Value Proposition and Innovative Models for Multi-Sectoral Engagement in Global Health Proceedings of a Workshop (2020) / Chapter Skim
Currently Skimming:
4 Value Proposition for Multi-Sectoral Engagement in Global Health
4 Value Proposition for Multi-Sectoral Engagement in Global Health
Pages 25-38
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 25... ...
. • Many technology companies have independent ideologies that do not embrace outside guidance about how they need to conduct business; however, there is growing recognition among the tech industry that it cannot work in a vacuum, and it needs to establish partnerships -- particularly because it has encountered constraints in data access and use (Dolley)
|
From page 26... ...
Taylor explained that the last four administrators BOX 4-1 Objectives for Session 1: Value Proposition for Multi-Sectoral Engagement in Global Health To explore assumptions about industry's value proposition for global health engagement and about other global health stakeholders' value proposition for industry engagement by • understanding how various companies and industry sectors define and measure value relevant to global health and highlighting the commonali ties and differences; • discussing decision making around industry engagement with global health, including balancing risk with value; and • discussing decision making within the global health community around engaging with industry, including balancing risk with value.
|
From page 27... ...
Other sectors are also playing a significant role in these growing markets and are determining how to expand market opportunities to create reasons for engaging. Taylor highlighted that the reasons NGOs enter partnerships include bringing new skills and technology to a region, building capacity, and developing ways to use data to solve problems.
|
From page 28... ...
Next, Shawn Dolley, director of Life Sciences and Health Care at the Cloud-based software company Cloudera, described why "Big Tech" is interested in global health engagement. He clarified that Big Tech includes companies such as Amazon, Apple, Cloudera, Facebook, Google, Intel, Microsoft, SAP, and other multi-billion-dollar software companies.
|
From page 29... ...
Wilkinson suggested there needs to be increased sharing of information between civil society organizations, governments, and the private sector to better sustain health interventions and to improve people's health. In particular, civil society organizations and the private sector share an interest in understanding what leads to better long-term, healthseeking behavior outcomes.
|
From page 30... ...
. The fellowship program has a specific value proposition: Merck fellows help build capacity in their areas of focus, and, after the fellowship, they bring their learnings back to the company.
|
From page 31... ...
Taylor then asked the panelists how considerations regarding partnerships differ when engagement can lead to private-sector business opportunities that create competitive advantages -- how do such opportunities change the value proposition and the way people think about partnering? Dolley responded that Big Tech's first consideration is the likelihood of project success.
|
From page 32... ...
For Merck, the benefits of partnering -- including increased potential for scale and impact -- typically outweigh concerns regarding branding. Colatrella noted that Merck's work with 14 companies, as part of the Gates Global Health Roundtable, exemplifies this idea.
|
From page 33... ...
John Monahan, senior fellow at the McCourt School of Public Policy and senior advisor to the president at Georgetown University, noted a lesson learned from the session: for a partnership to work, all partners need to understand how each partner defines the value proposition. He asked panelists for their perspectives on whether partnerships are more sustainable in situations where shared value is transparent and has been negotiated.
|
From page 34... ...
Colatrella noted the importance of recognizing the value that the private sector can bring to public health. SMALL TABLE DISCUSSIONS: INCENTIVES AND BARRIERS FOR ENGAGING IN GLOBAL HEALTH THROUGH MULTI-SECTORAL MODELS Kumar noted the small table discussion session would focus on barriers and enablers to PPPs based on value proposition and on multi-sectoral engagement.
|
From page 35... ...
assistance and the limited resources available. Another incentive for a company is the knowledge-base advancement that would likely result from its contributions to or participation in global health engagement.
|
From page 36... ...
Another factor may be a lack of understanding around the legal environments in which partnerships happen or a lack of clarity about whether a partnership, rather than a single organization, needs to undertake the initiative. Olusoji Adeyi, director of the Health, Nutrition, and Population Global Practice at the World Bank Group, noted that his group described one deterrent to multi-sectoral engagement: partnerships do not always lead to positive results in the short term, and the negative publicity that could result may lead to risk aversion.
|
From page 37... ...
VALUE PROPOSITION FOR MULTI-SECTORAL ENGAGEMENT 37 Another participant noted that hesitancy to act on a new idea or to establish a new relationship, as well as the complexities involved with multiple parties, can deter multi-sectoral engagement. Additionally, different stakeholders often have different agendas, and finding the intersection between agendas can be challenging.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.