Yu Guangjun, President of Shanghai Children's Hospital: The Future of Internet Healthcare Lies in Universal Participation
Editor’s Note: On December 10, the Shanghai Medical Association established the Specialized Committee on Internet Healthcare and held the Forum on Internet Hospitals and Telemedicine. This article presents the keynote address on “China’s Internet Plus Healthcare and Its Development Trends,” delivered by the President of Shanghai Children’s Hospital and the inaugural Chair of the Shanghai Medical Association’s Specialized Committee on Internet Healthcare, with edits and abridgments.
Internet healthcare has been a highly popular sector in recent years. In 2014, we were still discussing what was termed “mobile healthcare.” By 2015, the focus had shifted from “mobile healthcare” to “internet healthcare.” That year, the internet sector was often described by the phrase “pigs can fly when caught in an updraft,” highlighting its intense hype—suggesting that even the least prepared could succeed amid the fervor. In my view, by 2016, the heat surrounding internet healthcare had somewhat cooled, as the industry entered a period of rational reflection, marking a return to fundamentals before moving forward again.
The development of internet-based healthcare has found a pivotal opportunity, with the curtain raised on this initiative by a report delivered by Premier Li Keqiang. The “Internet Plus” Action Plan, issued in July 2015, called for the promotion of new models of online medical and health services. This year, the General Office of the State Council released guiding opinions on promoting and standardizing the application and development of big data in healthcare.
Although the discussion centers on big data, its scope extends beyond this domain to encompass the overall development of healthcare informatization. It emphasizes the need to standardize and promote “Internet+” health and medical services, focusing on three key areas. First, it aims to develop smart health services that are convenient and beneficial to the public. This involves leveraging the corrective role of regulations, standardizing the management of internet platforms and mobile applications, vigorously promoting online health consultations, and establishing a new model of internet-based healthcare through online preliminary consultations, offline test result inquiries, and follow-up tracking. Second, it calls for the comprehensive establishment of a telemedicine application system, with strong support for the “Healthy China Cloud Service,” providing remote consultations, electronic medical records, and ECG diagnostic services. Third, it seeks to leverage the internet for medical and health education by proposing the establishment of a National Open University of Health and Medicine—a significant initiative—and forming a Chinese MOOC Alliance for Health and Medical Education.
In my view, the core of internet-based healthcare remains human-centric, revolving around the pain points of both patients and physicians. By leveraging advanced internet-related technologies, it ultimately aims to generate value and enhance efficiency and effectiveness. This, I believe, is the essence of internet-based healthcare. What are these pain points? The term “pain points” is frequently used in the internet industry. I think the primary entry point for internet-based healthcare is patient-oriented, addressing the difficulties and disorderliness patients face, as well as the high costs—all issues we hope to resolve through internet-based solutions. Additionally, patients seek knowledge on the prevention and treatment of common diseases and desire accessible services. A recent book titled The Future of Medicine highlights a crucial point: with the widespread dissemination of medical knowledge, individuals can better manage their own health. The book suggests that internet-based healthcare may serve as the most important educational lever for promoting self-health management in the future.
From a physician’s perspective, as we have discussed, there is a desire to leverage the Internet for efficient doctor-patient interactions. The second aspect is knowledge training, which aligns with the National Big Data Action Plan mentioned earlier. The third aspect is collaborative medical services, as the management of many diseases today no longer relies on individual efforts but rather on multidisciplinary cooperation. This necessitates a stratified and categorized approach to disease diagnosis and treatment services. Simple cases can be handled through online consultations, while more complex cases require multidisciplinary collaboration. The Internet technologies involved extend beyond basic connectivity; they encompass critical networking technologies, corresponding software technologies, and now include cloud computing, big data analytics, mobile Internet, augmented reality, and intelligent big data, all of which serve as technological support for the Internet infrastructure. For instance, in hospital care services, there are numerous “pocket hospitals” and WeChat-based hospital platforms, as well as appointment scheduling platforms such as Guahao.com and Baidu Doctor, all centered around hospital care services. The second category involves online medical consultation services, including emerging digital health players such as Ping An Good Doctor, which is also a member of our professional committee.
