【CEO访谈】咏柳科技创始人兼CEO张伟：全病程管理模式先行者的探索

麦肯锡医疗科技网络·中国医疗创新者访谈系列第二篇

麦肯锡医疗科技网络（HealthTech Network）是一个由麦肯锡发起，汇聚1100多家医疗科技企业的在线平台，旨在加强协作，共促创新，实现多方共赢。麦肯锡医疗科技网络（HTN）致力于通过建立企业社群，提升医疗数字化创新的能力，从而更有效地抗击疾病，增进全民健康福祉。HTN每年举办多场CEO圆桌会议、数字医疗大会和思维碰撞研讨会，以专业、深度、全面的视角解读当下数字医疗界的热门话题，同时推动业内成熟企业和初创企业开展紧密合作，以合力助推医疗创新发展。

上一篇，我们有幸与尚医科技（术康app）创始人兼CEO雷震做了一番交心畅谈，并以六问六答的形式分享了他在医疗创新领域的历练与见解（《医疗创新的幕后推手 —— 尚医科技（术康app）创始人兼CEO雷震访谈录》）。今天，我们将与您分享另一位医疗行业创新者对全病程管理模式的探索经验。CXO UNION-CXO联盟（cxounion.cn）

医疗行业正快步迈入数字化时代，如何通过创新，缩小地域间医疗水平的差距，切实为医生和患者创造价值，将成为行业高质量增长和可持续发展的关键。咏柳科技是专注特定疾病领域全病程管理服务和数字疗法产品的创新型企业，致力于通过先进的技术应用和共赢模式，赋能临床医生，服务广大患者。在与麦肯锡全球副董事合伙人田运莹的对话中，咏柳科技创始人兼CEO张伟分享了他对全病程管理和数字疗法的探索，以及开展相关实践的宝贵成果。

嘉宾：

张伟

张伟先生是咏柳科技创始人兼CEO。张伟在信息技术及医疗行业拥有超过18年的业务实践和管理经验。他曾担任丁香园副总裁及企业合作事业部负责人。加入丁香园之前，他曾在Veeva Systems中国公司担任高级总监及中国区市场和销售团队负责人。

采访人：

田运莹

麦肯锡公司全球副董事合伙人

田运莹：说说您的故事吧，您是如何走上医疗创新之路的？

张伟：2010年，我有幸加入了Veeva Systems的中国团队。当时Veeva刚进入中国市场。Veeva为中国的跨国制药企业提供全球领先的SaaS CRM及相关解决方案。这段经历让我全面理解了SaaS模式的价值和优势，更对制药企业的业务运营和管理机制有了深刻认识。在此基础上，我开始全面学习和理解不同疾病治疗领域的医患价值链条和关联生态。CXO UNION-CXO联盟（cxounion.cn）

2013年，数字化医疗在中国进入快速发展期。我开始思考如何通过数字化创新模式，更紧密地为医生和患者提供服务。也正是在那一年，我很荣幸加入了丁香园，致力于通过共赢的价值协作模式联合医疗机构、药械企业，直接为医生和患者提供一体化服务。在丁香园的6年多时间里，我很感谢公司的信任和支持，让我有机会将数据驱动的医患一体化业务战略体系在多个细分疾病领域开展实践。CXO UNION-CXO联盟（cxounion.cn）

2020年新冠疫情暴发以来，我愈发认识到，基于专业化、数字化、智能化的专病全病程管理模式将有望成为中国医疗产业未来发展的重点方向之一，于是我和联合创始人一起创建了杭州咏柳科技有限公司，专注于特定疾病的全病程管理和数字疗法，为医生和患者创造新的价值。

田运莹：您认为数字医疗在未来10年将走向何方？

张伟：我认为未来10年，数字医疗将同时朝着三个方向发展。一是医疗相关的数字化基础设施体系将日益完善。这一体系既包含以医疗机构为核心的数字化运营管理和院内外患者服务，也包含由第三方平台提供的在线科普、在线咨询、健康监测、购药等相关服务。伴随新技术、新模式的不断涌现，基础设施层面的数字化建设也将蓬勃兴起。CXO UNION-CXO联盟（cxounion.cn）

