Innovative Development Directions of Digital Therapeutics Highlighted at the 5th Future Healthcare 100 Summit

April 16Day-18th, organized by VCBeat, co-organized by the People's Government of Wujiang District, Suzhou City, and the Guangdong Zhong Nanshan Medical Foundation, with co-sponsorship from Suzhou Wujiang Oriental State-owned Capital Investment and Operation Co., Ltd., and Alibaba Health as the exclusive strategic partner“The 5th Future Healthcare 100” ConferenceIn Suzhou·Wujiang kicks off the event.

The conference features three main forums: the Trends Summit, the Strategy Summit, and the International Medical Innovation Summit; as well as 16 sub-forums: the Personalized Diagnosis and Treatment Forum, the Digital Therapeutics Innovation Forum, the Health Insurance Technology and Commercial Health Insurance Forum, the Primary Care Innovation Practice Forum, the Pharmaceutical Digital Marketing Forum, the High-Value Consumables Development Forum, the Internet Hospital Innovation Forum, the Scientific Achievement Transformation and Industrial Development Forum, the Assisted Reproductive Technology Industry Development Forum, the LP-GP Summit, the Data Intelligence and Payment Innovation Forum, the Smart Hospital Innovation and Development Forum, the Health Management Innovation Forum, the Digital Pharmaceutical R&D (ITBT) Forum, the Medical Aesthetics Industry Innovation Forum, and the Early Cancer Screening Forum.

At the Digital Therapeutics Innovation Forum held on the afternoon of April 16, keynote addresses were delivered by Yang Ruirong, Partner at Yuan Yi Capital; Yang Han, Deputy Secretary-General and Head of the Strategic Development Department at the China Association for Promotion of Rehabilitation Technology Translation and Development; Li Sirui, General Manager of the Strategic Development Center at Tasly; Jiang Tianjiao, Dean of VCBeat Institute; Dong Yufang, Head of Takeda China’s Innovation Incubator and Digital Advisory Committee in China; Xia Wenrong, Director of Innovation and Digital Transformation in Sanofi’s Digital Department; Dr. Wan Ma, General Manager of the Weimai AI Digital Therapeutics Center; Zhang Wei, Founder of Yongliu Technology; David Benshoof Klein, Co-founder and CEO of Click Therapeutics; Tryggvi Thorgeirsson, Co-founder and CEO of Sidekick Health; Everett Crosland, Business Advisor at Cognito Therapeutics; Brent Vaughan, CEO of Cognito Therapeutics; Song Yiran, Investment Director at Yuan Yi Capital; Li Yi, Acting Head of Merck China Innovation Center and Director of Innovation Incubation Investment; Liu Yunjiang, Founder and CEO of Yunkai Yamei; Zhang Jing, Chairman and General Manager of Senmei Medical Technology; Bi Yuanfeng, Co-founder and COO of VCBeat; Zeng Yongqin, Senior Director at Philips Ventures; Yan Jingjing, Founding Partner at Tan Zhen Capital; Zhang Zhiguang, Founder of AlsoLife; Ji Yongnan, Director of Healthcare Applications at NVIDIA China; and Ma Ke, Executive Director at Northern Light Venture Capital. The session was moderated by Song Yiran, Investment Director at Yuan Yi Capital.

Guests delivered speeches on topics including industry development prospects, opportunities and challenges, exploration and practice, and future directions for innovative development. VCBeat has compiled the guests’ insightful viewpoints.

Li Sirui, General Manager of the Strategic Development Center at Tasly

Digital transformation has opened up new frontiers in the healthcare industry, particularly in areas such as digital therapeutics, which have unlocked novel, unmet clinical needs.Digital therapeutics are currently mainly applied inFour Directions：

1. Pre-screening, early warning, and even supportive therapies for physical health conditions.

II. For disease management and prevention, this aspect operates at the low-to-mid tier, effectively elucidating prescription or over-the-counter regimens and supporting related therapeutic interventions in the context of monotherapy.

