IMS Group is reshaping healthcare delivery in Japan with a community-based, patient-centered model. By combining acute care, preventive medicine, long-term support, and international medical collaboration, the group addresses demographic challenges while expanding global access to advanced Japanese medical expertise.
Thank you very much for receiving us today, Dr. Nakamura. To begin, could you please provide some context on the demographic and social changes occurring in Japan, and how these shifts present both challenges and opportunities for the healthcare sector? Particularly, given that over 30% of Japan’s population is now aged 65 or older, how is IMS Group positioned to respond to this evolving landscape?
Thank you for having me. I’m happy to share my insights. Regarding Japan’s rapid aging population, as you mentioned, more than 30% of our population is now over 65 years old. This demographic shift is accelerating and significantly impacts how healthcare services must be structured and delivered.
Our IMS Group is uniquely positioned to meet these challenges. At the core of our philosophy is a deeply community-integrated care system. This means that patients can live comfortably within communities they know and trust while receiving comprehensive treatment close to home. Our system spans the full spectrum—from acute care and advanced treatments such as immunotherapy to long-term care and in-home services.
This approach is not theoretical; it has grown organically from the real-life experiences of caring for patients within these communities. It is designed to address the increasingly complex and varied needs of our aging society, ensuring continuity of care and a patient-centered model that emphasizes dignity and familiarity.
That’s a compelling vision. Could you elaborate on IMS Group’s core philosophy and how it shapes your organizational culture and operational strategies in delivering community-based, integrated care?
Certainly. Our group’s foundational philosophy is what we call “love to be loved”. In essence, this means that we start by loving ourselves—our patients, our staff, and the communities we serve—and in doing so, we foster reciprocal respect and care. It’s a cycle of mutual affection and commitment.
This philosophy is more than a motto; it underpins everything we do. Our mission revolves around asking, “How can we love and support our community? How can we care for and empower our employees?” These questions guide our strategies and day-to-day actions.
In practice, this means cultivating three key values among our staff: collaboration, cooperation, and healthy competition. Collaboration ensures that everyone is aligned toward a common goal. Cooperation, particularly across different professional disciplines—doctors, nurses, therapists—is critical because modern healthcare is a team effort. Healthy competition drives continuous improvement and innovation.
For example, in our hospitals, while blood draws are traditionally the role of nurses, we empower lab technicians to assist during busy mornings to ease workloads. This teamwork is emblematic of our collaborative culture.
How has IMS Group expanded its services beyond the domestic market, particularly in terms of international medical coordination and medical tourism?
That’s an excellent question. Our external partners, including the International Medical Coordination Firms, play a vital role in supporting inbound patients coming to Japan. They assist with language interpretation, visa support, and care coordination to ensure a seamless experience.
We recognize two significant demographic challenges in Japan: rapid aging and population decline. With fewer domestic patients over time, partly exacerbated by the pandemic’s impact on healthcare utilization, we have been strategically focusing on medical inbound tourism to maintain the scale and quality of our services.
Our approach involves professional language interpreters specialized in medical terminology to ensure patients receive precise and compassionate care. We have a very open and inclusive stance—any patient who wants to receive care in Japan is welcome.
At the same time, we have learned that solely relying on inbound patients is not sustainable, as healthcare quality in patients’ home countries improves. Therefore, we are building bidirectional partnerships: dispatching doctors and nurses abroad for surgeries and training, while also inviting foreign healthcare professionals to Japan for observation and practical education.
That holistic approach seems essential for sustainable growth. Can you share the history of IMS Group’s involvement in preventive medicine and how this ties into your overall strategy?
Absolutely. Preventive medicine has been a key pillar of our work for decades. Early on, our motivation was somewhat pragmatic: in Japan, a traditionally closed medical community made patient referrals competitive, sometimes contentious. To attract patients and provide value, we focused on early detection through health screenings.
Today, preventive medicine is integral to Japan’s social and economic development. Companies encourage employee health checks to ensure a productive workforce, which in turn supports the broader society.
Our group operates numerous health screening centers, and we have seen substantial growth in the number of people utilizing these services. The shift has been from patient acquisition to a societal contribution—promoting wellness before illness, focusing on “pre-disease” conditions to prevent progression.
How does IMS Group’s integrated community healthcare model function practically in Japan’s healthcare landscape?
Historically, Japan’s healthcare system required patients to travel long distances for specialized treatment and follow-up care, which was inconvenient and fragmented. Our model aims to change that by establishing a continuum of care within local communities: from acute hospitals to rehabilitation centers, long-term care facilities, and home-based services.
This integrated approach improves patient convenience and outcomes, reducing the burden on individuals and families. It dismantles the old system’s silos and builds a cohesive network that supports patients throughout their care journey without unnecessary displacement.
Turning back to medical tourism, what motivated IMS Group to pursue this sector, and how do you see it evolving?
My interest in medical tourism began about 10 years ago. At that time, countries like Singapore, Thailand, and South Korea were actively promoting medical tourism, while Japan lagged behind.
Initially, Japan’s island geography and large domestic patient base made the international market seem less urgent. However, recognizing demographic changes and the opportunity to share Japan’s high-quality healthcare globally, we started establishing offices in Southeast Asia, such as Vietnam.
We also promote Japan’s advanced cancer therapies and specialized treatments through partnerships with institutions like Gunma University. Our goal has been to facilitate access for international patients to these cutting-edge services while building trust with foreign medical professionals through face-to-face relationships.
We have fostered strong ties with countries such as Malaysia and Mongolia, engaging in training exchanges and collaborative medical education. For instance, we have welcomed former Malaysian Prime Minister Mahathir Mohamad—who is also a doctor—to observe our robotic surgery facilities and participate in discussions about medical cooperation under the “Look East” policy.
Finally, as IMS Group approaches its 70th anniversary next year, what are your key goals and priorities for the future?
Looking ahead, one of our major focuses is advancing digital transformation (DX) within our healthcare systems. Japan is moving toward cashless payments, and we aim to fully develop a seamless digital infrastructure to support all hospital operations and patient interactions.
Additionally, I am deeply interested in pioneering preventive healthcare technologies. Innovations such as blood-based diagnostic kits and gut microbiome analysis are revealing early markers of diseases—including conditions like dementia and depression—even before symptoms appear.
By integrating these advanced diagnostics with digital platforms, patients can receive health insights remotely, potentially at transit points like Narita Airport, without even entering Japan formally. This approach lowers the barriers for international patients, encourages early health awareness during travel, and strengthens Japan’s role as a global health hub.
Our mission is to leverage Japan’s high-quality medical technologies and digital capabilities to improve health outcomes worldwide, while continuing to serve our local communities with the same passion and dedication that have defined IMS Group for seven decades.
Dr. Nakamura, thank you very much for sharing these valuable insights. We look forward to following IMS Group’s continued progress and innovations in the years to come.
Thank you. It’s been a pleasure to discuss these important topics with you.
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