Reimagining Preventive Care and Digital Health:

A Paradigm Shift in a Health Insurance’s Role

Wasu Mekniran

1,2 a

, Jan-Niklas Kramer

1,5 b

and Tobias Kowatsch

2,3,4 c

Centre for Digital Health Interventions (CDHI), Institute of Technology Management,

University of St. Gallen, Switzerland

CDHI Department of Management, Technology, and Economics, ETH Zurich, Switzerland

Institute for Implementation Science in Health Care, University of Zurich, Switzerland

School of Medicine, University of St. Gallen, Switzerland

CSS Kranken-Versicherung AG, Switzerland

Keywords: Preventive Care, Business Model, Healthy Longevity, Health Insurance, Digital Health Technologies.

Abstract: Amidst non-communicable diseases' substantial health and economic burdens, health insurance companies

and digital health technologies (DHTs) are increasingly crucial in enabling preventive care and minimizing

global health expenditure. This position paper explores the perspective of an innovation manager of a Swiss

health insurer. The interview transcript was analyzed using thematic analysis. The results highlight the

importance of current regulations, the future role of health insurance companies, and the potential of DHTs

to promote preventive care and business model innovation.

1 INTRODUCTION

Healthcare expenditure per capita rose 6% across 50

countries in 2020 alone (World Health Organization,

2022). Several countries are under pressure to reform

healthcare systems. On the one hand, preventive care

delivered by digital health technologies (DHTs)

seems promising (Castro et al., 2023; Jaconson et al.,

2022; Kowatsch & Fleisch, 2021; Kramer et al.,

2020), as they can be a more accessible alternative to

traditional interventions. On the other hand, prevention

should be considered, as it accounts for less than 3% of

overall health expenditure, although focussing on

prevention can change the healthcare system from a

reactive to a proactive approach that promotes overall

health and well-being (Gmeinder et al., 2017).

To successfully implement preventive care,

several stakeholders, such as governmental and

regulatory bodies, should come together to shape a

health insurance plan, for example, through a

partnership between health insurer, hospitals, and

universities (Harrison, 2021). This indicates that

health insurers with a proper environment can

influence the healthcare system and play a key role in

https://orcid.org/0000-0001-5184-0438

https://orcid.org/0000-0002-8912-1209

https://orcid.org/0000-0001-5939-4145

achieving successful preventive care (Brook et al.,

2006); Herzlinger & Parsa-Parsi, 2004). Therefore,

our work aims to contribute to the existing scientific

literature by going deeper and studying a health

insurance perspective of preventive care and digital

health technologies.

This position paper explores the perspective of an

innovation manager at one of the largest Swiss health

insurance companies, CSS Group, which insures over

1.75 million customers with 98 agencies. The results

can inform external and internal drivers of business

model innovation (BMI), where redesigning business

processes in healthcare enables or improves the

implementation of preventive care. To this end, an

interview with the innovation manager was conducted

to answer the following research questions: (1) What

regulatory change is required to make preventive care

successful? (2) For what do we need DHTs most? (3)

What is the future role of a health insurer? and (4) Why

would a health insurer offer DHTs?

Next, related work on preventive care and BMI is

presented. The qualitative research methods are then

described. Finally, the results of the interview are

followed by a discussion and conclusion.

852

Mekniran, W., Kramer, J. and Kowatsch, T.

Reimagining Preventive Care and Digital Health: A Paradigm Shift in a Health Insurance’s Role.

DOI: 10.5220/0012400300003657

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 17th International Joint Conference on Biomedical Engineering Systems and Technologies (BIOSTEC 2024) - Volume 2, pages 852-858

ISBN: 978-989-758-688-0; ISSN: 2184-4305

2 RELATED WORK

2.1 Focus on Preventive Care

Preventing non-communicable diseases (NCDs),

including common mental disorders, is essential to

reduce the substantial burden on healthcare systems.

