Digital Health Strategy​

Strategies geared towards developing and testing patient-centric solutions that drive business impact.​


Digital health strategy

As digital technologies continue to shape the future of health, companies need to be adapting the way that products are developed, tested, and launched. Product development as usual will not lead to the integrated solutions with the transformational impact that today’s digital health solutions are expected to provide. From telemedicine to genomics and everything in between, there are opportunities to adapt your process to develop more patient-centric products with greater business impact.
Don’t let your business’ current method of prioritization scare away the opportunity to go after the world’s most pressing health challenges. It is easy to make decisions on solutions in the pipeline or technologies that are familiar, but the reality is that these often lead to low market adoption rates. Without being rooted in a validated patient/customer need and an understanding of the relevant value chain, digital health solutions are set up to be expensive programs that fail to deliver tangible health outcomes.
Example: Suppose you’re leading a portfolio within a specific disease category and after taking a step back to re-evaluate the size and severity of the challenges of the patients and caretakers you are able to identify new, bigger opportunities within existing projects, kickoff initiatives for newly discovered challenges, and divest from projects with little health/business impact.
Evaluating whether a solution is on the right track is a job for customers/patients outside of your team and company. Use a scalable validation method to collect feedback and integrate your learnings into the programs to ensure that the customer value proposition is proven and the positioning is set up for success. This goes beyond validating interest in your digital solution and includes prototyping your business and revenue models.
Business’ that are new to development of digital solutions are often not set up for success when it comes to validation as their structure and processes is not designed with the patient in mind.
Pharmaceutical companies were built to develop drugs but are now expected to be digital product designers. Embrace the friction that these changes will create but acknowledge that there may be a need for a structural change to ensure success in developing and launching a new offering.
Example: Suppose you are a leading the development of a digital solution to complement a medical device that you already have on the market and you learn through customer validation that by adding a specific feature you can increase your current market penetration and start selling to an entirely new stakeholder in the value chain.

Confirming the technical feasibility of your secure, accessible, and scalable solution goes beyond just understanding whether it can be built. Without a proper scan of the technologies being applied in the health space, you may be missing a partnership or investment opportunity that could allow you to develop your product faster or increase its impact. You may even be surprised to learn that you are able to leverage a technology in an adjacent industry to solve your business challenge.

Example: Suppose you are a director in commercial excellence who has done the due diligence to evaluate the digital landscape in looking for a unique screening and detection analytics software. You have found not only a partner to enable you to make your solution a reality, but will be developing a custom integration that will prove to be further differentiating in the market.



Businesses in the health space struggle to structure their portfolio so that it is both actionable and future-thinking at the same time; it needs to include both the technical/operational capabilities as well as the changing market/customer expectations. Have you made note of your internal and external disruptors and opportunities? Have you understood how to integrate your strategy into that of regulatory partners, policy makers, and national health systems?
Example: As a business unit manager at a pharmaceutical company who is responsible for the future of the portfolio, you use extensive customer and market input to align around a clear big-impact health outcome (North Star) that helps you to build an actionable and comprehensive portfolio of digital health solutions that positions yourself as a leader in the space.


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Digital Health Strategy​

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