The interview partners
Prof. Dr. Patrick Da-Cruz is Professor of Business Administration and Health Management at the Faculty of Health Management at Neu-Ulm University of Applied Sciences (HNU) and Academic Director of the MBA program in Leadership and Management in Healthcare. Prior to joining HNU, Mr. Da-Cruz worked for renowned strategy consultancies in the pharmaceutical/healthcare sector and held management positions in healthcare companies in Germany and abroad.
Prof. Dr. Alfred Angerer is an industrial engineer and has gained professional experience at Nestlé and McKinsey. He has been a lecturer at the ZHAW School of Management and Law since 2009. There, he is co-head of the Healthcare Management Unit and co-director of the ZHAW Digital Health Lab. Mr. Angerer is the author of numerous international publications, books, keynote speeches, and the podcast “Marktplatz Gesundheitswesen” (Healthcare Marketplace)“ (www.gesundheitswesen.org).
Which findings in the latest Digital Health Report surprised you the most – and why?
Prof. Dr. Alfred Angerer: What surprised me the most was not so much a single finding as the discrepancy between market attractiveness, acceptance and actual implementation. Many people abroad are surprised at how far behind Switzerland is in terms of digital health. In terms of per capita sales, Switzerland is the most attractive digital health market in the DACH region. At the same time, our maturity analyses show that key players such as doctors' surgeries and pharmacies are still in the early stages of digitalisation. This combination of economic strength and operational weakness in digitalisation is remarkable.
On the other hand, the consistently high level of basic acceptance among the population and professionals was surprisingly positive. Many digital health applications are not only accepted, but perceived as genuinely exciting features. This contradicts the often dominant public narrative that data protection concerns or technological scepticism are the main obstacles. Rather, the report shows that the population is willing, legislation is improving, but there is still a lack of implementation capacity.
In your opinion, where is the biggest digital gap in the Swiss healthcare system – and what would be the quickest way to close it?
Prof. Dr. Alfred Angerer: In my view, the biggest digital gap is not in individual technologies, but in networking. We have many isolated solutions, committed start-ups and pilot projects, as well as digital beacons – but too little systematic integration. This is particularly evident in the case of the electronic patient record (EPR), which is equivalent to the ePA in Germany. The tool is politically desirable and technically available, but has virtually no place in everyday healthcare provision.
The quickest way to close the gap would therefore be through consistent standardisation and interoperability. Without uniform interfaces, clear national basic services and binding standards, any digitalisation initiative will remain piecemeal. Programmes such as DigiSanté are a step in the right direction. The latest decision by parliament on the successor to the failed EPD is also very welcome. However, the decisive factor will be whether these foundations can be quickly incorporated into the everyday work of smaller service providers. This is where the greatest leverage for efficiency and quality lies.
How does the digital mindset of the population influence the speed of transformation in the healthcare sector? Are we underestimating this factor?
Prof. Dr. Alfred Angerer: Yes, we are significantly underestimating this factor. The report clearly shows that trust is a key accelerator of digital transformation. Doctors, pharmacists and other healthcare professionals enjoy an exceptionally high level of trust when it comes to data protection issues. This is an intangible asset that many countries envy us for.
At the same time, we see that digital solutions are particularly well received when they offer concrete benefits in everyday life, such as time savings, better coordination or greater transparency. The digital mindset of the population is therefore less technology-driven than benefit-oriented. Those who communicate digitalisation as an end in itself will lose. Those who position it as a support for more humane care will win. In this sense, the mindset of the population is not a limiting factor, but rather an underestimated enabler. What we need are professional marketers who can communicate the benefits of a digital healthcare system in an emotional way.
When we look back at the Digital Health Report in five years' time, how would you determine whether the Swiss healthcare system has done its digital homework?
Prof. Dr. Alfred Angerer: I would base my assessment on three points. Firstly, the great thing is that we have developed our maturity measurement system precisely for this question. We just need to repeat the measurement in five years and then we will see whether the digital maturity score has improved. If our laggards, the medical practices and pharmacies, have made it above the 5-point mark on our 10-point scale, that would be a very pleasing result.
Secondly, has digital networking become part of everyday life? Not in the form of individual projects, but as a natural part of treatment and care processes. For example, when I visit my GP and ask whether my data has already been uploaded to the EPD, will she say, ‘Of course, it's already been done’?
And thirdly: Do employees feel a real reduction in their workload? The report clearly shows that AI-supported assistance systems have great potential, especially in the administrative area. If these technologies are widely used and create more time for patients, then we have truly done our digital homework.
What can Germany learn from the findings of the Digital Health Report – and vice versa?
Prof. Dr. Alfred Angerer: From Switzerland's perspective, Germany can learn above all how important trust, federal cooperation and market-based incentives are. Switzerland shows that high acceptance and innovative strength are possible even without extremely centralised control (provided the framework conditions are right).
Conversely, Switzerland can learn from Germany how to scale digitalisation more consistently. Germany is often quicker to introduce binding national solutions – even if they are not perfect. Switzerland tends to spend a long time discussing and piloting solutions. A slightly bolder approach to ‘good enough’ solutions could help to achieve results more quickly.
To summarise: the Digital Health Report 2025/2026 does not paint a picture of crisis, but rather a system in transition. Yes, we are very slow in Switzerland, but the conditions are better than many believe: the market, acceptance and regulatory movement all favour digitalisation. The decisive factor now will be whether we succeed in turning many good individual initiatives into a networked, learning overall system. The time is ripe for this.
The Digital Health Report can be downloaded free of charge here. https://www.mwv-berlin.de/meldung/!/id/593
Thank you very much for talking to us!
The content and statements presented in the interviews reflect the perspective of the interviewees and do not necessarily correspond to the position of the editorial team.
