Larry DU: Driving Innovation & Transformation In Digital Healthcare

Strong government support, technical innovation, and a talented labor force have all contributed to the notable rise of Taiwan's startup sector. Leaders capitalize on these aspects by emphasizing digital transformation, improving operational efficiency, and cultivating an innovative culture. One such leader driving innovation and growth in Taiwan is Larry Du, Chief Operating Officer at H2U.

Larry is spearheading innovation in the field of digital health by leveraging his expertise in strat­egy, digital transformation, and organizational health. His primary goal is to improve operational efficiency across business units acquired through mergers and acquisitions (M&A), integrate state-of-the-art AI technologies, and implement organi­zational health initiatives to spur growth in the healthcare sector. Embarking in an engaging interaction with CEO Insights Asia magazine, Larry shares his strategies, future roadmap, and much more. Let’s delve into it.

As the COO of H2U, what are the latest strategic plans you have adopted to balance risk management and innovation to achieve business goals?

As the COO of H2U, my focus has been on finding a balance between risk management and innovation to drive organizational growth. Since joining the company two years ago, I have leveraged our well-established infrastructure to identify and address key issues. Given our history of multiple mergers and acquisitions, we have numerous legal entities operating under different business models and my priority has been to streamline and standardize our internal processes and practices across the entire organization.

Distinguishing our core and non-core businesses is a crucial component of my approach. Our core business at H2U is data-driven operations, which I consider critical to our company's future expansion. Innovations in this field are given the most support and are viewed as low risk in order to promote growth and maintain a competitive edge.

I place a high priority on creating a culture of open communication, which helps me outline the company's vision & align my team members with our goals

On the other hand, managing non-core businesses involves balancing growth potential with the higher risk associated with traditional, less innovative operations, which can endanger long-term competitiveness. My strategy has been to gradually phase out non-core activities that do not align with our data-driven focus. This includes identifying new growth opportunities within these segments or divesting from them if they do not contribute to our strategic objectives.

Tell us about your leadership approach. What are the guidelines or methodologies you follow as a leader?

My leadership style is founded on transparency and goal-oriented execution. I believe in fostering direct communication and trust through regular one-on-one discussions, as these interactions enhance team productivity and reduce internal uncertainty. Drawing on my experience at McKinsey, I prioritize problem-solving efficiency and cultivate a culture biased toward action. Consequently, I actively engage with my team to analyze challenges and develop effective solutions. This approach not only addresses immediate issues but also builds a cohesive and proactive team capable of sustaining long-term success.

How do you keep yourself up-to-date with ongoing industry trends to steer your organization towards the future?

I stay informed and current with industry trends by keeping up with the latest news and engaging with expert bloggers. Additionally, I actively participate in peer groups to gather diverse perspectives. Recognizing that much of this information can be skewed, subjective, or lacking in evidence, I approach these trends with a critical eye, ensuring that my understanding is backed by facts. This rigorous approach is essential for providing my team with clear, concise, and reliable information, thereby preventing us from being swayed by conflicting opinions. My commitment to accuracy and objectivity helps maintain our strategic focus and enhances our decision-making processes.

What is the future destination you are headed towards?

Our goal is to build a remarkable business that leaves a lasting impact on the world. While we are currently a leader in Taiwan, our vision extends far beyond national borders. We aim to significantly influence both the local and global digital healthcare markets. To achieve this, we are actively seeking opportunities to expand and form strategic partnerships with prominent multinational firms.

Our objective is to enhance our prominence and establish ourselves as a leading digital healthcare organization that champions innovation and improves quality of life on a global scale. By leveraging these collaborations, we aspire to drive forward advancements in digital health and set new standards of excellence in the industry.

In the light of your strong experience within the industry, what advice would you give to the upcoming industry leaders?

Attracting and retaining top talent in the healthcare sector is essential, especially given the rapid advancements in AI. Traditionally perceived as a slower and more conservative industry, healthcare faces challenges in innovating swiftly. To truly disrupt the sector, we need to recruit talent from diverse fields beyond medicine and biology.

Younger generations prioritize factors beyond compensation, such as an inclusive culture, transparent processes and communication, and ample learning opportunities. As managers and executives, it is our responsibility to adapt to these new demands. To attract the talent necessary for driving innovation, we must transform our management practices, which can be a challenging process for some leaders.

I would advise emerging industry executives to focus on evolving the organizational culture and work environment. Prioritize inclusion, streamline processes, and invest in continuous education. By doing so, we can create an attractive and dynamic workplace that draws in the talent needed to propel the healthcare sector forward.

Larry Du, COO, H2U

Larry Du studied Life Science and Finance, with a minor in Law, at National Taiwan University. He then earned an M.Sc in Management (Grande École) from HEC Paris and a CEMS Master's from Keio University. Following his academic pursuits, he joined McKinsey, where he spent nearly a decade focusing on digital transformation (performance based) and post-merger integration projects. During his tenure, he served some of the largest pharmaceutical, telecom, and electronic manufacturing organizations in the world.

Hobbies: Cycling

Favorite Cuisine: Japanese

Favorite Book: 12 Rules for Life: An Antidote to Chaos by Jordan Peterson

Favorite Travel Destination: Tokyo

Awards & Recognition: Selected as a 'Leader of Tomorrow' at the St. Gallen Symposium, Switzerland (three times) and was awarded the 'Outstanding Youth' of National Taiwan University (2009)

Press Release by CEO Insights Asia