, particularly in South Korea, where public stigma around cancer remains high.
Cardiovascular diseases levy a substantial financial toll on individuals, their households and the public finances. These include the costs of hospital treatment, long-term disease management and recurring incidence of heart attacks and stroke. They also include the costs of functional impairment and knock-on costs as families may lose breadwinners or have to withdraw other family members from the workforce to care for a CVD patient. Governments also lose tax revenue due to early retirement and mortality, and can be forced to reallocate public finances from other budgets to maintain an accessible healthcare system in the face of rising costs.
As such, there is a need for more awareness of the ways in which people should actively work to reduce their CVD risk. There is also a need for more primary and secondary preventative support from health agencies, policymakers and nongovernmental groups.
To inform the decisions and strategies of these stakeholders, The Economist Intelligence Unit and EIU Healthcare, its healthcare subsidiary, have conducted a study of the prevalence and costs of the top four modifiable risk factors that contribute to CVDs across the Asian markets of China, Australia, Hong Kong, Japan, Singapore, South Korea, Taiwan and Thailand.
Our health practice presents key insights at the 2021 World AMR Congress. Global leaders in the space came together on November 8th and 9th to discuss new innovations, partnerships and initiatives to address the global threat of AMR.
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Health
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Breast cancer patients and survivors in the Asia-Pacific workforce
With more older women also working, how will the rising trend of breast cancer survivorship manifest in workplace policies, practices and culture? What challenges do breast cancer survivors face when trying to reintegrate into the workforce, or to continue working during treatment? How can governments, companies and society at large play a constructive role?
This series of reports looks at the situation for breast cancer survivors in Australia, New Zealand and South Korea. It finds that while progress has been made, more needs to be done, particularly in South Korea, where public stigma around cancer remains high.
Cardiovascular diseases levy a substantial financial toll on individuals, their households and the public finances. These include the costs of hospital treatment, long-term disease management and recurring incidence of heart attacks and stroke. They also include the costs of functional impairment and knock-on costs as families may lose breadwinners or have to withdraw other family members from the workforce to care for a CVD patient. Governments also lose tax revenue due to early retirement and mortality, and can be forced to reallocate public finances from other budgets to maintain an accessible healthcare system in the face of rising costs.
As such, there is a need for more awareness of the ways in which people should actively work to reduce their CVD risk. There is also a need for more primary and secondary preventative support from health agencies, policymakers and nongovernmental groups.
To inform the decisions and strategies of these stakeholders, The Economist Intelligence Unit and EIU Healthcare, its healthcare subsidiary, have conducted a study of the prevalence and costs of the top four modifiable risk factors that contribute to CVDs across the Asian markets of China, Australia, Hong Kong, Japan, Singapore, South Korea, Taiwan and Thailand.
For example, clinical staff in emergency rooms and intensive care units were on the frontlines treating infected patients, while many behavioural health specialists pivoted to delivering care virtually. Some challenges presented by the pandemic were wholly new, while others served to accelerate trends in motion prior to March 2020.
Recovery, Resilience and the Road Ahead: Rethinking US Workplace Priorities...
Waves of substantial disruption are the norm in business, not the exception. The challenges of 2020-21 have been unusual, but workers and organisations can never assume that stability will persist. The US employment landscape was already seeing substantial transformation long before 2020. That said, covid-19 has revealed the future of work faster than anyone expected. Digitalisation has accelerated; widespread working from home has left many workers eager for more; and the joint experience of navigating through immense disruption has profoundly affected workplace relations. The great unknown is how much will last and how much will be seen in retrospect as a temporary blip.
To shed light on the major shifts taking place, The Economist Intelligence Unit, sponsored by Prudential, conducted an in-depth survey in November and December 2020 of over 5,800 US workers and executives across five key industry verticals—healthcare, financial services, manufacturing, the public sector and unions—in order to explore the impact of the pandemic accelerated new work paradigm. Specifically, we asked about organisational and worker concerns, priorities, remote work experiences, digital maturity, technology investments, skills and capabilities, and likely future challenges. This executive summary reports the overall findings from the survey, while other pieces will discuss insights relevant to the specific industry verticals.