Particularly in low-middle-income countries,

healthcare costs for NCD are worsening (Hajat &

Stein, 2018) (Murphy et al., 2020). Recognizing these

health and economic challenges, WHO declared 2021

to 2030 a decade of healthy aging (WHO, 2020). This

initiative aims to reform the current sick-care system,

where ambiguous actions hinder various stakeholders

from collectively promoting preventive care.

To achieve sustainable prevention and healthy

aging goals, the WHO outlined priority action areas

such as ensuring that communities foster and provide

access to long-term care for those in need. As aging

leads to NCDs, the obvious solution is to proactively

minimize those risks by living a healthier lifestyle.

This movement to extend the health span rather than

merely living longer refers to healthy longevity (Fried

et al., 2022).

2.2 Business Model Innovation

Business Model Innovation (BMI) is a

reconfiguration of the business model to generate

more value (Foss & Saebi, 2017). For instance,

transitioning from a product-based to a service-based

model, incorporating digital platforms for customer

engagement, or adopting a subscription model for

recurring revenue. Given this context, the way

healthcare providers administer health interventions

and how governments structure reimbursement

strategies can be examined through the lens of BMI.

This approach is vital for the successful

implementation of preventive care (Kaplan &

Milstein, 2019). For instance, if a digital channel is

used to deliver health interventions, trust plays a

pivotal role; therefore, the choice of the delivery

channel must be carefully considered (De Santis et

al., 2021). In a time of rapid demographic and

technological changes, preventive care needs suitable

business models and ecosystems to be truly efficient.

Therefore, current stakeholders in healthcare

systems, such as health insurance firms, need to

evaluate new business models to match their

capabilities with the desired value propositions. This

study explores possible approaches that could make

preventive care more effective and examines how

DHTs can offer valuable contributions.

3 METHODS

To address the research questions previously

mentioned, an interview was conducted with an

innovation manager. The interview framework was

developed based on topics highlighted during the

Scale-IT-up 2024 workshop, which focuses on

emerging business models in the field of digital

health. This workshop is held in collaboration with

the 17th International Joint Conference on

Biomedical Engineering Systems and Technologies

(BIOSTEC, 2024). The methodological details are

outlined below.

3.1 Data Collection

The interview was conducted with Dr. Jan-Niklas

Kramer in October 2023. The authors developed a

structured interview guide following a BMI research

framework in Figure 1 (Foss & Saebi, 2017). The

dimensions in this Business Model Innovation (BMI)

research framework offer insights into why

organizations are motivated to adopt BMI

(antecedents), how BMI is influenced at various

organizational tiers (moderators), what the

anticipated results of BMI are (outcomes), and the

process through which BMI evolves.

Figure 1: BMI research framework. Note: own illustration

adapted from Foss & Saebi (2017).

3.2 Data Analysis

The interview was conducted and transcribed with

Microsoft Teams Classic (version 1.6). This study

used the qualitative data analysis tool ATLAS.ti

(version 23) to analyze interview transcripts. The

preliminary coding frame is based on the interview

outline. Data were analyzed using a thematic analysis

process (Clarke et al., 2015).

The coding focused on areas of BMI to derive

insights from interview questions. This study

followed the thematic analysis approach of Clarke et

al. (2015): (1) becoming familiar with the data,

(2) generating codes, (3) generating themes,

Reimagining Preventive Care and Digital Health: A Paradigm Shift in a Health Insurance’s Role

853

(4) reviewing themes, (5) defining and naming

themes, and (6) finding examples.

Table 1 lists themes and definitions used to derive

insight from answers to the research questions. This

study adopted a Business Model Navigator (BMN) to

help guide the data analysis process in Figure 2

(Gassmann et al., 2020). In addition, the BMI process

in the BMI research framework has been replaced

with the four dimensions of BMN: What, Who, How,

and Value. Eventually, the BMN dimensions provide

us with logic to investigate specific relationships in

business models, specifically what is offered, how it

is delivered, how the value is captured, and to whom.

