Difference between revisions of "RSM Executive MBA 2005"

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'''Group 1'''
'''Group 1'''
Scenario in progress: [[The future of the Western-European society in 2025]]<br>
Scenario in progress: [[The future of the Lowlands in 2025]]<br>
[[The future of the Western-European society in 2020]]
Petrick Pap - ESTJ<br>
Petrick Pap - ESTJ<br>
Marije Bockholts - ENFP<br>
Marije - ENFP<br>
Harold Doorenbos - ESTJ<br>
Harold Doorenbos - ESTJ<br>
Michael Torfs - INTP<br>
Michael Torfs - INTP<br>
Christine Pans - ENTP<br>
Chr. P. - ENTP<br>


'''Group2'''
'''Group2'''
Scenario in progress:[[The Future of Hospitals in the Netherlands in 2015]]<br>
Coen Van Paassen ENFJ<br>
Coen Van Paassen ENFJ<br>
Jeffrey Sweeney ENTP<br>
Jeffrey Sweeney ENTP<br>
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Gerben Hagenaars ENTP<br>
Gerben Hagenaars ENTP<br>
Anton Koonstra?<br>
Anton Koonstra?<br>
  Memo
   
To Daniel Erasmus / RSM EMBA 2005 Scenario Page
From Group 2: Gerben Hagenaars, Ton Jonker, Anton Koonstra, Coen
van Paassen, Jeffrey Sweeney
Date 15 september 2005
Subject Scenario definition Group 2
Background:
Medical cost and demand in healthcare are swelling. An intensifying dissatisfaction among
patients, government officials, insurers, employers, clinicians and healthcare executives is
noticeable. The soaring prices paid to treat the growing volumes of demanding, aging
patients are prompting payers to search for more efficient ways of treatment and care.
Next to that the government in Holland has introduced the new healthcare payment
system with a new insurance system and diagnosis treatment combinations. The main
aim of this transition is the development from a budget oriented system to a more market
oriented health care system. The belief is that a market oriented system will create more
incentives for efficiency, quality and innovation.
Many hospitals in the Netherlands have to withstand those forces and the severe capital
crunch they create. As many of our group have a certain affinity with the healthcare sector
(from different angles: Insurer, pharmaceutical, hospital and client perspective) we
formulated the following scenario definition.
Scenario definition:
‘The future of hospitals in the Netherlands in 2020’
Main driving forces:
There are a few driving forces (PWC, 1999) which create the severe capital crunch the
hospitals in The Netherlands are getting in to.
#1: Empowered patients: ‘An empowered consumerate creates impatient patients’
Scenario definition Group 2 2
 Consumers are getting older (aging population)
 Consumers are more informed (internet) want their own healthcare (‘I want it my
way’)
 Consumerism creates contradictions (more informed and healthy people versus
obese)
 Consumerism breeds branding of hospitals and individual doctors and creates the
want for more private hospitals in the Netherlands;
 Empowered employers will demand better healthcare for their workers.
#2: The impact of E-health on the healthcare business;
 E-health will be used for transactions between suppliers, other providers, payers,
regulators and patients;
 E-health will be used for information for patients and healthcare workers and will
be used as a marketing and branding tool for the hospitals;
 E-health will be used for interaction between with providers and intermediaries.
#3:The shift from cure to prevention due to new technologies like genomics and biotech
advances
 Genomics will open markets for diagnostic testing, preventive medicine, follow up
treatments and even support services such as lifestyle counselling.
 Life sciences and information technology will fuse into biotechnical discoveries in
the decade ahead, restrained only by the financial purse strings of government
agencies (like NWO), private foundations, pharmaceutical companies and informal
investors.
#4: The impact of the new healthcare financing system in the Netherlands
 The new (privatized) healthcare system will have it’s impact on the amount of
services, the patients, the healthcare insurers, the intermediaries, the suppliers like
pharmaceutical companies and the hospitals;
 The impact of the new market oriented financing system with the diagnosis
treatment combinations.
#5: Finally a driver we want to include in our scenario’s is the future scarcity of labor in the
Netherlands
 The aging population will have it’s impact on the health care sector. It will be
growing. At this moment about 300.000 people are working in the health care
sector. But will there be the estimated necessary 600.000 workers in the future?
Methodology:
So far, we have identified four plausible drivers. In the further development of our project
we will have to ‘dig into the facts’. We will do this by a thourough literature study. Gather
the facts and figures and substantiate on our findings this far.
Secondly, our intention is to have some in-depth interviews with some opinion leaders in
the field of hospital care, farmaceutics and insurance. We wil speak with them about their
expectations, and will try to verify our findings.
These two angles (literature study and interviews) will be our solid academical ground in
defining our scenario’s and the strategic possibilities as a result of the scenario’s we will
try to define for this project.
References:
 PricewaterhouseCoopers Healthcast 2010 – smaller world, bigger expectations, 1999
 PricewaterhouseCoopers HealtCast Tactics: A blueprint for the future, 2002
 