III. Optimize the therapeutic effects of medications.

4. Areas related to the treatment of diseases and physical disorders.

The widespread adoption of mobile internet has helped us build the infrastructure for digital therapeutics,Including what we have previously mentioned about internet hospitals inRapid nationwide expansion across China began in 2019, we have established a solid foundation with scientific evidence-based data for the next step of expanding the application of data intelligence in the clinical field.

With the widespread adoption of mobile internet largely complete, approval policies steadily advancing, and payment barriers gradually being broken down, there are value-creating innovative opportunities in future-oriented sectors such as healthcare, medical insurance, industry, physicians, and hospitals; however,In its nascent stage, greater industry self-regulation and broader public awareness and acceptance are needed to steer this sector away from unchecked,野蛮 growth. From the outset, we must cultivate a conducive environment for development, with the ultimate goal of providing patients with superior therapeutic options. Digital therapeutics hold the promise of establishing a multi-dimensional, dynamic framework.“Path to Health”: Pioneering a Blue Ocean of Unmet Clinical Needs.

Jiang Tianjiao, Dean of VCBeat

Precise Definition of Digital Therapeutics: At its core, digital therapeutics consists of software-based, evidence-backed interventions designed to treat, manage, or prevent diseases.

Digital therapeutics (DTx) are standardized software solutions that deliver clinical benefits through educational methods and tools grounded in cognitive behavioral therapy (CBT). DTx is software-driven, with direct intervention delivered by the software itself—whether through AI-powered natural language processing-based conversations or video-based instructional courses. In this model, physicians primarily monitor adherence to the prescribed progress and proper use of the tool, marking a significant shift in their traditional role.

The core significance of digital therapeutics (DTx) lies in connectivity. DTx directly engages in intervention, treatment, management, and prevention, thereby penetrating the core of healthcare. It is grounded in evidence-based medicine and targeted at specific disease categories. Major players and practitioners in internet healthcare may not necessarily become leaders in the DTx sector, as a connectivity-driven mindset differs fundamentally from a clinical mindset. This distinction marks a critical transition from mere connectivity to active intervention. The entry of more enterprises into the DTx space this year represents a landmark event for the medical digitalization industry. Henceforth, professionals engaged in digital health can no longer be regarded as peripheral; instead, they have moved into the central arena of healthcare.

Digital therapeutics may undergo annual iterations; it is worth considering what constitutes their competitive barriers, what truly defines an innovative business model, and how to take the first step in implementing such a model. Digital therapeutics likely face many other challenges as well. Therefore, we believe that reflection on digital therapeutics and industry development has only just begun. Those who can clearly address these issues are more likely to uncover new opportunities in the future.

Dong Yufang, Head of China, Takeda China Innovation Incubator and Digital Advisory Committee

How Digital Therapeutics Transform Patients’ Lives: Achieving a Zero-Bleeding State and Returning to Normal, Healthy Living. In the future, digital therapeutics will extend beyond single-aspect interventions, playing a comprehensive role in prevention, treatment, and long-term disease management.

Digital therapeutics may be delivered via online platforms, combining virtual care teams with software to provide users with enhanced care and experience. They may also integrate with hospital pathology systems to optimize digital therapeutic interventions and serve as a connective link between patients and physicians. In this context, digital therapeutics remain an adjunctive tool, with their core value residing in the software component.

How to Develop Digital Therapeutics from Scratch: Key Steps SummarizedStep 1: Establish a concept grounded in theoretical evidence of efficacy. Step 2: Develop the product and conduct clinical validation, which encompasses the entire software design and development process. Step 3: Submit the finalized product for review by regulatory authorities.

Xia Wenrong, Director of Innovation and Digital Transformation, Sanofi Digital Department  

Digital therapeutics inevitably involve specific technologies and protocols. Which technologies can be leveraged for digital therapeutics? I believe augmented reality (AR) and virtual reality (VR) are highly beneficial. If you are interested in developing digital therapeutics, here are several recommendations: First, ensure high patient acceptance and interactivity; second, maintain consistency; third, prioritize data security and patient support.

