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Digital Health and Disruption in Diabetes

Digital Health and Disruption in Diabetes


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Identifying opportunities for life sciences manufacturers


Executive summary

Digital Health is a term that has been used in so many different contexts, the definition has become blurry. We have come to define it as the combination of healthcare, life sciences and technology capabilities to fill unmet needs in the patient journey.

Looking at the issue a little more closely, the digital health landscape already consists of a set of players with varying capabilities who address some, but not all, aspects of patient wellness and healthcare. As the web of digital health participants evolves and becomes more complex, the race will be on to devise new ways to achieve better patient outcomes, reduce healthcare spend and improve customer experiences.

Life sciences companies are wellpositioned to identify those digital health opportunities that most closely align with not only patients' needs, but their own long-term growth objectives. (For KPMG's Digital Health Ecosystem Framework please refer tothe chart on page 15.)

Although we will explore how digital health solutions can impact other disease states in upcoming publications, our first case is diabetes for a number of reasons:

  • Both Type One and Type Two Diabetes are chronic conditions. As such, there are many unmet patient needs throughout the lifecycle from awareness and diagnosis to acute care and long-term lifestyle and health management.
  • Diabetes affects a large population, so there are significant opportunities to improve patient outcomes and quality of life.
  • Despite many established drugs, devices and technologies, diabetes remains a condition where patients are still searching for differentiated solutions.

This paper and those that follow are intended to serve as guides for life sciences organizations seeking to determine where the opportunities and threats lie as digital health becomes more mature and ubiquitous. As reflected in KPMG's 2018 CEO Outlook Survey, the idea of disrupting the disruptors has taken hold in all industries, with more than half of CEOs actively disrupting the sectors in which they operate, rather than waiting to be disrupted by competitors.It is critical that life sciences companies seize opportunities to build, buy or partner to create digital health solutions that span the patient journey, before they are overtaken by technology leaders seeking to do the same.

For more information, download the full report below.


1. KPMG 2018 Global CEO Outlook.

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

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