Figure 2: Business Model Navigator’s dimensions. Note:

own illustration adapted from (Gassmann et al., 2020).

Table 1: Theme and its definition. Note: BMI stands for

business model innovation.

Theme Definition

Antecedents:

external

Change in competition,

stakeholder, etc.

Antecedents:

internal

Dynamic capabilities, change in

strateg

Moderators:

macro-level

Competition law, regulations

Moderators:

firm-level

Organizational values, design,

culture

Moderators:

micro-level

Managerial cognition, loss

aversion, etc.

Outcomes:

finance

Financial performance, revenue,

etc.

Outcomes:

innovativeness

New value creation

Outcomes:

cost reduction

Lower cost in operation

BMI: what Offering

BMI: who Target customer

BMI: how Delivery of an offer

BMI: value Revenue model and cost structure

4 RESULTS

This section describes emerging themes, the

identified corresponding BMI elements, and their

classifications according to our research questions,

for instance, What and Who dimensions of the

business model that capture the value proposition

aspect of the results are analyzed (Gassmann et al.,

2020). Figure 3 presents a heat map that displays the

overall distribution of themes derived from the

interview. The numerical values on the heat map

represent the frequency of each theme in relation to

each research question (RQ). In this way, the heat

map illustrates both the quote density and the

structure of this particular interview.

Figure 3: Heat map of theme distribution based on business

model innovation dimensions (vertical) according to the

research question 1-4 (horizontal).

4.1 What Regulatory Change Is

Required to Make Preventive Care

Successful?

Table 2 lists the external and internal motivators

(antecedents) and moderators at the macro-level that

set the landscape of preventive care in the current

state. An underlying message is that Swiss

regulations must enable preventive care offerings in

general

Although there are examples of alternative

reimbursement systems for secondary and tertiary

prevention, such as Prescription Digital Therapeutics

in Germany (FIDMD, 2020); (Fürstenau et al., 2023),

regulatory bodies still need to successfully combine

efforts to lower the hurdle of preventive care

implementation in Switzerland.

Scale-IT-up 2024 - Workshop on Emerging Business Models in Digital Health

854

Table 2: Quote on regulations for preventive care in the

current state.

Theme Quote

antecedents:

external

the regulatory landscape is a big hurdle

for prevention... The law limits

healthcare providers from offering

preventive services...

antecedents:

external

prevention is the responsibility of each

and everyone... himself or herself.

antecedents:

internal

Historically...the philosophy of the

Swiss healthcare system is... a sick care

system

antecedents:

internal

Ideally, the first step comes from the

policymakers themselves…and acting

together, this is something that does not

yet seem to be the case in Switzerland.

antecedents:

internal

...for example, the farmer and

MedTech and lobby, who could oppose

these regulations as they might threaten

their current business model.

moderators:

macro-level

...in Germany, for example, with the

DiGA list, it is not prevention, but it is

an example where the system has put a

legal process for the reimbursement.

moderators:

macro-level

We as a society need to (be) regulated,

(and) it is also an enabler.

4.2 For What Do We Need DHTs

Most?

Table 3 lists the value propositions of DHTs from the

What and Who dimensions of the business model,

along with the expected outcomes that could be

derived from DHTs. The results of the interview

suggest that DHTs are particularly beneficial for

improving access to care for stigmatized and chronic

diseases, such as HIV/AIDS and mental health issues,

especially among vulnerable populations such as the

elderly and low-income communities. Contrary to

popular belief, the primary users of DHTs tend to be

middle-aged rather than younger individuals,

according to CSS experience. There is a selection bias

among the user group, as healthier individuals

frequently adopt DHTs (Lupton, 2020).

Table 3: Quote on value propositions of DHTs.

Theme Quote

BMI:

what

...high value (for) the classic non-

communicable diseases, heart disease,

diabetes, and obesity.