二是医疗机构之间的信息连通将逐渐一体化。新冠疫情的防控，让人们深刻感受到了信息连通在医疗协作效果和效率方面产生的巨大价值。未来，随着国家在公立医院高质量发展方面不断出台新政策，医院之间、医联体内部的信息协同将更加紧密。

三是针对特定疾病的诊疗及康复路径将日臻标准化、智能化。具体来看，各级医疗机构的医生，都将通过临床验证过的数字化、智能化系统（覆盖特定疾病筛查、诊断、评估、用药、管理和康复全链条），为患者提供个性化综合医疗服务。这也就是我们一直在实践和发展的病程管理体系，其中一些以循证医学为基础的特定服务环节将以软件程序驱动的形式，用于治疗、管理或预防疾病。这些特定的产品，就是今天行业所定义的数字疗法产品和服务。

田运莹：您认为医疗环境创新的最大机遇和障碍是什么？

张伟：当前医疗价值创新最大的机遇，在于大众对医疗服务能力和效率的更高需求，与医疗能力本身难以快速提升之间的客观矛盾。这在人口老龄化的过程中显得尤为突出。由于医疗的专业壁垒，医疗服务能力的提升势必需要时间的积累，这导致全国范围内很难快速形成一致的疾病诊疗水平，也就意味着医疗服务能力的不平衡。虽然国家已经在很多方面大力改变这一现状，但要产生显著的变化仍需要时间。这给真正致力于医疗价值创新的公司提供了巨大机遇——能够实现医疗能力和效率提升的技术、产品和服务，将获得广阔的市场空间。

与此同时，由于疾病类型的多样性，医疗产品和服务一方面要满足合规和质量安全方面的严格要求，另一方面还要探索可能从未有过的诊断、治疗和康复路径，开创全新的模式，并对其价值进行验证。这些对企业来讲都是巨大的挑战。医疗创新企业只有加强策略选择、产品迭代和公司治理，才能实现可持续的价值创造和企业发展。CXO UNION-CXO联盟（cxounion.cn）

田运莹：当您将医疗卫生系统（医疗服务提供方、支付方、医生、患者）视为一个整体时，您认为谁是创新的最大推动者？

张伟：医疗卫生系统中的每一方都非常关键。这就像一个闭环的链条，缺少哪一个环节，整个链条都要中断。但如果一定要找出创新的最大推动者，我认为是患者。所有的价值发展都是基于需求衍生的，而患者是医疗服务的直接需求方。回顾一下各类创新药物的研发，在线挂号、上下级医院转诊、远程会诊和在线购药等等，每一个创新产品和模式的面世，都源于特定患者群体的普遍需求，且他们愿意为满足这些需求支付额外的费用，这就形成了新的市场空间，推动整个医疗系统向前发展。CXO UNION-CXO联盟（cxounion.cn）

田运莹：在您看来，能够更好推动医疗系统数字化转型的最关键因素是什么？

张伟：推动整个产业的数字化转型，最关键的是通过分享成功实践，让更多的产业相关方看到数字化带来的综合价值和效率提升，从而在各方内部形成强劲的数字化需求。在这些需求获得满足的过程中，整个产业必将获得更全面的发展。当然，要撬动这一循环模式的形成和发展，需要有行业先行者以敏锐的洞察和敢于创新的魄力，为行业探索成功实践、树立发展标杆、分享价值所得。这些先行者本身也将是产业发展的引领者。CXO UNION-CXO联盟（cxounion.cn）

田运莹：在探索创新业务模式的过程中，哪些是您之前认为已经理解，但在实践中让您产生了更深刻的思考？

张伟：就全病程管理体系来讲，我们对这一价值体系的理解更加清晰了：每一个疾病生态中，如何以疾病的诊疗路径为中心，深入理解医生、患者、机构及各相关方的价值和需求，从而构建能够多方共赢的解决方案体系，驱动整个模式的发展。“理解业务”的过程是一个复杂的过程。而将这个复杂业务转换为医生和患者简单易用的产品，体贴入微的服务，以及合作伙伴可以高效开展的合作模式，则是更为复杂的一个过程。CXO UNION-CXO联盟（cxounion.cn）

这对创新探索者自身的行业洞察和学习能力提出了很高的要求，并且探索者还需要找到合适的团队成员，构建具备多元化能力的组织，通过协同合作来完成这个任务。

翻译：

The second part of the McKinsey Healthcare Technology Network Interview series on Chinese Healthcare Innovators

