Essential healthcare services that many of us take for granted are unavailable to about half the world’s population. The challenge is global, as are the barriers that stand between people and the care they need. These barriers can be characterized as availability, affordability, and acceptability.
- Availability can be defined as people’s ability to obtain health services when needed.
- Affordability can be defined as people’s capacity to pay for services—health services themselves as well as indirect costs such as travel, needing to take time off work, or being accompanied by someone—without incurring financial hardship.
- Acceptability relates to people’s perception of a given health service, and their willingness to seek it out and undergo it.
Based on global best practices from Africa (Rwanda), Asia (India), and Europe (Austria, Switzerland), this paper examines all three barriers as well as associated measures to overcome them.
Key takeaways from the paper
- Close patient care gaps by providing health services to all populations with footprint and capacity expansion.
- Reduce costs of care per case by systematically driving down expenses with predictable costs and minimal financial risks.
- Address people’s concerns about care by providing high quality patient experience and appropriate health services.
Read the paper to learn about these important elements of transforming care delivery.
This thought leadership paper is part of the Siemens Healthineers Insights Series. It provides ideas and practical solutions on 'Achieving operational excellence'. For more Insights, please visit siemens-healthineers.com/insights-series.
About the authors
Dr. Ralf Meinhardt
Senior Global Marketing Manager
Siemens Healthineers
Ralf Meinhardt leads Siemens Healthineers’ thought leadership activities related to Transforming Care Delivery. Previously, Ralf worked in the pharmaceutical industry, as well consulting, and scientific research. Ralf holds a Doctor of Economics and Social Sciences degree from the University of Erlangen-Nuremberg. He also holds a Master of Science degree in Management. In addition to his academic work at the University of Erlangen-Nuremberg, he also studied at the Indian Institute of Management, Bengaluru (IIMB). His scientific background is in the field of corporate strategy, a subject on which he has authored several publications.
Dr. Herbert Staehr
Vice President
Global Head of Transforming Care Delivery
Siemens Healthineers
Herbert Staehr serves as Global Head of Transforming Care Delivery for Siemens Healthineers, driving the company’s activities and messaging around delivering high-value care. In this capacity, he develops and executes programs and outreach strategies aimed at healthcare providers around the world, as well as stakeholders in every branch of the healthcare industry. Before joining Siemens Healthineers, Herbert spent several years with one of Germany’s leading private hospital groups, as head of the Corporate Development department and serving as Managing Director of an acute care and a post- acute care hospital in Germany. He also spent several years with McKinsey & Company with their healthcare practice, providing strategic advice to a wide range of international clients. Herbert holds a doctorate in Healthcare Economics from the University of Hohenheim.
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