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ABIS GlobalProjectsHealth As An Asset

Health as an Asset (Johnson & Johnson CCT, Rutgers University and ABIS)

In 2010-2011, ABIS, Rutgers University and the Johnson & Johnson Corporate Citizenship Trust agreed to convene a series of thought leadership meetings around the advancement of health related decision-making in the global context. Over time, this became commonly known as “Advancing Health Decision-Making”, and has recently evolved its name to “Health as an Asset”.

The aim of this initiative is to create an international platform for experts drawing their expertise, passion & commitment from across the global spectrum – corporate, academic, donors, public policy and others – and all regions of the world, to meet in different “thinking spaces”, under Chatham House rules, for a “voyage of discovery” which identifies decision making concepts, models and processes that lead to better health outcomes.

After three successful meetings, the international platform of individuals and organisations, has developed a vision recognising Health as an Asset as the common theme and is committed both individually and jointly to realize a world where health is managed as an asset for the benefit of people, communities and society. This initiative will lead us to rethink the choices we make as individuals, communities but also from a systems perspective.

The mission of the group is to:

  • Create a platform to support an enabling environment to promote its vision of Health as an Asset
  • Inspire innovative solutions through flagship projects
  • Drive awareness and education of Health as an Asset
  • Partner with others to realise scalable and sustainable change

Actions So Far

Upon its creation the aim of the initiative was to create an international platform for advancing the quality and impact of institutional decision-making. It focused in particular on enhanced sharing, use and interpretation of data on global health challenges, as well as building capacity for coordination and collaboration across public, private, and civic sectors. 

From 2011-2013 the programme engaged a select group of leaders –– who understand the complexities of these decision-making processes, and who share a strategic commitment to advancing health and wellness in developed and developing markets alike. Its objective was to generate a co-designed, forward-looking agenda for research and innovation that will inspire and inform business strategy, policy formulation, civic activity and education

First meeting: Launch of the Initiative & construction of an international platform of experts

Rutgers University - New Jersey - May 20th & 21st, 2011

The inaugural AGHDM event, hosted by Rutgers University in New Jersey on May 20 – 21, 2011, convened a group of more than 80 thought leaders from business, government, academia and civil society.

Supported by renowned health pioneers such as Peter Piot, former Director of UNAIDS, Joseph Jasinski of IBM, and Noshir Contractor of Northwestern University, the objective of AGHDM was to establish an international platform to improve  the quality and impact of institutional decision-making on critical health issues. 

In parallel, working groups were established to create the forward-looking knowledge agenda, publicly launched at INSEAD Business School in France on 27-28 October, 2011 at the ABIS Annual Colloquium.

Subsequent meetings were hosted by INSEAD (France), Johnson & Johnson Corporate Citizenship Trust.

At a meeting in April 2013 hosted by Sharjah University, UAE, four work streams were identified:

  1. Health credits project: Health credit entity as an opportunity to incentivize healthy choices across the sector while identifying the health cost of consumables.
  2. Health potential empowerment project: modelling health as a complete eco system including (health curricula, interactive games) 
  3. Improving access project: design new decentralized channels of healthcare delivery for a patient-centered and patient-driven approach. 
  4. Impact and scalability: better management of investors’ expectations The initiative, having identified focused areas of work will now transition to Phase II. This will initiative discussions on governance, identity and visibility of the stand-alone initiative.

The initiative, having identified focused areas of work will now transition to Phase II. This will initiative discussions on governance, identity and visibility of the stand-alone initiative.

Outcome Of Phase I

So far, the Health as an Asset initiative has touched around 120 global members from different sectors, functions.

During the first phase the initiative has succeeded to:

  • Develop a common vision, mission and statement of purpose and values
  • Create a pool of committed and devoted individuals with a shared vision and motivation to reconvene and work together to explore unlikely alliances and innovative approached
  • Elaborated a case study mapping of inspiring projects that meet several or all of the values and criteria of the initiative (e.g., unlikely alliances, challenging traditional concepts, inclusive decision making, creative-collaborative action, etc, that support new decision-making approaches). 
  • Work started on the four different thematic work streams mentioned above

Members Involved

Lead: Johnson & Johnson Corporate Citizenship Trust (corporate funding partner) and Rutgers University, USA (academic member)

Engaged ABIS academic, corporate and affiliate members:  Microsoft, Unilever, Heineken and Heineken African Foundation, Hewlett Packard, IBM, KPMG, TNT Global, Accenture, Kingston University, Audencia École de Management, American University in Cairo, Bocconi University, Witten-Herdecke University, Peking University (ex CEIBS Shanghai), Manchester Business School, Sharjah University, Warwick Business School, London School of Economics, Imperial College London, Solvay Business School, Fordham University, Aspen Institute, University of Cape Town, INSEAD and CSR Europe.


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