Key findings:
Workers and their organisations were largely on the same page as they addressed the workplace implications of dealing with covid-19-related disruption in 2020.
The economic turmoil that the pandemic unleashed had uneven results with, perhaps surprisingly, more workers saying that their company culture and workplace relations improved rather than deteriorated.
Although workers are currently optimistic about their employment, there are widespread concerns about longer-term financial security.
Talent largely values better pay and job security, but organisations may be prioritising other factors and some risk focusing insufficiently on worker engagement.
Digitalisation will continue to reshape the workplace but also intensify the competition for digital talent.
A lasting legacy of the social response to the pandemic will be retaining remote working as a mainstream option.
A strategic playbook for navigating the pandemic-accelerated new work parad...
The covid-19 pandemic has reshaped the US employment landscape in drastic and long lasting ways. A variety of pre-existing trends affecting organisations and workers have been accelerated by the historic crisis: digital transformation, remote work and automation, to name a few. The new normal that emerges from the pandemic has profound implications for how and where work gets done, and—more fundamentally—how organisations and workers relate to each other. To remain competitive, organisations will need to skillfully navigate both near-term business challenges and longer-term talent, technology and workplace culture issues.
To understand how the pandemic has affected workers and organisations, and surface important sector-specific and broader trends, Economist Impact, sponsored by Prudential, surveyed more than 5,800 US workers and executives in late 2020. Respondents were in five key industry verticals: healthcare, financial services, manufacturing, the public sector and unions. Complementing the Recovery, Resilience and the Road Ahead report, which summarises the overall findings from the survey, this playbook presents key findings for specific industry verticals, insights gleaned from expert interviews, and discusses their implications for organisations moving forward. While revealing cross-vertical trends, it sheds light on unique or prominent findings in specific verticals.
Key Findings:
Overall, many workers said their wellbeing had improved in various ways during the pandemic. However, the survey has revealed its disproportionate impact on certain groups, including older workers and women. These disparities, particularly seen in the healthcare and public sector verticals, with high levels of their workforce deemed essential to critical social and physical infrastructure, incites a deeper observation.
Covid-19 has been a multidimensional public health and economic crisis. Health and safety concerns have been significant among essential workers, but the survey results make clear that financial concerns remained prominent. In that vein we have observed verticals—across the board—fall short of providing or raising awareness of tools and resources to address this need.
While digital transformation has become an urgent requirement during the pandemic, rather than a business goal for organisations, executives are increasing investments in new technologies, as well as grappling with disproportionate digital divides, evident in the public sector and manufacturing. Competition for information technology talent will also intensify, especially in the financial services sector.
The unpredictable disruptions presented by covid-19 have underscored the importance of stability for workers on edge and exhausted. For some, the crisis has highlighted how unions empower members to advocate for their wellbeing and safety, exemplified by the investments seen in the public sector. Accordingly, there may be a lesson there for organisations across all sectors as they emerge, transformed in a number of ways, from the pandemic: an empowered workforce can also be more engaged and resilient.
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Recovery, Resilience and the Road Ahead: Rethinking US Workplace Priorities...
Waves of substantial disruption are the norm in business, not the exception. The challenges of 2020-21 have been unusual, but workers and organisations can never assume that stability will persist. The US employment landscape was already seeing substantial transformation long before 2020. That said, covid-19 has revealed the future of work faster than anyone expected. Digitalisation has accelerated; widespread working from home has left many workers eager for more; and the joint experience of navigating through immense disruption has profoundly affected workplace relations. The great unknown is how much will last and how much will be seen in retrospect as a temporary blip.
To shed light on the major shifts taking place, The Economist Intelligence Unit, sponsored by Prudential, conducted an in-depth survey in November and December 2020 of over 5,800 US workers and executives across five key industry verticals—healthcare, financial services, manufacturing, the public sector and unions—in order to explore the impact of the pandemic accelerated new work paradigm. Specifically, we asked about organisational and worker concerns, priorities, remote work experiences, digital maturity, technology investments, skills and capabilities, and likely future challenges. This executive summary reports the overall findings from the survey, while other pieces will discuss insights relevant to the specific industry verticals.
Key findings:
Workers and their organisations were largely on the same page as they addressed the workplace implications of dealing with covid-19-related disruption in 2020.