At the same time, Sanofi will leverage the digital health ecosystem (startups & technology companies) to accelerate strategic initiatives within the organization and incubate new business models.

Wan Ma, General Manager of Weimai AI Digital Therapeutics Center, Ph.D.

Ten Fundamental Principles of Digital Therapeutics Products:

(1) Prevention, management, and treatment of a specific category of disease or disorder;

(2) Software-driven medical interventions;

(3) Integrating best practices in design, manufacturing, and quality assurance;

(4) Engage users in the product development and usability processes;

(5) Integrate patient privacy and security protection;

(6) Apply best practices for product deployment, management, and maintenance;

(7) Publish trial results, including those with clinical significance, in peer-reviewed journals;

(8) Collect, analyze, and apply real-world evidence and/or product performance data;

(9) Reviewed, cleared, or certified by regulatory authorities as needed to support the product’s claims regarding risk, efficacy, and intended use;

(10) Provide reasonable descriptions of the product based on clinical evaluation and regulatory status.

Three Key Features of the Digital Therapeutics System: Physician’s Assistant, Open Patient Dialogue, and Interpretable Data Feedback. Our digital therapeutics solution is unique, offering greater vertical specialization, enhanced security, and faster performance.

AI has become critically important throughout the entire development process of digital therapeutics. At the core of this process is self-driven, effective interaction with patients. Underpinning these interactions is the potential for deep computational analysis, which represents the value that AI brings. Behind AI lies clinical knowledge graphs; behind these graphs are fundamental computations and deep learning. Different delivery formats incorporate varying types of guideline-based graph expertise. This enables Weimai to establish highly automated processes in its patient service operations.

Zhang Wei, Founder of Yongliu Tech

Yongliu Technology is exploring disease course management and digital therapeutics in the field of dermatology. Digital therapeutics will empower physicians and patients with a disease-centric approach, while organizational capability serves as the core competitiveness for its disease course management and digital therapeutics businesses.

Patterns of Digital Therapeutics Developed by Chinese Companies:Digital therapeutics represent an upgrade of the digital healthcare model centered on specific diseases,An effective software definition is highly apt. On this basis, it is important to note that the efficacy must be clinically validated. Furthermore, a product that has been extensively validated by patients requires support from a disease management system. Digital therapeutics need to achieve breakthroughs at specific points within the value chain, and the entire value chain must be underpinned by the disease management system on which digital therapeutics rely.

For internet companies that have historically provided asset-heavy services, understanding information constitutes the first step in internet healthcare, with the most critical capability being how to leverage the internet for information dissemination. The second step is remote outpatient care, which builds upon the internet not only to disseminate information but also to deliver professional services. The third step involves offline supply chains built upon these professional services. From the first to the third step, the proportion of internet and digital components gradually decreases, as traditional asset-heavy services become increasingly substantial. The fourth step is even more asset-intensive, requiring a deep professional understanding, as well as genuine reverence, comprehension, and practice of medicine. In summary, two core capabilities are required: first, professional medical expertise; second, innovative technological capabilities, including how to utilize technology,How to transform technology into a business model, and how to adapt technology into a model that meets the needs of stakeholders in the value chain.

From left to right:Song Yiran, Investment Director at Yuan Yi Capital; Li Yi, Acting Head of Merck China Innovation Center and Investment Director of Innovation Incubation; Xia Wenrong, Director of Innovation and Digital Transformation in Sanofi’s Digital Department; Dong Yufang, China Head of Takeda China Innovation Incubator and Digital Advisory Board; Liu Yunjiang, Founder and CEO of Yunkai Yamei; Zhang Wei, Founder of Yongliu Technology; Zhang Jing, Chairman and General Manager of Senmei Medical Technology

Comprehensive chronic disease management should encompass the entire care continuum, ranging from screening and consultation to triage, pharmacological treatment, surgical intervention, and rehabilitation. Treatment strategies must be tailored to different disease stages within the same condition, necessitating differentiated management approaches. Digital therapeutics will inevitably be grounded in chronic disease management; their integration can enhance therapeutic outcomes and better empower physicians, patients, and pharmaceutical companies.

