• Business Dilemma:
  Pharma Israel, which represents multi-national innovative pharmaceutical companies in Israel, asked TASC to conduct a study aimed to evaluate the contribution and impact its member companies have on Israel’s health outcomes, economy & innovation, as well as prospective trends which could further increase its impact on the local setting

• Process:
  First, our team conducted an overview of the global innovative Pharmaceutical Industry, outlining the health and economic benefits provided by the industry and formulating future trends affecting the industry in terms of health, technology, and economicsThe team also conducted an overview of the innovative Pharmaceutical Industry in Israel including:
  • Outlining the industry’s health benefits and contributions to the community, including changes in mortality, drugs introduced, clinical studies, and compassionate use
  • Assessment of the industry’s economic contributions including employment impact, diversity and others
  • Outlining the benefits of innovation and development, from promoting collaborations with players in the local eco-system to investments in local incubators and start-ups
  • Formulating future trends in the local pharmaceutical industry while addressing changes in the economic, health, and innovative environment

• Strategic solution & impact:
  A thorough database & publication regarding multi-national branded pharma companies actions and contribution to Israel, as well novel analysis based on substantial data collection and recommendations to strengthen the companies’ presence

For more information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  Due to a significant threat on one of the Israeli largest aesthetics chains’ core business activities, TASC was asked to devise a growth engine plan and improve its marketing and operating model.

• Process:
  Initially, our team completed a review of the sub-fields in the global aesthetics market, assessing future growth potential and the extent of penetration into the Israeli market. Secondly, a comprehensive examination of the non-invasive aesthetic procedures in general and the hair removal market in particular was made. Finally, our team examined the client’s current activity, structure and manpower, testing the profitability of various activity mixes.

• Strategic solution & impact:
  The conclusive product included a formulation of a detailed action plan, with a number of alternatives for adjusting the hair removal field to changing circumstances. Furthermore, a long-term strategy that offers a mix of activities in the aesthetics field was drown-up, to fit the market trends and the client’s characteristics.

For more information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  TASC assisted a large national purchasing organization in mapping investment opportunities in the Israeli healthcare landscape. Identifying opportunities that improve the quality of life of the population in rural regions and have a significant economic potential for the company.

• Process:
  Our team analyzed the characteristics of the population in rural regions and their health needs by conducting interviews, reviewing public documents, and utilizing internal knowledge. Additionally, our team conducted an in-depth analysis of the alternatives and an initial assessment of the size of investment needed for each alternative, presenting the client with Go/No-Go recommendations.

• Strategic solution & impact:
  The company was given a breakdown of the Israeli healthcare industry into 7 clusters (including digital health, hospital at home, dental healthcare chain, chronic and geriatric care and others), an in-depth analysis of 7 areas in health, a Go/No-Go recommendation, and a list of follow-up steps to examine a strategic plan for penetrating one or more of the recommended areas

For more information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  The Ministry of Health aims to produce an organized guideline for future planning processes; For the benefit of the characterization process of the future picture for Israeli hospitals, a steering committee has been appointed including senior officials and experts, with methodological and professional assistance from TASC.

• Process:
  Our team conducted interviews and consulted with more than 50 experts in the industry and managed the work of an accompanying steering committee including more than 20 health experts. In addition, TASC mapped and learned long-term trends in topics such as morbidity, digitization, and patient experience. The process ended up with editing and writing the summary characterization document.

• Strategic solution & impact:
  TASC performed in-depth reviews and mapping the major trends that are expected to manifest in a wide range of topics over the next decade: changes and transformations in the patient experience, human capital needs in the future hospital, including training needs throughout employee life, future patients in major centers, the impact of digital transformation, innovation and research, a continuum of care and connecting between hospitals and the community. The team built projections for the next decade and more, including an Increase in hospitalization versus population growth, future service needs, hospital inpatient mix, transboundary epidemiology’s and changes in investment in medical centers, formulating a possible service deployment model, recommendations for needed changes in pricing models and budgeting. The recommendations were submitted to the Director General of the Ministry of Health and presented to a wide range of health stakeholders.