The economic turmoil that the pandemic unleashed had uneven results with, perhaps surprisingly, more workers saying that their company culture and workplace relations improved rather than deteriorated.
Although workers are currently optimistic about their employment, there are widespread concerns about longer-term financial security.
Talent largely values better pay and job security, but organisations may be prioritising other factors and some risk focusing insufficiently on worker engagement.
Digitalisation will continue to reshape the workplace but also intensify the competition for digital talent.
A lasting legacy of the social response to the pandemic will be retaining remote working as a mainstream option.
A strategic playbook for navigating the pandemic-accelerated new work parad...
The covid-19 pandemic has reshaped the US employment landscape in drastic and long lasting ways. A variety of pre-existing trends affecting organisations and workers have been accelerated by the historic crisis: digital transformation, remote work and automation, to name a few. The new normal that emerges from the pandemic has profound implications for how and where work gets done, and—more fundamentally—how organisations and workers relate to each other. To remain competitive, organisations will need to skillfully navigate both near-term business challenges and longer-term talent, technology and workplace culture issues.
To understand how the pandemic has affected workers and organisations, and surface important sector-specific and broader trends, Economist Impact, sponsored by Prudential, surveyed more than 5,800 US workers and executives in late 2020. Respondents were in five key industry verticals: healthcare, financial services, manufacturing, the public sector and unions. Complementing the Recovery, Resilience and the Road Ahead report, which summarises the overall findings from the survey, this playbook presents key findings for specific industry verticals, insights gleaned from expert interviews, and discusses their implications for organisations moving forward. While revealing cross-vertical trends, it sheds light on unique or prominent findings in specific verticals.
Key Findings:
Overall, many workers said their wellbeing had improved in various ways during the pandemic. However, the survey has revealed its disproportionate impact on certain groups, including older workers and women. These disparities, particularly seen in the healthcare and public sector verticals, with high levels of their workforce deemed essential to critical social and physical infrastructure, incites a deeper observation.
Covid-19 has been a multidimensional public health and economic crisis. Health and safety concerns have been significant among essential workers, but the survey results make clear that financial concerns remained prominent. In that vein we have observed verticals—across the board—fall short of providing or raising awareness of tools and resources to address this need.
While digital transformation has become an urgent requirement during the pandemic, rather than a business goal for organisations, executives are increasing investments in new technologies, as well as grappling with disproportionate digital divides, evident in the public sector and manufacturing. Competition for information technology talent will also intensify, especially in the financial services sector.
The unpredictable disruptions presented by covid-19 have underscored the importance of stability for workers on edge and exhausted. For some, the crisis has highlighted how unions empower members to advocate for their wellbeing and safety, exemplified by the investments seen in the public sector. Accordingly, there may be a lesson there for organisations across all sectors as they emerge, transformed in a number of ways, from the pandemic: an empowered workforce can also be more engaged and resilient.
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
This video is part of the Recovery, Resilience and the Road Ahead programme conducted by Economist Impact and sponsored by Prudential. The program explores the impact of the pandemic-accelerated new work paradigm across five key industry verticals, including healthcare.
Recovery, Resilience and the Road Ahead: Rethinking US Workplace Priorities...
Waves of substantial disruption are the norm in business, not the exception. The challenges of 2020-21 have been unusual, but workers and organisations can never assume that stability will persist. The US employment landscape was already seeing substantial transformation long before 2020. That said, covid-19 has revealed the future of work faster than anyone expected. Digitalisation has accelerated; widespread working from home has left many workers eager for more; and the joint experience of navigating through immense disruption has profoundly affected workplace relations. The great unknown is how much will last and how much will be seen in retrospect as a temporary blip.
To shed light on the major shifts taking place, The Economist Intelligence Unit, sponsored by Prudential, conducted an in-depth survey in November and December 2020 of over 5,800 US workers and executives across five key industry verticals—healthcare, financial services, manufacturing, the public sector and unions—in order to explore the impact of the pandemic accelerated new work paradigm. Specifically, we asked about organisational and worker concerns, priorities, remote work experiences, digital maturity, technology investments, skills and capabilities, and likely future challenges. This executive summary reports the overall findings from the survey, while other pieces will discuss insights relevant to the specific industry verticals.