BMI:

what

where there is a shortage in care such as

dermatology...similar(ly) mental

health...access to care is a great

opportunity for digital health.

BMI:

who

diseases that are stigmatized; mental

health, but also sexually transmitted

diseases.

BMI:

who

convenience factor (as) in our telemedicine

models we have a very broad spectrum of

people, but mostly they are drawn in by the

price.

BMI:

who

We often have a mean age of around

45…contradicts the assumption that digital

products are primarily for the younger

population.

BMI:

who

... The people who use digital products are

more health conscious, more healthy...

selection bias.

outcomes:

cost

reduction

...low burden way to access care, and...we

are seeing that digital health technologies

in mental health (are) among the most

successful examples.

4.3 What Is the Future Role of a

Health Insurer?

Table 4 reports on quotes around the future role of

health insurance companies from the How dimension

of the business model and the expected outcomes of

BMI. Three strategies that insurers could shift their

role based on the results of the interview: (1) staying

out of the healthcare market and pursuing a cost-

leadership strategy; (2) supporting healthcare

providers as contract innovators in implementing

preventive care (Gilson et al., 2009); and (3)

extending the range of offerings as a healthcare

provider themselves.

Reimagining Preventive Care and Digital Health: A Paradigm Shift in a Health Insurance’s Role

855

Table 4: Quote on the shift in the role of health insurance.

Theme Quote

BMI:

how

offering a capitation model where

physicians are also accountable and

responsible for prevention.

BMI:

how

...health content, with counselling

trying to help people navigate the

healthcare s

stem.

BMI:

how

...so-called managed care

contracts...typically between the

insurer and a

rimar

care network.

outcomes: cost

reduction

a cost leadership strategy, focusing

and reducing all other expenses and

focusing on paying the healthcare

ills.

outcomes:

financial

erformance

...to negotiate integrated care

contracts with hospitals and primary

sicians

(

Contract innovator

)

outcomes:

innovativeness

...move toward being a health care

partner and a health

organization...extending the business

model more towards healthcare

services.

4.4 Why Would a Health Insurer Offer

DHTs?

Table 5 highlights quotes about why health insurance

companies would offer DHTs. The findings suggest

that insurers can differentiate themselves by

improving the user experience, serving as both a

primary advisor and a comprehensive information

platform that links to additional healthcare services.

For example, the WELL app from the CSS allows

users to assess their symptoms and schedule doctor's

appointments, all within one platform. Furthermore,

DHTs promise to lower expenses related to the

management of chronic diseases. This can be

achieved through features such as medication

reminders and automated health summary, among

others.

Table 5: Quote on why insurance would offer DHTs.

Theme Quote

BMI:

how

...to facilitate information exchange

etween healthcare

roviders and.

BMI:

what

...project with the highest value

created...in the customer

erience.

outcomes: cost

reduction

mainly for this purpose (as for)

chronic disease programs and the

main benefit would be cost savin

outcomes:

innovativeness

...customer experience and

differentiation in the market.

5 DISCUSSION

The interview results show that the Swiss healthcare

system's focus is on sick care and not on preventive

care. To this end, the results are consistent with

previous work, which shows that prevention is mostly

neglected (Gmeinder et al., 2017). At the same time,

the capitation model is gaining momentum in health

insurance, confirming the trend of shifting values and

roles between insurers and healthcare providers

(Miller, 2009).

An explanation for the care-providing limit and

the absence of reimbursement models is described as

necessary changes in Section 4.1. Regulation is seen

as motivators and moderators of BMI that,

unfortunately, hinder the move away from sick care

to health care. Another structural challenge is the

annual option for customers to cancel their insurance

contracts. This arrangement discourages insurers

from investing in long-term preventive measures. The

reason is that the benefits of such investments, such

as cost savings, manifest over an extended period. If

a customer switches to a different health insurance

provider within that time, the financial advantages go

to the competitor. However, as described in Sections

4.2 and 4.3, insurers look forward to collaborating

with healthcare providers using DHTs and to

incentivizing healthcare providers to make

provisions, as the remuneration system, like the

capitation model, can have an impact on overall

health outcomes (Kaplan & Milstein, 2019). It was

also revealed that DHTs are primarily employed by

health insurance companies to improve the customer

healthcare experience, rather than focusing on illness

prevention (see Section 4.4).