For more information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  TASC was asked to devise a long-term strategic plan to guide the merger between Shamir (acute hospital, ~800 beds) and Be’er Ya’akov mental health hospital (~400 beds). The plan included devising a new brain and behavior center, in order to fully capture the medical synergies between the two facilities. The conceptual plan had to be translated into a medical program, meaning, the definition of the key units and structures to be included in the architecture planning.

• Process:
  The project process included using publicly available data, reviewing best local and international practices and conducting interviews with key opinion leaders, management, and staff from both hospitals. TASC devised in-depth reviews and recommendations regarding:
  • Synergies between brain & behavior disciplines (Psychiatry, neurology, neuro-surgery).
  • Synergies between mental health & somatic health disciplines (ICU, internal medicine, OB/GYN, pediatrics, etc.).
  • Synergies in research, innovation & development
  •  Synergies in operations, logistics & management

The findings and recommendations were shared with the merger committee, which included the ministry of government medical centers, hospitals’ managers, the ministry of finance, etc.

• Strategic solution & impact:
  Summary of the key findings and recommendations regarding the required synergies and org. alternatives. Forecast regarding the required beds, clinics, rooms, etc. for the next 20 years, to guide the planning process. In addition, and based on the findings, the definition of the units to be included in the architectural program (medical & operational program): in&out patient, joint, cluster-based clinics & research center, common units (ICU, logistics centers, etc.). The medical program, based on the devised strategy, was approved by the committee, translated into an architecture program, and will serve as a base for additional planning processes in the next decade.

For more Information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

*Other than TASCs in-house team, the consulting team included Prof. Shlomo Noy, the former manager of Sheba’s rehabilitation hospital (~200 beds) and current VP research in Sheba, and Itzhak Marom, former VP operations, Clalit HMO (~5M patients, inc. hospital chain ownership)

• Business Dilemma: The medical center’s management asked TASC to design a long-term strategy, aimed to achieve several goals:- Creating differentiation and unique value proposition, compared to other medical centers.-Update and adjust the center’s service portfolio to the local community and payers’ needs, including new growth engines.- Promoting the center’s overarching goals: high medical quality & safety, research, education & innovation, and financial stability.

• Process: Research and diagnosis:– Interviews with key stakeholders: management & staff, neighboring hospitals, HMO managers in the northern region, industry, academy, municipal & community leaders.- Analysis of the center’s operational & financial data & work-plans, as well as data from the ministry of health & CBS.- Review of relevant local & int’l medical centers in order to define common & best practices for the center’s goals.Strategic plan formation:– Strategy conference for ~50 participants for the medical center, in which the diagnostic process outcomes were presented, and key strategic moves were devised in multi- disciplinary round- tables.- Processing the conference insights into a coherent strategic plan

• Strategic solution & impact:-Analysis & insights regarding Poriya’s environment: patient population, payers, competing public & private medical centers, potential cooperation with community providers, other medical centers, industry and academy.- SWOT analysis for the center as a whole and per main wards/ units.- Several differentiation & growth alternative.- Strategic plan based on the chosen alternative, which included a new vision, key goals and strategic moves to achieve them, later elaborated into operating plans and ordered on a 3-years planning basis.The total project’s length was 6 months; the plan was presented to the center’s staff and to the ministry of health, and implemented in the center’s 2020 annual planning process.

For more Information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  An Israeli healthcare provider (HMO) suffered from a weak differentiation from its competitors, and was unable to increase its market share for the past few years. The HMO’s management and board of directors asked us to assist in developing a long-term strategy to target both obstacles: create differentiation and a unique brand, and achieve sustainable growth in market share.
• Process:
  The project included an analysis of trends and consumer behavior characteristics in the local & Int’l health environment, and an internal and external analysis of the competitive environment and local regulation. Eventually, we designed several strategic alternatives to achieve differentiation and growth, which led to one recommended strategy. In addition, we built a 10-year forecast for market growth under the different strategic alternatives and the recommended strategy, to meet the board & management’s growth goal.
• Strategic solution & impact:
  The leading strategic alternative was approved by the board and management, and the HMO began to implement it, including making necessary investments and launching a pilot test, and implementing the recommendations in its annual planning process.