Key findings:
Workers and their organisations were largely on the same page as they addressed the workplace implications of dealing with covid-19-related disruption in 2020.
The economic turmoil that the pandemic unleashed had uneven results with, perhaps surprisingly, more workers saying that their company culture and workplace relations improved rather than deteriorated.
Although workers are currently optimistic about their employment, there are widespread concerns about longer-term financial security.
Talent largely values better pay and job security, but organisations may be prioritising other factors and some risk focusing insufficiently on worker engagement.
Digitalisation will continue to reshape the workplace but also intensify the competition for digital talent.
A lasting legacy of the social response to the pandemic will be retaining remote working as a mainstream option.
A strategic playbook for navigating the pandemic-accelerated new work parad...
The covid-19 pandemic has reshaped the US employment landscape in drastic and long lasting ways. A variety of pre-existing trends affecting organisations and workers have been accelerated by the historic crisis: digital transformation, remote work and automation, to name a few. The new normal that emerges from the pandemic has profound implications for how and where work gets done, and—more fundamentally—how organisations and workers relate to each other. To remain competitive, organisations will need to skillfully navigate both near-term business challenges and longer-term talent, technology and workplace culture issues.
To understand how the pandemic has affected workers and organisations, and surface important sector-specific and broader trends, Economist Impact, sponsored by Prudential, surveyed more than 5,800 US workers and executives in late 2020. Respondents were in five key industry verticals: healthcare, financial services, manufacturing, the public sector and unions. Complementing the Recovery, Resilience and the Road Ahead report, which summarises the overall findings from the survey, this playbook presents key findings for specific industry verticals, insights gleaned from expert interviews, and discusses their implications for organisations moving forward. While revealing cross-vertical trends, it sheds light on unique or prominent findings in specific verticals.
Key Findings:
Overall, many workers said their wellbeing had improved in various ways during the pandemic. However, the survey has revealed its disproportionate impact on certain groups, including older workers and women. These disparities, particularly seen in the healthcare and public sector verticals, with high levels of their workforce deemed essential to critical social and physical infrastructure, incites a deeper observation.
Covid-19 has been a multidimensional public health and economic crisis. Health and safety concerns have been significant among essential workers, but the survey results make clear that financial concerns remained prominent. In that vein we have observed verticals—across the board—fall short of providing or raising awareness of tools and resources to address this need.
While digital transformation has become an urgent requirement during the pandemic, rather than a business goal for organisations, executives are increasing investments in new technologies, as well as grappling with disproportionate digital divides, evident in the public sector and manufacturing. Competition for information technology talent will also intensify, especially in the financial services sector.
The unpredictable disruptions presented by covid-19 have underscored the importance of stability for workers on edge and exhausted. For some, the crisis has highlighted how unions empower members to advocate for their wellbeing and safety, exemplified by the investments seen in the public sector. Accordingly, there may be a lesson there for organisations across all sectors as they emerge, transformed in a number of ways, from the pandemic: an empowered workforce can also be more engaged and resilient.
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Perceptions of the changing nature of diabetes and its treatment over time...
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The management of type 2 diabetes usually begins with lifestyle changes to improve people’s diet and increase their physical activity. Type 2 diabetes is a condition that changes over time, meaning that most people will eventually require oral and injectable medications, including insulin. People with type 2 diabetes can feel anxious about these treatments, which can contribute to delaying starting these treatments once clinically indicated, leading to complications and poorer outcomes.1-6
Healthcare professionals (HCPs) play an important role in informing, supporting and empowering people with type 2 diabetes to feel comfortable with changes to their diabetes treatment.1-3, 7-9 To do so they need to understand the perspectives of people with type 2 diabetes and have the necessary tools to support them.
This project was designed to explore perceptions of the changing nature of diabetes and its treatment over time among people with type 2 diabetes and healthcare professionals (HCPs).
The centrepiece of this project is a survey of 405 people with type 2 diabetes and 408 HCPs (specialist doctors, primary care doctors and diabetes nurses where available) in eight countries: Brazil, China, Germany, India, Russia, Saudi Arabia, Turkey and the US.
