RSM Executive MBA 2005

Welcome to the RSM Executive MBA 2005 class page.

Groups

Group 1 Scenario in progress: The future of the Western-European society in 2020
Petrick Pap - ESTJ
Marije Bockholts - ENFP
Harold Doorenbos - ESTJ
Michael Torfs - INTP
Christine Pans - ENTP

Group2 Coen Van Paassen ENFJ
Jeffrey Sweeney ENTP
Ton Jonker ENTP
Gerben Hagenaars ENTP
Anton Koonstra?

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. 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.

1. 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.

1. 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.

1. 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.

1. 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
Scenario in progress: The future of the global economy in 2015
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 Application 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 2020

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

Group 6

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