The McKinsey HealthTech Network is an online platform launched by McKinsey that brings together more than 1,100 health technology companies to enhance collaboration, promote innovation and achieve win-win outcomes for all. The McKinsey Healthcare Technology Network (HTN) is committed to building the corporate community to enhance the capacity of healthcare digital innovation to fight disease more effectively and improve the health and well-being of all people. HTN holds a number of CEO roundtables, digital health conferences and thinking collision seminars every year to interpret the current hot topics in the digital health industry from a professional, in-depth and comprehensive perspective, and promote close cooperation between mature enterprises and start-ups in the industry to jointly promote the development of medical innovation.CXO UNION-CXO联盟（cxounion.cn）

In the previous post, we had the honor to have a heart-to-heart talk with Lei Zhen, founder and CEO of Shang Medical Technology (Shu Kang app), and shared his experience and insights in the field of medical innovation in the form of six questions and six answers (Interview with Lei Zhen, founder and CEO of Shang Medical Technology (Shu Kang app), the driving force behind medical innovation). Today, we will share with you the experience of another healthcare innovator in the exploration of the whole-course management model.

The medical industry is rapidly entering the digital era

The medical industry is rapidly entering the digital era, how to narrow the gap between regional medical level through innovation, and effectively create value for doctors and patients, will become the key to high-quality growth and sustainable development of the industry. Yongliu Technology is an innovative enterprise focusing on whole-course management services and digital therapy products in specific disease fields, and is committed to empowering clinicians and serving patients through advanced technology applications and win-win models. In a conversation with Yunying Tian, McKinsey’s global Associate Managing Partner, Wei Zhang, founder and CEO of Yong Liu Technology, shared his exploration of whole-course management and digital therapy, as well as the valuable results of related practices.

Guest:

Zhang Wei

Mr. Zhang Wei is the founder and CEO of Yongliu Technology. Wei Zhang has over 18 years of business practice and management experience in the information technology and healthcare industries. He previously served as Vice President and head of the Corporate Partnerships Division at Lilac Park. Prior to joining DVE, he was Senior Director and Head of the China Marketing and Sales team at Veeva Systems China.

Interviewer:

Tian Yunying

Global associate Managing Partner, McKinsey & Company

Tian Yunying: Tell me your story, how did you get started on the road of medical innovation?

Zhang Wei: In 2010, I was fortunate to join the Veeva Systems China team. Veeva had just entered the Chinese market. Veeva provides the world’s leading SaaS CRM and related solutions for multinational pharmaceutical companies in China. This experience made me fully understand the value and advantages of the SaaS model. And have a deep understanding of the business operation and management mechanism of pharmaceutical companies. On this basis, I began to comprehensively study and understand the doctor-patient value chain and related ecology in different disease treatment fields.CXO UNION-CXO联盟（cxounion.cn）

In 2013, digital healthcare entered a period of rapid development in China. I started to think about how to bring doctors and patients closer together through digital innovation models. It was also in that year that I was honored to join Dingxiang Garden, committed to cooperating with medical institutions and pharmaceutical equipment companies through a win-win value collaboration model to directly provide integrated services for doctors and patients. During the more than 6 years in DVE, I am grateful for the trust and support of the company, which gave me the opportunity to practice the data-driven doctor-patient integration business strategy system in multiple disease segments.

Since the outbreak of COVID-19 in 2020, I have increasingly realized that the specialized, digital and intelligent whole-course management model for specific diseases is expected to become one of the key directions for the future development of China’s medical industry. Therefore, together with my co-founder, I established Hangzhou Yongliu Technology Co., LTD., focusing on whole-course management and digital therapy for specific diseases. Create new value for doctors and patients.

Tian Yunying: Where do you think digital health will go in the next 10 years?

Zhang Wei: I think in the next 10 years, digital health will develop in three directions at the same time. First, the digital infrastructure system related to health care will be increasingly improved. This system includes not only the digital operation management with medical institutions as the core and patient services inside and outside the hospital, but also the online science popularization, online consultation, health monitoring, medicine purchase and other related services provided by third-party platforms. With the continuous emergence of new technologies and new models, the digital construction at the infrastructure level will also flourish.CXO UNION-CXO联盟（cxounion.cn）

Second, the information connectivity between medical institutions will gradually be integrated. The prevention and control of COVID-19 has made people deeply feel the great value of information connectivity in the effectiveness and efficiency of healthcare collaboration. In the future, as the state continues to introduce new policies in the high-quality development of public hospitals. The information coordination between hospitals and within the medical Union will be closer.