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  The division was established in 2015, based on the need to separate the ministry of health’s role as a hospitals’ owner from its role as the health system’s regulator. As a new governmental body, the division faced multiple challenges: hospitals which had operated autonomously before, staff shortages and a growing financial deficit. The division sough TASC’s help to build a long term strategy which will help the division define its role in the healthcare system and its main goals and strategic moves
• Process:
  The project included the formation of a vision, mission, goals and main strategic moves.
  Our team based its recommendations on data analysis from multiple sources: best practices from global and local hospital chains, government policy analysis and multiple interviews with hospitals’ managements, healthcare provider’s (HMOs) CEOs, and key decision makers in the ministry of health and finance, to learn about the division’s environment main challenges and opportunities.
  Eventually, we built a strategic plan, along with the divisions’ management, which emphasized its role under the ministry of health and as the government medical centers manager.
• Strategic solution & impact:
  The strategic plan was presented in a conference to the hospitals’ managements, in order to receive feedback and adjust the plan, and later approved by the health ministry CEO. Additionally, it served the division & hospitals’ annual planning process in the following year, and led to additional mutual strategic projects

For more Information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  The company aspired to develop a growth strategy and become a 1 Billion dollar company, by increasing its presence in terms of product portfolio and global presence. We were asked to devise a strategic plan which aimed to cope with the challenges in each of its multiple markets and achieve the required growth.

• Process:
  The project included a three phase project:
  • mapping the competitive environments, major trends and forecast for each of the company’s business units (Surgical, Ophthalmology and Aesthetics), and different regions (Americas, APAC, EMEA), and shaping a three year growth plan for each of them, including portfolio upgrades, shifts in the traditional customer base, etc.
  • Analysis of global sales & marketing distribution channels for each business unit and territory
  • Designed a scale strategy: mapping small scale M&A opportunities aimed to enrich device portfolio, and large scale M&A opportunities to reach significant growth

• Strategic solution & impact:
  The company adopted the recommendations and assimilated them in its planning and budget processes, while moving forward with relevant strategic moves. Since the strategic process, the company has shown rapid growth and has doubled its market value

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  The HMO needed to reshape the current supplementary healthcare program, close a losing layer and offer a more lucrative and unique value proposition which will differentiate the plan and help attract new customers. It sought TASC’s help to develop a business plan for the new suggested program
• Process:
  The project included setting goals, identifying supplementary care trends, build a pricing plan and advise which services should be included. Our team created a unique value proposition for the plan, and provided a demand forecast for the new services offered, so as to keep the plan financially balanced
• Strategic solution & impact:
  The company launched a new supplementary health insurance layer, which is still considered the best supplementary health plan in Israel, it generates 300M NIS income per year, and has helped the organization to increase its average revenue per customer by 40%  in 5 years

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  Israel had an opportunity for a G2G deal with China, focused on digital health. The G2G directorate approached TASC to assist with an analysis and market mapping of Israel’s telemedicine market and unique solutions.
• Process:
  The analysis had to summarize global challenges in digital health, analyze the global leaders and focus on Israeli companies which provide unique and scalable solutions. The project included three phases:- Mapping global opportunities and challenges in telemedicine, major competitors and telemedicine providers- Preparing an in-depth analysis of the Israeli companies’ strengths and unique offering in the field including a technical and business understanding of their core competences- Shaping solutions which Israel can provide and comparing them, and analyzing relevant regulatory barriers
• Strategic solution & impact:
  The document was presented to the Israeli MOH delegation to China and provided a framework for their negotiation with the Chinese ministry

