Detailed Programme

The programme ‘Leading Innovation in Healthcare’ explores the impact new technology, digital transformation and organisational innovation can have in today’s healthcare sector. The programme consists of 3 modules:

Module 1: The challenges and complexities of patient-centric systems

We start discussing about the roles patients, families and caregivers can play in a patient-centric system. We look at how standardising protocols and methods could give us more consistent levels of treatment and cure. And we explore the roles different stakeholders play in personalised medicine.

You’ll gain a deep understanding of whole health systems, their funding processes and how they are organised form a patient’s perspective. You’ll also start to assess your own organisation and identify where it fits in the health services ecosystem.

Module 2: Using technology to lower costs and give patients value

Value-based healthcare is about giving patients the best quality care while lowering costs. In this second session, we discuss both the health and economic impact that new technology can have.

Care pathways are increasingly using advanced technology to improve their therapeutic, diagnostic and operational capacity, quality and speed. But cost-effectiveness isn’t the only reason to invest in technology. Robotics, 3D printing, m-health and advanced AI diagnosis can all vastly improve patient care and treatment outcomes. But before we can use data and evidence to improve healthcare for the future, we need to become far more willing to share information.

Module 3: Capturing value

To get the most value for their organisation, senior health leaders need to be able to negotiate. To create value for the patient it is important to span the whole of the health ecosystem, organisations from healthcare payers to medical providers need to collaborate – despite their competing interests.

Module 4: Strategising beyond the market

Companies think strategically about their positioning in the healthcare market, but they often neglect to do the same beyond the market. However, to improve performance, it’s important to integrate your market and non-market strategies. We will focus on identifying your organisation’s non-market issues and how to develop a non-market strategy.

Day 1

Day 2

Day 3

Day 4

The challenges and complexities of patient-centric systems

Using technology to lower costs and give patients value

Capturing value

Strategising beyond the market

Drive real change in your organisation

A learning experience with real impact on your operations? A management programme tailored to the specific needs of your business? Contact us and discover how we can design and deliver customised programmes for your team that add genuine value to your organisation.

Need help?

Contact our Programme Advisor
Programme Advisor
Tel + 32 9 210 98 84
[email protected]
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Vlerick expertise in Healthcare Management

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    There is a high demand for innovative cancer drugs. Yet their development is a complex and lengthy affair, longer and more expensive than that for conventional cancer treatments and with little chance of success. The drugs that do make it through need to be made available as soon as possible. The EMA (European Medicines Agency) has therefore created flexible forms of market authorisation, such as conditional authorisation and adaptive pathways. As speed must not come at the expense of safety, these drugs must be monitored even after they have been put into circulation. This is no easy task. Tine Geldof's doctorate demonstrates that advanced data analysis techniques such as machine learning may offer a solution.
  2. Multidisciplinary collaboration in drug discovery – how to make it work

    Drug development is a long and expensive process. On average it takes more than ten years to get a drug to market and precious few molecules coming out of the drug discovery phase make it to clinical trials. The performance of the discovery team and the choices they make, however, have a knock-on effect on the rest of the drug development process. Together with colleagues from academia and the industry, professor Zeynep Erden identified the conditions for effective cross-disciplinary collaboration and knowledge creation in drug discovery teams.
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