Third, the diagnosis and treatment and rehabilitation path for specific diseases will be standardized and intelligent. Specifically, doctors at all levels of medical institutions will provide personalized comprehensive medical services for patients through clinically validated digital and intelligent systems (covering the whole chain of screening, diagnosis, evaluation, medication, management and rehabilitation of specific diseases). This is the disease course management system that we have been practicing and developing, in which specific services based on evidence-based medicine will be software driven to treat, manage or prevent disease. These specific products are what the industry defines as digital therapy products and services today.CXO UNION-CXO联盟（cxounion.cn）

Tian Yunying: What do you think are the biggest opportunities and obstacles for innovation in the healthcare environment?

Zhang Wei: At present, the biggest opportunity for medical value innovation lies in the objective contradiction between the public’s higher demand for medical service capacity and efficiency and the difficulty of rapid improvement of medical capacity itself. This is particularly evident in the process of population aging. Due to medical professional barriers, the improvement of medical service capacity is bound to take time to accumulate, which makes it difficult to quickly form a consistent level of disease diagnosis and treatment nationwide, which means an imbalance in medical service capacity. Although the country has made great efforts to change this situation in many ways. It will take time to produce significant change. This presents a huge opportunity for companies that are truly committed to healthcare value innovation – there will be a vast market for technologies, products. And services that enable improved healthcare capability and efficiency.

At the same time, due to the diversity of disease types, medical products and services must meet strict requirements in terms of compliance and quality safety on the one hand, and explore diagnostic, treatment and rehabilitation paths that may never have been available before, creating entirely new models and validating their value on the other. These are huge challenges for businesses. Only by strengthening strategy selection, product iteration and corporate governance. Medical innovative enterprises can realize sustainable value creation and enterprise development.

Tian Yunying: When you look at the health care system (providers, payers, doctors, patients) as a whole, who do you think is the biggest driver of innovation?

Zhang Wei: Every party in the health care system is critical. This is like a closed-loop chain, which is missing a link, the whole chain will be interrupted. But if I had to identify the biggest driver of innovation, I would say it’s the patient. All value development is demand-derived, and patients are the direct demand side of medical services. Looking back at the research and development of various innovative drugs, online registration, referral from upper and lower hospitals, remote consultation and online drug purchase, etc., each innovative product and model comes from the general needs of specific patient groups, and they are willing to pay additional fees to meet these needs, which forms a new market space and promotes the development of the entire medical system.CXO UNION-CXO联盟（cxounion.cn）

Tian Yunying: In your opinion, what is the most critical factor that can better promote the digital transformation of the healthcare system?

Zhang Wei: To promote the digital transformation of the entire industry. The most critical thing is to share successful practices. So that more industry stakeholders can see the comprehensive value and efficiency improvement brought by digitalization. So as to form a strong digital demand within all parties. In the process of meeting these needs, the whole industry will certainly get a more comprehensive development. Of course, in order to leverage the formation and development of this cycle model. It is necessary to have industry pioneers with keen insight and courage to innovate, to explore successful practices for the industry, establish development benchmarks, and share value. These pioneers will themselves be leaders in the development of the industry.

Tian Yunying: In the process of exploring innovative business models, what did you think you understood before, but in practice made you think more deeply?

Zhang Wei: In terms of the total disease course management system. We have a clearer understanding of this value system:. In each disease ecology, how to take the diagnosis and treatment path of the disease as the center, deeply understand the value and needs of doctors, patients, institutions and relevant parties. So as to build a solution system that can be win-win to drive the development of the entire model. The process of “understanding the business” is a complex one. Translating this complex business into easy-to-use products for doctors and patients, thoughtful services. And a collaborative model that partners can work with efficiently is an even more complex process.CXO UNION-CXO联盟（cxounion.cn）

This puts a high demand on the innovation explorer’s own industry insight and learning ability. And the explorer also needs to find the right team members, build a diverse organization, and collaborate to accomplish this task.

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本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于McKinsey Greater China；编辑/翻译：CXO UNIONCXO联盟小O。

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