Many digital therapeutics are generic, with modular components such as those for sleep management. Various disease-related issues extend beyond nutrition and exercise; these modules are being standardized, modularized, and generalized. Given China’s large population base, patient consultations with physicians are often brief, leading to gaps in follow-up information. Digital therapeutics aim to bridge these informational gaps as well as address psychological support deficiencies during the treatment process. There remains significant potential in chronic disease management. To survive amid intense market competition, companies must truly address patients’ core needs.

In chronic disease management, the deeper integration of digital therapeutics with chronic care protocols enhances both treatment efficiency and outcomes. Product sales strategies are increasingly focused on vertical chronic disease management to improve patient adherence and achieve superior results. Therefore, pharmaceutical companies can holistically integrate chronic disease management into both their pharmaceutical products and digital therapeutic offerings.

From left to right: Bi Yuanfeng, Co-founder and COO of VCBeat; Marco, Executive Director at Northern Light Venture Capital; Zeng Yongqin, Senior Director at Philips Ventures; Zhang Zhiguang, Founder of AlsoLife; Ji Yongnan, Director of Healthcare Applications, NVIDIA China; Yan Jingjing, Founding Partner at Tan Capital

In the field of digital therapeutics, China appears to have more favorable market conditions than the United States. With larger sample sizes and lower data acquisition costs, China is poised to achieve a leading position in certain areas of digital therapeutics at a specific stage of development, mirroring the growth trajectory of the traditional internet industry.

Meanwhile, China also faces challenges in developing digital therapeutics:

First, mechanistic validity. The ability to rigorously substantiate each product level with sound medical principles, ensure the closure of the entire medical theoretical framework, and ultimately yield robust clinical data serves as a strong driver for physicians.

Second, patient adherence. Digital therapeutics require patients to dedicate a certain amount of time to using the product and accumulate a specific duration of use before any therapeutic improvement can be achieved.

The challenge in developing digital therapeutics lies in assembling a team capable of excelling in both mechanistic rigor and patient adherence, effectively integrating these two aspects by identifying their synergistic intersection, much like aligning key product requirements.

For entrepreneurs developing digital therapeutics in the field of mental illness, there are several major challenges:

First, a sharp decline in revenue. This stems from the lack of reimbursement mechanisms for digital therapeutics in China.

Second, the lack of multidisciplinary teams. Digital therapeutics is an endeavor that can only be successfully executed by multidisciplinary teams. Such teams require expertise in healthcare, the ability to identify payers, and a TMT (Technology, Media, and Telecom) mindset to design effective user interfaces and even drive user retention. However, such teams are scarce in China.

Within the broad field of brain science, the areas worthy of development for digital therapeutics include: first, autism; second, attention-deficit/hyperactivity disorder (ADHD); third, Parkinson’s disease; and fourth, sleep disorders.

In the fields of brain science and neuroscience, many diagnoses and assessments are conducted through observation and dialogue. These observational and conversational approaches can also yield similar, or even superior, results through computational methods, revealing greater detail. The supportive role of AI technology in this sector is highly encouraging.

Finally, here is some advice for entrepreneurs: First, consider how to establish your own competitive barriers when entering this industry. Second, assess the strength of your fundraising capabilities. Third, recognize that digital therapeutics constitute a component of the end-to-end care provided to patients; whether you are a device manufacturer or a startup, strive to build a complete closed-loop system. Fourth, do not equate digital therapeutics with internet-based healthcare. Digital health is not merely a business model; stakeholders must maintain a clear understanding and exercise appropriate restraint in this sector.