• Business Dilemma:
  The Ministry of Health aims to produce an organized guideline for future planning processes. A steering committee that includes senior officials and experts, with methodological and professional assistance from TASC, was established to define the character of the future of the Israeli hospital.

• Process:
  Our team conducted interviews and consulted with more than 50 experts in the industry while accompanying the steering committee, which included 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 with  a written summary characterization document.

• Strategic solution & impact:
  TASC performed in-depth reviews and mapping of 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 employee-training needs; future patients in major centers; the impact of digital transformation, innovation and research; a continuum of care; and relationships between hospitals and the community. The team built projections for the next decade and onward, which included an increase in hospitalization versus population growth, future service needs, hospital inpatient mix, transboundary epidemiologies and changes in investment in medical centers, formulating a possible service deployment model, and 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 broad range of health stakeholders.

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

• Business Dilemma:
  An Israeli healthcare provider (HMO) suffered from weak differentiation from its competitors and was unable to increase its market share. The HMO’s management and board of directors asked us to assist in developing a long-term strategy to create differentiation/a unique brand and to achieve sustainable growth in market share.
• Process:
  The project included an analysis of trends and consumer-behavior characteristics in the local & international health environment and an internal and external analysis of the competitive environment and local regulations. Eventually, we designed several strategic alternatives to achieve differentiation and growth, which led to one recommended strategy. We also built a 10-year forecast for market growth under each of the strategic alternatives and the recommended strategy.
• Strategic solution & impact:
  The leading strategic alternative was approved by the board and management. The  HMO began implementation, 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@tasc-consulting.com

• Business Dilemma:
  The company aspired to develop a growth strategy and become a $1B company by increasing its product portfolio and global presence. We were asked to devise a strategic plan to cope with the challenges in each of its multiple markets and achieve the desired growth.

• Process:
  The three-phase project included:
  • Mapping the competitive environment, major trends and forecast for each of the company’s business units (Surgical, Ophthalmology, Aesthetics) and regions (Americas, APAC, EMEA), and shaping a three-year growth plan for each, including portfolio upgrades, shifts in the traditional customer base)
  • Analysis of global sales & marketing distribution channels for each business unit and territory
  • Designing a scaling strategy: Mapping small-scale M&A opportunities aimed at enriching the device portfolio and large-scale M&A opportunities to achieve significant growth

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

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

• Business Dilemma:
  TASC was asked to 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 a thorough review of the barriers to growth in the digital-health market; an analysis of parallel international markets and strategic moves to resolve the barriers; interviews with multiple stakeholders to understand their needs and expectations; and formulation of relevant solutions. Relevant stakeholders included multi-national healthcare providers, pharma and medical device companies, local VCs, local start-up companies, healthcare plans, hospitals, and major technology companies.

• Strategic solution & impact:
  Our team formed an integrated strategic plan that was submitted as a government decision. More than NIS 1B were invested in promoting the digital-health ecosystem across various service providers, government entities and healthcare-solution providers.

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