She shared how health care leaders balance innovation, governance and patient results to deal with challenges and promote transformation.
The medical and health care industry in the Asia -Pacific region is undergoing rapid transformation. This is due to technological progress, transfer of patients' needs, and growing needs for access to access and fair nursing. With the development of the industry, healthcare providers and leaders must accept innovation, and at the same time insist on patient -centric care.
Valuable insights are Kearney's senior partners, Dr. Stephanie Allen, the leader of medical care and life-the Asia-Pacific region, with more than 23 years of professional service experience, including 14 years of partners. She led the complex project of the entire global team and cooperated with strategic partners to achieve influential results. Her professional knowledge covers her medical care she has worked for more than 24 years, and has rich experience in the board of directors, C-Suite executives and political leaders.
Dr. Allen deeply understands the attention of the future of medical care in various Asia -Pacific regions. Dr. Allen recognizes the challenges and opportunities of accessibility and quality. She is confident that the region's innovation, funds and strategic partnerships have positioned it to surpass the progress of global medical care and ensure future success and progress.
As a judge of the HEALTHCARE ASIA ASIA in 2025, Dr. Allen discussed how medical care leaders balanced innovation, governance and patient results to promote influence and sustainable improvements in the Asia -Pacific region.
With more than 24 years of rich experience, what is the biggest transformation of medical care leadership and governance in the Asia -Pacific region?
The most effective executive leadership team and board of the Asia -Pacific region are still asking about the problem of clinical nursing quality, the toughness of labor and the familiarity of financial performance. All these are still important, but in addition, there are a series of new problems:
(1) AI (where does it start, what level of investment is needed, what income will be published, how to manage data, how to manage data, and how to manage new new risks, such as inherent prejudices, etc.); Equal visits are not good enough; how do we determine that we are providing a service that meets specific needs and provides fair results for us (for example, women, elderly people, rural/long -range (3) population aging, healthcare payers and providers There are more and more life expectancy, strategic partnership.
Do you think that healthcare leaders cultivate a continuous innovation culture, and at the same time insist on patient -centric care?
The best medical organizations believe that innovation and patient -centered care are on both sides of the same coin. For example, we know that the results of patients who can use clinical trials are much better than patients without clinical trials. But innovation is not essentially active, so there should be a clear return. Leaders must question (result) and monitor progress to measure the successful patient results. It is also important for leaders to stop innovation.
Do you think the healthcare organizations in the Asia -Pacific region can support better healthcare in the community that people may not be easily obtained?
Since Covid, Telehealth and Telemedicine, it is becoming cheaper and delicate. Now, we have E-ICU, E-Pharmacy, E-HADIOLOGY, etc. E-Health provides access to the visits of clinicians that can support local/on-site clinical personnel 24/7.
Despite the technological leap, we also need to focus on healthy social decisive factors, such as loneliness (the same as the health impact of 16 cigarettes every day). Safe housing, strong social networks, and acquisition of clean water and nutritional foods are crucial, because of the social decisive factors of health and well -being.
What do you think of AI and machine learning can support medical care in the Asia -Pacific region, and manage the demand for continuous growth in services?
AI and machine learning provide three different advantages, which is essential for meeting the growing service needs.
First of all, it can support clinical decisions to ensure the best knowledge and professional knowledge in each clinical decision, rather than the experience of available clinicians.
Secondly, it can automate and expand the process between multiple providers to ensure that key support areas (such as schedules, booking, classification, qualifications, discharge, billing, etc.) as seamless from the centralized sharing service center as much as possible as possible from the centralized sharing service center as much as possible. Work on the ground without copying the functions of each facility of the same service center.
Finally, medical care is a very decentralized system with information in different systems, which usually requires patients to browse and integrate themselves. For example, this may include records of different patients in public and private hospital systems, the diagnosis results of consumer health applications, fitness and food information, and external environmental factors, such as air quality or temperature. AI may add these different sources of information in a more meaningful way to provide insight and overall suggestions to maintain or enhance the well -being.
As a judge of the 2025 Medical Care Asian Awards Ceremony, what specific qualities or achievements will you look for when evaluating the nominee?
First of all, I want to find an influence. I especially hope to answer the following questions: (1) it solves a real challenge; (2) whether there is evidence that this innovation has an impact on the lives of patients/nursing staff, employees or more communities; Adapted into experience (positive and negative); (4) can be scaled; (5) it provides good return on investment.