By surveying both people with type 2 diabetes and HCPs, we sought to gain an understanding of whether and where there are differences in their views. The survey was followed by a series of interviews with a range of experts to explore the findings of the survey and contribute to identifying actionable change.
The key findings of this project are:
The progressive nature of type 2 diabetes can be a powerful motivator for people to avoid or delay complications.
There is scope for more initial and on-going training in communication for HCPs, to improve their ability to understand and motivate people with type 2 diabetes.
Emotional support for people with type 2 diabetes is lacking, with limited time the main barrier to delivering this care.
Nurses are seen as an important part of the multidisciplinary team and can be particularly effective at providing emotional support to people with type 2 diabetes.
Family and friends are important contributors to the motivation of people with type 2 diabetes, but it can be challenging for HCPs to reach or engage them.
Peer support groups can be a useful source of support for people with type 2 diabetes.
HCPs may overestimate negative attitudes to certain treatments and even exacerbate those feelings if treatments are used as a “threat”.
This report presents the findings of this research project, which have been summarised into key policy and practice take aways.
Footnotes:
1. Cosson E, Mauchant C, Benabbad I, Le Pape G, Le Bleis M, Bailleul F, Lalau JD. Perceptions of insulin therapy in people with type 2 diabetes and physicians: a cross-sectional survey conducted in France. Patient Prefer Adherence. 2019 Feb 11;13:251-260. doi: 10.2147/PPA. S181363. PMID: 30804666; PMCID: PMC6375534.
2. Kruger DF, LaRue S, Estepa P. Recognition of and steps to mitigate anxiety and fear of pain in injectable diabetes treatment. Diabetes Metab Syndr Obes. 2015 Jan 16;8:49-56. doi: 10.2147/ DMSO.S71923. PMID: 25653546; PMCID: PMC4303400.
3. Stuckey H, Fisher L, Polonsky WH, Hessler D, Snoek FJ, Tang TS, Hermanns N, Mundet- Tuduri X, da Silva MER, Sturt J, Okazaki K, Cao D, Hadjiyianni I, Ivanova JI, Desai U, Perez- Nieves M. Key factors for overcoming psychological insulin resistance: an examination of patient perspectives through content analysis. BMJ Open Diabetes Res Care. 2019 Dec 11;7(1):e000723. doi: 10.1136/bmjdrc-2019-000723. PMID: 31908792; PMCID: PMC6936574.
4. Li J, Qiu X, Yang X, Zhou J, Zhu X, Zhao E, Qiao Z, Yang Y, Cao D. Relationship between Illness Perception and Depressive Symptoms among Type 2 Diabetes Mellitus Patients in China: A Mediating Role of Coping Style. J Diabetes Res. 2020 Oct 15;2020:3142495. doi: 10.1155/2020/3142495. PMID: 33123596; PMCID: PMC7585654.
5. Maor M, Zukerman G, Amit N, Richard T, Ben-Itzhak S. Psychological well-being and adjustment among type 2 diabetes patients: the role of psychological flexibility. Psychol Health Med. 2021 Feb 11:1-12. doi: 10.1080/13548506.2021.1887500. Epub ahead of print. PMID: 33573400.
6. Blonde L, Aschner P, Bailey C, Ji L, Leiter LA, Matthaei S; Global Partnership for Effective Diabetes Management. Gaps and barriers in the control of blood glucose in people with type 2 diabetes. Diab Vasc Dis Res. 2017 May;14(3):172-183. doi: 10.1177/1479164116679775. Epub 2017 Feb 1. PMID: 28467203; PMCID: PMC5418936.
7. Chew BH, Shariff-Ghazali S, Fernandez A. Psychological aspects of diabetes care: Effecting behavioral change in patients. World J Diabetes. 2014 Dec 15;5(6):796-808. doi: 10.4239/wjd. v5.i6.796. PMID: 25512782; PMCID: PMC4265866.
8. Jones A, Vallis M, Cooke D, Pouwer F. Working Together to Promote Diabetes Control: A Practical Guide for Diabetes Health Care Providers in Establishing a Working Alliance to Achieve Self-Management Support. J Diabetes Res. 2016;2016:2830910. doi: 10.1155/2016/2830910. Epub 2015 Nov 22. PMID: 26682229; PMCID: PMC4670648.