The third category comprises tools for health management and chronic disease management. Internationally, the most mature models currently focus on diabetes and asthma management services. These services integrate online telemedicine—whether through internet hospitals, network hospitals, or traditional hospitals—with telemedicine serving as the core component. Additionally, they encompass medication delivery, patient follow-up, and patient communication, all centered around patients’ medical needs. Another aspect addresses physicians’ needs, such as educational requirements in healthcare services. This includes known medical communities, auxiliary tools provided to physicians, as well as self-media platforms and professional platforms designed for physicians, all tailored to meet the needs of healthcare providers.
A three-step strategy has been proposed for the “Future Hospital,” encompassing the progression from mobile payment to ecosystem activation and ultimately to building a comprehensive health system. However, if these initiatives are not integrated with our health administration and medical reforms, many efforts are destined to fail. For instance, Alibaba Health’s pilot project in Shijiazhuang, which involved uploading orders after issuing electronic prescriptions, ultimately failed in practice. Nevertheless, the mobile payment model promoted by Alibaba has become unstoppable; payment habits via platforms such as Alipay and WeChat Pay are now firmly established (thus, there are both gains and losses).
Given that many chain pharmacy companies are engaging in regulatory gray areas to achieve breakthroughs, what else is driving change? Many foreign pharmaceutical companies are also promoting this trend, particularly in the area of high-value drug indices, with a specific focus on oncology therapies. Another key aspect is remote assisted diagnosis and monitoring, which marks a shift from traditional consultations to direct advisory services. Under third-party diagnostic frameworks, this includes electrocardiography, pathology, and medical imaging, as well as remote health monitoring for chronic disease patients—tracking metrics such as blood pressure, heart rate, and blood oxygen saturation. What opportunities and challenges does this model present? From the patient’s perspective, healthcare access will undoubtedly undergo transformation. The traditional pattern of seeking care at large hospitals will evolve into a more structured and guided approach, leveraging internet-based healthcare services for optimized triage and management.
President of Shanghai Children's Hospital, Yu Guangjun
Patients are shifting from a passive approach to healthcare-seeking behavior toward active participation. They now research which hospitals and physicians offer superior care, schedule appointments in advance, and even familiarize themselves with the general clinical workflow. This represents a subtle yet significant transformation in healthcare delivery models compared to the past. Secondly, hospitals must adapt their service delivery models. Traditionally, medical services were provided exclusively within physical facilities; however, the current trend emphasizes integrating online and offline services. Hospitals are increasingly focusing on building platforms and networks dedicated to the treatment of critical conditions.
The boundaries of hospitals will become increasingly blurred. This means that the Internet further liberates physicians, who will place greater emphasis on their personal brands. There is a trend toward the online delivery, video-based consultation, and web-enabled evaluation of medical services, all of which are integral to hospital brand building.
Another change concerns natural health maintenance. In the past, people typically sought medical advice by reading newspapers or consulting doctors; this is no longer the case. We are entering an era of self-managed health, encapsulated by the slogan, “I take control of my information.” In fact, it goes beyond just information—it is about taking control of one’s own health. The internet has not only made medical information more accessible but has also raised public awareness.
From another perspective, organizational management models are also undergoing transformation. Traditional organizational structures rely heavily on formal controls through documented approval processes and meetings, exhibiting a strong administrative character. In the internet era, however, emphasis is placed on flat management structures, informal organizations, and self-management. In this process, it is essential to leverage internet-based tools to enhance efficiency while simultaneously managing potential crises that may arise.
The internet has become the most defining characteristic of our era. The medical community must proactively embrace the internet to foster innovation and enhance the value of our services. Thank you all.