For more Information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  The private health insurance market has undergone significant changes, both from the regulatory side and consumer behavior side, forcing companies to look for new digital channels and attractive value propositions. One of the largest insurance companies asked TASC to assist in shaping its private insurance division
• Process:
  The project included an analysis of the Israeli private health insurance market, focusing on challenges, opportunities and dominant trends. Our team mapped and defined strategic alternatives for the market, aiming to help the company deal with the substantial regulatory barriers and fierce competition. To elaborate the alternatives, we conducted an international benchmark of private health insurance value propositions, and shaped a new platform that would allow insurance agents to facilitate completing the underwriting processes rapidly and digitally.
• Strategic solution & impact:
  The strategic plan was fully accepted by the management and implemented

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  The new network needed to position itself as an integral administrative authority for a large number of hospitals that were accustomed to high levels of autonomy. TASC had to characterize the network’s organizational design, business processes and areas of focus so the new organization would be simple and agile with consistent processes and clear roles.

• Process:
  TASC conducted an international benchmark and found similar networks around the world in order to learn from their operating models and also conducted in-depth research of the Israeli hospital system. These laid the foundation for an organizational design and operating model for the new network.After the network’s establishment, TASC provided support on complex issues such as transitioning the information systems department under the network’s management and shifting to a consolidated information network.

• Strategic Solution & Impact:
  The network, which is comprised of 24 hospitals around the country, is functioning under a unified operating model, including centralized

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  The Health market was undergoing significant changes, including fierce competitive landscape, digital health entrance and regulation changes. Israel’s second largest healthcare provider (HMO) asked TASC to reshape its corporate strategy to be aligned with these current trends.

• Process:
  The project included three main phases:- Analysis of the HMO’s main challenges and opportunities, as well as an international research of innovative approaches to health care provision- Holding ‘round table’ discussions with managers and focus groups to thoroughly understand customer’s preferences and priorities- Formation of strategic moves, including: measures to decrease the financial deficit, designing a new corporate structure to help increase inner synergies and shaping new agreements with independent physicians and built an operational plan

• Strategic solution & impact:
  Today, the HMO is considered the most innovative and digitally advanced among its competitors, with the highest growth rate

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com

• Business Dilemma:
  The subsidiary operates in three main fields: dental, aesthetics and alternative medicine. In each field, it faced several strategic challenges as the Israeli healthcare market had undergone dramatic changes. TASC was asked to shape the company’s multi-year strategic growth plan, focusing on growth engines and needed operational improvements
• Process:
  The project included four main phases:
  • Analysis of current weaknesses and strengths for each of the fields, along with their regulatory and competitive environments, and potential growth engines
  • Shaping the strategic steps to be taken in the upcoming years, while pointing strategic and operational elements that needed to improve- organizational structure, compensation model, digital presence, business development
  • Shaping marketing and branding strategies
  • Building an implementation roadmap

• Strategic solution & impact:
  The strategy was approved by the company’s management and implemented in the following years’ work plan

For more Information: Natalia Fryd, Natalia.Fryd@dev.tasc-consulting.com

• Business Dilemma:
  create a national plan, working with multiple government partners, to identify the barriers and provide strategic moves to achieve this goal
• Process:
  The project included several phases:- A thorough review of the barriers for digital health market growth- Analysis of parallel international markets and strategic moves to resolve the barriers- Interviews with multiple stakeholders to understand their needs and expectations, as a well as gather relevant solutions. The stakeholders included: multi-national healthcare providers, Pharma and medical device companies, local VCs, local start-up companies, healthcare plans, hospitals and major technology companies- Holding weekly meetings and workshops to present our key findings and discuss potential solutions with our government partners
• Strategic solution & impact:
  Formation of an integrated strategic plan, which was submitted as a government decision

For more information: Ilan Schory, Ilan.Schory@dev.tasc-consulting.com