9. Seehusen DA, Fisher CL, Rider HA, Seehusen AB, Womack JJ, Jackson JT, Crawford PF, Ledford CJW. Exploring patient perspectives of prediabetes and diabetes severity: a qualitative study. Psychol Health. 2019 Nov;34(11):1314-1327. doi: 10.1080/08870446.2019.1604955. Epub 2019 Apr 23. PMID: 31012328.
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Breast cancer patients and survivors in the Asia-Pacific workforce
With more older women also working, how will the rising trend of breast cancer survivorship manifest in workplace policies, practices and culture? What challenges do breast cancer survivors face when trying to reintegrate into the workforce, or to continue working during treatment? How can governments, companies and society at large play a constructive role?
This series of reports looks at the situation for breast cancer survivors in Australia, New Zealand and South Korea. It finds that while progress has been made, more needs to be done, particularly in South Korea, where public stigma around cancer remains high.
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Breast cancer patients and survivors in the Asia-Pacific workforce
With more older women also working, how will the rising trend of breast cancer survivorship manifest in workplace policies, practices and culture? What challenges do breast cancer survivors face when trying to reintegrate into the workforce, or to continue working during treatment? How can governments, companies and society at large play a constructive role?
This series of reports looks at the situation for breast cancer survivors in Australia, New Zealand and South Korea. It finds that while progress has been made, more needs to be done, particularly in South Korea, where public stigma around cancer remains high.
Cardiovascular diseases levy a substantial financial toll on individuals, their households and the public finances. These include the costs of hospital treatment, long-term disease management and recurring incidence of heart attacks and stroke. They also include the costs of functional impairment and knock-on costs as families may lose breadwinners or have to withdraw other family members from the workforce to care for a CVD patient. Governments also lose tax revenue due to early retirement and mortality, and can be forced to reallocate public finances from other budgets to maintain an accessible healthcare system in the face of rising costs.
As such, there is a need for more awareness of the ways in which people should actively work to reduce their CVD risk. There is also a need for more primary and secondary preventative support from health agencies, policymakers and nongovernmental groups.
To inform the decisions and strategies of these stakeholders, The Economist Intelligence Unit and EIU Healthcare, its healthcare subsidiary, have conducted a study of the prevalence and costs of the top four modifiable risk factors that contribute to CVDs across the Asian markets of China, Australia, Hong Kong, Japan, Singapore, South Korea, Taiwan and Thailand.
Key findings from the World Health Summit - including rethinking pandemic preparedness, sustaining and developing innovative partnerships, and the need for action before the world “moves on” from covid-19.
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Breast cancer patients and survivors in the Asia-Pacific workforce
With more older women also working, how will the rising trend of breast cancer survivorship manifest in workplace policies, practices and culture? What challenges do breast cancer survivors face when trying to reintegrate into the workforce, or to continue working during treatment? How can governments, companies and society at large play a constructive role?
This series of reports looks at the situation for breast cancer survivors in Australia, New Zealand and South Korea. It finds that while progress has been made, more needs to be done, particularly in South Korea, where public stigma around cancer remains high.
Cardiovascular diseases levy a substantial financial toll on individuals, their households and the public finances. These include the costs of hospital treatment, long-term disease management and recurring incidence of heart attacks and stroke. They also include the costs of functional impairment and knock-on costs as families may lose breadwinners or have to withdraw other family members from the workforce to care for a CVD patient. Governments also lose tax revenue due to early retirement and mortality, and can be forced to reallocate public finances from other budgets to maintain an accessible healthcare system in the face of rising costs.
As such, there is a need for more awareness of the ways in which people should actively work to reduce their CVD risk. There is also a need for more primary and secondary preventative support from health agencies, policymakers and nongovernmental groups.
To inform the decisions and strategies of these stakeholders, The Economist Intelligence Unit and EIU Healthcare, its healthcare subsidiary, have conducted a study of the prevalence and costs of the top four modifiable risk factors that contribute to CVDs across the Asian markets of China, Australia, Hong Kong, Japan, Singapore, South Korea, Taiwan and Thailand.
