Healthcare Keynote Speaker - Kaihan Krippendorff


Healthcare is being disrupted and changing faster than ever before. For a customized keynote that is energizing, impactful, and actionable – book Kaihan for your next healthcare event or conference.


The healthcare industry is experiencing dramatic changes and disruptions. Telemedicine, Smart health, AI, automation, labor shortages, affordability and insurance debates around universal healthcare are all top of mind. When change happens there is opportunity to re-imagine business models, re-think how you engage employees, re-evaluate what impact your organization has on the world, and develop creative solutions to complex problems.



Throughout his career as a consultant, keynote speaker, and founder of the Outthinker Strategy Network (an exclusive network of Chief Strategy Officers and Executives from Fortune 500 and private companies with $1B+ revenue), Kaihan Krippendorff has worked with some of the biggest brands in healthcare including: CVS Health, Abiomed, AbleTo, Academy of Nutrition and Dietetics, Amgen, GE Healthcare, Johnson & Johnson, Pfizer, Takeda, Memorial Sloan Kettering, Vitas Healthcare, Teladoc, The Cancer Treatment Centers of America, Trudell Medical, University Orthopedics, Mosaic Healthcare, Biogen, and Zoetis.



Selecting the right keynote speaker for your healthcare event is one of the most important decisions you will make this year. Content, energy, ability to connect to an audience, and actionability are all important factors to consider. Former McKinsey Consultant, NYU Professor, bestselling author, and globally recognized authority on strategy, growth, and transformation, Kaihan Krippendorff will make your event an undeniable success with a customized healthcare keynote that leverages his unique perspective and deep experience in the industry.



The time to act is now. Don’t just be a Thinker. Be an Outthinker.



An active leader in healthcare, Kaihan brings deep industry experience, proprietary research, and exclusive insights to every keynote he delivers.


Eric Shinseki


  • Ten million people in the United States live in counties with low physical access to healthcare facilities, providers, and limited or no broadband access (McKinsey). Telehealth has skyrocketed—not just due to COVID-19, but also to treat patients in hard-to-reach areas with a lack of healthcare providers and facilities. Telehealth also saves on hospital overutilization costs when patients avoid coming to the hospital or ER for every issue.
  • During the COVID-19 pandemic, revenues in the healthcare industry fell 50 percent due to patient uncertainty over visiting healthcare facilities (Forbes).
  • Global healthcare funding reached $31.6B in Q1 2021.
  • COVID-19’s effect on minority groups has revealed significant inequity in outcomes for them: racial inequity, healthcare access disparity, social and behavioral health, and physical wellbeing (McKinsey).

Trends in Healthcare

Rise of Telehealth

Smart Health

AI and Automation

Rise of Telehealth

  • It has been estimated that there were over 1 billion virtual care visits during 2020, with 900 million related to COVID-19 (Forrester). As of January 2020, only 24 percent of healthcare organizations had implemented infrastructure for virtual care (Forrester).  
  • In areas like India and China where there are a limited number of doctors, remote medicine allows for greater density of and access to patients.  
  • The convenience of having healthcare at our fingertips changed the service model in 2020, leading to the closure of 8 percent of physician practices. But there has been an explosion of telehealth options through companies such as Teladoc and Doctor On Demand (Fast Company). Weeks after the onset of COVID-19, 98 percent of community health centers made shifts to telephonic health services (NACHC). Doctor On Demand, for example, capitalizes on convenience through digital appointments, effectively reducing patient attrition on follow-up appointments (Fast Company). 

Smart Health

  • While a trusted physician-patient relationship remains the most important factor in consumer healthcare behavior, the rise of health tech, consumer health literacy, electronic medical records, increased consumer healthcare monitoring and other factors have changed the patient care landscape.  
  • Quality metrics for telehealth and smart health innovation and care are still being developed. Beyond access to care, the quality of care should be benchmarked against in-person care. Factors such as unplanned emergency room visits, medication adherence, patient satisfaction, and diagnostic accuracy are all crucial factors to consider.  
  • With the increasing data collection functions of mobile devices come numerous opportunities for HealthTech innovators. App developers have capitalized on smartphones, tablets, and wearables as opportunities to expand healthcare access and health data collection.  
  • Health apps have an opportunity to improve public health, prevent illness, and strengthen healthcare literacy. ResApp is an application that utilizes a smartphone’s microphone to analyze cough sounds to diagnose respiratory diseases. The K Health app applies AI to give users potential diagnoses based on symptoms entered (Fast Company). A research team at the Centre for Eye Research Australia developed an app for tablets that can recognize signs of Alzheimer’s through patient eye scans (Fast Company). 
  • Consumer fitness technology has the potential to dramatically save healthcare costs and prevent chronic disease. Obesity accounts for approximately 21 percent of annual US healthcare spending (National League of Cities). Eighty percent of people are willing to wear fitness technology, and 75 percent of users agree that wearables help them engage in their own health (Business Insider).  
  • Apple, through its Apple Watch and Health app, tracks and stores data on heart rate, blood oxygen saturation, and sleeping, and provides helpful systems for users to track their nutrition, mobility, and mental health.  

AI and Automation

  • As of this writing, 44 percent of healthcare professionals have not been involved in the “development or deployment” of AI systems in their organization (McKinsey), but AI is quickly growing within the healthcare industry.  
  • AI applications are expected to relocate primary care from the hospital to the home, decentralizing primary healthcare access and providing the opportunity for AI-based data gathering, analyzing, and patient monitoring (AHA).  
  • AI and automation capabilities show promise in reducing time spent on routine administrative tasks, which currently require up to 70 percent of healthcare professionals’ availability (McKinsey).  
  • Partnering AI and automation in the healthcare supply chain is vital for agile production and delivery of care to patients; predictive analytics and delivery optimization are just two areas of strong potential for AI and automation implementation. 

The Outthinker 8P framework – opportunities for disruption and innovation in healthcare


  • TytoCare is a telehealth company providing medical screening technology to patients.
  • Their target market is parents of young children, but the technology can be used by anyone.
  • Their primary product is a $299 modular kit that enables individuals to examine their heart, lungs, mouth and throat, skin, and eyes. It comes equipped with a stethoscope, otoscope, and a high-resolution camera (Fast Company).
  • TytoCare’s kit allows patients at home to self-screen and submit their symptoms to doctors through a remote network.
  • TytoCare is developing multiple branches: TytoClinic, which will enable schools, offices, and nursing homes to transform into remote clinics; TytoPro, which will target clinical professionals with higher-grade equipment; and TytoHome, aimed at patients with chronic issues such as asthma, COPD, or those with disabilities (Fast Company).
  • The company is currently working on developing new attachments and sensors to increase the functions and capabilities of the home health kit.
  • Seventy-five percent of Americans are open to the idea of seeing a doctor virtually instead of an in-person visit.
  • Virtual visits cost $40-$50 USD, half the cost of an in-person visit.
  • Offers a comprehensive virtual care solution, which covers telehealth, expert medical, and licensed platform services for organizations and individuals.
  • Manages a network of over 3,100 board-certified doctors licensed to see patients in 50 states, as well as international locations.
  • Doctors have access to a patient’s medical records and test results. They can see more patients and become more efficient as paperwork becomes digital (Source).
“8Ps” of StrategyOpportunity
for Disruption
Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.
8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and

- How can you develop a more sustainable production model to accommodate constraints on arable

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.
8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.
9- Where does your food rate on a taste, appearance, and freshness
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?