'''Group 3'''<br>
'''Group 3'''<br>
Scenario in progress: [[The future of the global economy in 2015]]<br>
Scenario in progress: [[The future of the global economy in 2020]]<br>
Eric Verbeek ENTJ<br>
Eric Verbeek ENTJ<br>
Harry Schoots ESTP<br>
Harry Schoots ESTP<br>
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'''Group 4'''<br>
'''Group 4'''<br>
Scenario in progress: [[The Future of Biotechnology for Medical Application in 2015]]<br><br>
Scenario in progress: [[The Future of Biotechnology for Medical Applications in 2015]]<br><br>
Frans Verheij ESTJ<br>
Frans Verheij ESTJ<br>
Patrick Leers ENTP<br>
Patrick Leers ENTP<br>
Line 111: Line 38:


'''Group 5'''
'''Group 5'''
Scenario in progress: [[The future of communication in 2020]]<br>
Scenario in progress: [[The future of communication in 2015]]<br>


Erik Lousberg ESTP <br>
Erik Lousberg ESTP <br>
Rolando Ranauro ENTP <br>
Rolando Ranauro ENTP <br>
Giuseppe Bruni ENTP <br>
Giuseppe Bruni ENTP <br>
Jeroen Plink ?? <br>
Jeroen Plink ESTJ <br>
Graham King I... <br>
Graham King I... <br>


Latest revision as of 19:04, 14 December 2005

Welcome to the RSM Executive MBA 2005 class page.


Groups

Group 1 Scenario in progress: The future of the Lowlands in 2025
Petrick Pap - ESTJ
Marije - ENFP
Harold Doorenbos - ESTJ
Michael Torfs - INTP
Chr. P. - ENTP

Group2 Scenario in progress:The Future of Hospitals in the Netherlands in 2015
Coen Van Paassen ENFJ
Jeffrey Sweeney ENTP
Ton Jonker ENTP
Gerben Hagenaars ENTP
Anton Koonstra?

Group 3
Scenario in progress: The future of the global economy in 2020
Eric Verbeek ENTJ
Harry Schoots ESTP
Maarten Post ENFP
Wendi Mennen ESTJ
Peter Groen INTP

Group 4
Scenario in progress: The Future of Biotechnology for Medical Applications in 2015

Frans Verheij ESTJ
Patrick Leers ENTP
Krishna Sreerambhatla ENTJ
Mattias Kjell ISTJ
Daniel Rufer INTJ

Group 5 Scenario in progress: The future of communication in 2015

Erik Lousberg ESTP
Rolando Ranauro ENTP
Giuseppe Bruni ENTP
Jeroen Plink ESTJ
Graham King I...


Group 6 Scenario in progress: The Future of Individual Mobility in 2020

Maurits van den Berg ESTJ
Eric Bruinsma ENTP
Cuno de Witte ESTJ
Claudio Papone ENTJ
Radjes Boejharat ENTJ

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