The discovery was made that DHTs can provide

benefits, such as expanding care access for vulnerable

populations with stigmatized and chronic diseases.

Additionally, DHTs will further reduce the operating

costs of current healthcare providers. This could

include hospitals and other medical facilities by

automating primary care functions such as routine

checks, medication management, and basic

diagnostic tests.

As limitations and future scope of this work,

current findings should be deepened by additional

interviews to continually reduce opinion biases.

Second, the discussed region could be extended

beyond Switzerland to neighboring countries. Lastly,

employing a second or third investigator to

triangulate the coding process could reduce human

error. Future research will extend the current work to

include various stakeholders in the health insurance

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industry, such as policyholders, healthcare providers,

regulatory agencies, and insurers.

6 CONCLUSIONS

Qualitative data was collected and analyzed from an

interview with Dr. Kramer, an innovation manager at

one of Switzerland's largest health insurers.

According to our findings, regulatory frameworks for

preventive measures enable providers to offer to

individuals in need.

From a BMI perspective, our findings highlight

the trend of collaboration between insurers and

healthcare providers. This makes health insurers

important in setting the right incentives for primary

care providers, such as the capitation model that

controls the volume of care given and rewards a cost-

saving strategy (Miller, 2009).

Although there are approaches to achieving cost

leadership and innovating business models for health

insurance companies, DHTs present a great potential

to realistically enable future health insurance roles.

Lastly, future research can compare different

geographic regions and the paradigm-shifting

dynamic of preventive care.

CONFLICTS OF INTEREST

WM, JK, and TK are affiliated with the Centre for

Digital Health Interventions (CDHI), a joint initiative

of the Institute for Implementation Science in Health

Care, University of Zurich; the Department of

Management, Technology, and Economics at the

Swiss Federal Institute of Technology in Zürich; and

the Institute of Technology Management and School

of Medicine at the University of St Gallen. CDHI is

funded in part by CSS, a Swiss health insurer and

MavieNext, an Austrian healthcare provider. TK is

also a co-founder of Pathmate Technologies, a

university spin-off company that creates and delivers

digital clinical pathways. However, neither Pathmate

Technologies nor MavieNext were involved in this

research.

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APPENDIX

Topics of interest at the 17th International Joint

Conference on Biomedical Engineering Systems and

Technologies (BIOSTEC, 2024) include, but are not

limited to:

 How to make prevention successful?

 How to make healthy longevity successful?

 How to make healthy aging successful?

 How to make elderly care successful?

 How to cope with the economic burden of

non-communicable diseases?

 Which emerging business models in digital

health are promising?

 What needs to change in terms of regulations

to make digital health successful?

 What is the future role of a health insurance

company?

 Which digital health technologies (DHTs)

are already used and reimbursed? In which

fields? What are those offerings? How are

these paid for? (self-paid, basic insurance,

additional insurance, etc.)

 Are you offering DHTs? Did you develop

these DHTs yourself or are you partnering

with startups or other companies?

 Do you offer DHTs rather in the prevention

or in the management of diseases?

 For which diseases do you think we need

DHTs most? Why? Where do you think

DHTs will work best? (what kind of disease

and persona)

 What is your main goal of offering these

DHTs? (new revenue streams, cost-

efficiency, customer loyalty)

 What is the importance of business

ecosystems for these DHTs?

 What kind of learnings did you generate so

far? Are there DHTs that worked better than

others? Why?

 Could you already assess the effectiveness

and/or efficiency of DHTs?

 What kind of DHTs failed? What were the

reasons?

 How would you improve DHTs you are

offering?

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