Providers

We recently worked with EIT Health, the EU’s assigned agency for innovation and technology in Healthcare, to adapt the McKinsey Global Institute (MGI) analyses on the Future of Work in the era of automation and help redefine the of impact of AI on healthcare professionals in Europe and the potential actions for healthcare organisations and health systems.

One country’s largest hospital group was struggling with near bankruptcy and looking to improve its financial performance dramatically. We helped design a comprehensive transformation that enabled it to improve and modernize its care delivery drastically. As a result, the organization transformed and modernized care delivery organisations and moved from a deficit of approximately €90 million to positive income within three years (and eventually achieved a yearly impact of more €130 million), with sustained economic performance ever since.

We assisted a large hospital group in developing a clear strategy that focused on digital transformation across hospitals to address poor patient attraction and retention through digital channels, lack of centralized patient data, inefficiencies in clinical processes because of paper-based workflows, and lack of IT-infrastructure integration. The project resulted in identification of some €200 million in return on investment for the organization annually, a 5 to 6 percent increase in patient customer-satisfaction score a 12 to 14 percent increase in operating- and emergency-room utilization, a reduction in waiting times and absences, and the introduction of telehealth. Additionally, it yielded quick wins worth more than €10 million in net savings within a year, which helped cross-finance other areas of development.

A leading academic hospital across multiple sites had a significant underlying deficit and had identified £60 million in saving ideas. However, management was only confident of delivering 75 percent of that figure. We helped the hospital with a two-stage process: a diagnostics phase, looking at a wide range of areas for improvement, followed by an intensive support program. The process enabled the hospital to achieve £80 million of in-year savings by the end of the year.

Working across a region with the 6 most underperforming hospitals with regards to emergency care, we developed and implemented plans to optimize non-elective patient pathways from arrival to the emergency department all the way through optimizing complex discharges from the hospital. This included optimizing processes in the emergency department, changes ward management, rethinking discharges and implementing new ways to manage patients flows in the hospital. Breaches of the emergency care performance target where reduced by up to 80% within less than 6 months.

A leading, public acute-care hospital was experiencing large budget deficits and a weak outlook, based on structural-cost increases. We helped it undertake a comprehensive turnaround, with initial diagnostics and design of a transformation program to recover the losses and reposition the hospital for long-term sustainability. The first phase resulted in a change program that included ten different streams targeting short- and long-term savings of around 15 percent across the hospital’s cost base within four years, with savings currently in capture. We also helped establish a client-led project-management office for the program and provided for capability building.