An independent review of the international initiative provides some insights about its challenges, achievements, and directions for the future reflected in the new ACT-A strategic plan
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Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Breast cancer patients and survivors in the Asia-Pacific workforce
With more older women also working, how will the rising trend of breast cancer survivorship manifest in workplace policies, practices and culture? What challenges do breast cancer survivors face when trying to reintegrate into the workforce, or to continue working during treatment? How can governments, companies and society at large play a constructive role?
This series of reports looks at the situation for breast cancer survivors in Australia, New Zealand and South Korea. It finds that while progress has been made, more needs to be done, particularly in South Korea, where public stigma around cancer remains high.
Cardiovascular diseases levy a substantial financial toll on individuals, their households and the public finances. These include the costs of hospital treatment, long-term disease management and recurring incidence of heart attacks and stroke. They also include the costs of functional impairment and knock-on costs as families may lose breadwinners or have to withdraw other family members from the workforce to care for a CVD patient. Governments also lose tax revenue due to early retirement and mortality, and can be forced to reallocate public finances from other budgets to maintain an accessible healthcare system in the face of rising costs.
As such, there is a need for more awareness of the ways in which people should actively work to reduce their CVD risk. There is also a need for more primary and secondary preventative support from health agencies, policymakers and nongovernmental groups.
To inform the decisions and strategies of these stakeholders, The Economist Intelligence Unit and EIU Healthcare, its healthcare subsidiary, have conducted a study of the prevalence and costs of the top four modifiable risk factors that contribute to CVDs across the Asian markets of China, Australia, Hong Kong, Japan, Singapore, South Korea, Taiwan and Thailand.
The ongoing coronavirus disease 2019 (covid-19) pandemic, first reported in China in December 2019 and subsequently declared as a pandemic by the World Health Organization (WHO) in March 2020, has caused unprecedented disruptions to health systems and health care delivery across the globe. Since then, countries have scrambled to respond to, mitigate and adapt to constantly evolving challenges that the pandemic has presented across all facets of life.
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Health
Value-based healthcare in Sweden: Reaching the next level
The need to get better value from healthcare investment has never been more important as ageing populations and increasing numbers of people with multiple chronic conditions force governments to make limited financial resources go further.
These pressures, along with a greater focus on patient-centred care, have raised the profile of VBHC, especially in European healthcare systems. Sweden, with its highly comprehensive and egalitarian healthcare system, has been a leader in implementing VBHC from the beginning, a fact that was underscored in a 2016 global assessment of VBHC published by The Economist Intelligence Unit.
This paper looks at the ways in which Sweden has implemented VBHC, the areas in which it has faced obstacles and the lessons that it can teach other countries and health systems looking to improve the value of their own healthcare investments.
Breast cancer patients and survivors in the Asia-Pacific workforce
With more older women also working, how will the rising trend of breast cancer survivorship manifest in workplace policies, practices and culture? What challenges do breast cancer survivors face when trying to reintegrate into the workforce, or to continue working during treatment? How can governments, companies and society at large play a constructive role?
This series of reports looks at the situation for breast cancer survivors in Australia, New Zealand and South Korea. It finds that while progress has been made, more needs to be done, particularly in South Korea, where public stigma around cancer remains high.
Cardiovascular diseases levy a substantial financial toll on individuals, their households and the public finances. These include the costs of hospital treatment, long-term disease management and recurring incidence of heart attacks and stroke. They also include the costs of functional impairment and knock-on costs as families may lose breadwinners or have to withdraw other family members from the workforce to care for a CVD patient. Governments also lose tax revenue due to early retirement and mortality, and can be forced to reallocate public finances from other budgets to maintain an accessible healthcare system in the face of rising costs.
As such, there is a need for more awareness of the ways in which people should actively work to reduce their CVD risk. There is also a need for more primary and secondary preventative support from health agencies, policymakers and nongovernmental groups.
To inform the decisions and strategies of these stakeholders, The Economist Intelligence Unit and EIU Healthcare, its healthcare subsidiary, have conducted a study of the prevalence and costs of the top four modifiable risk factors that contribute to CVDs across the Asian markets of China, Australia, Hong Kong, Japan, Singapore, South Korea, Taiwan and Thailand.
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