Identifying Synergistic Opportunities
Cross-Selling & Up-Selling
Resource & Capability Matching
The Value Proposition

module 5: Creating Buy-In

module 6: Clarity & Confusion 

Learning & Dissemination Strategy

Change (Implementation) Strategy

Measuring Success

Avoiding Confusion
 

Stakeholder Mapping

The Communication Matrix

​The Scoping Review

Strategy As A Brand

program details

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Module 1

Whilst health and care systems vary by territory, they all face increasing pressure from powerful drivers: the rise of chronic (lifestyle) conditions, an ageing population, a shortage of healthcare professionals and the rising cost of care. Our "sick care systems" evolved in a different time to address different problems and are often described as unsustainable in the face of these 21st century challenges. In the opening module, "transition scenarios* are used to help delegates understand the process of change towards sustainable models to provide insight into the short, medium and long-term implications for the healthcare sector and their own organization.

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* Transition scenario planning was first used in this context in a corporate working group session in 2018 with delegates from a range of global companies. 

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Course Work: Creation of a slide-based presentation illustrating the strategic implications for the delegate's organization arising from transition scenario modeling.

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Outputs: 

Familiarisation with transition scenario modeling.

Understanding of the dynamics of change as an aid to business planning.

Unique strategic insights to provide short, medium and long term opportunity.

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Module 2

Although digital health has grown into a major global market, uncertainty remains with respect to regulation, business models and routes to market. Multiple routes to revenue are typically open to a digital health product or service and such breadth of opportunity requires a rapid but thorough evaluation of technical and commercial challenges ahead of resource commitment. In this module, delegates will gain practical experience of a range of tools* which are ideally suited to help manage uncertainty in business planning.

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* Routinely used in go to market planning with a variety of digital health clients since 2017

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Course Work: Contribute to the creation of comprehensive lists of routes to revenue through a structured ideation method, for two digital health products.

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Outputs: 

The ability to rapidly scope development times and costs.

The generation of reasoned revenue projections.

Rapid modeling of the development and sales cycle for potential products or services.

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Module 3

In this module, the delegation will work through a novel approach to mapping commercial opportunities associated with two real-world digital health products. The group will practice a method for rapidly identifying, evaluating, prioritising and testing high numbers of opportunities (50+antcipated for each product)*.  An approach for profiling development times, costs and revenue projections will be shared such that delegates are able to rapidly evaluate models to support detailed business planning.  ​​​​​

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* A novel method developed by DHV-NET and routinely used in go to market planning  with digital health clients since 2018.

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Course Work: Create models for the development and commercialization of three different commercial opportunities chosen from the master lists. 

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Outputs: 

Practical experience creating comprehensive lists of "routes to revenue".

An ability to rapidly evaluate large numbers of commercial opportunities.

Familiarity with an approach to prioritising and testing said opportunities.

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Module 4

Prioritised opportunities, as identified in module 3, should match a company's circumstance, needs and ambitions. These provide focus and will form the basis of more detailed business planning however other verified opportunities can be kept in reserve should alternative routes to revenue be required. The prioritised set are selected by exploring sales-based synergies and synergy with the skills and capabilities of the commercial team. Delegates will gain practical experience of evaluating and selecting an optimal group of manageable commercial opportunities tailored to an organization's strategic goals.

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Course Work: Deliver a "no-slide" presentation illustrating reasoning for the selection of the priority set and substitute opportunities.

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Outputs: 

Understanding of up-selling and cross selling criteria.

Identifying synergy between client networks and capabilities with commercial opportunities.

An ability to create client-specific value propositions.

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Module 5

This module provides insight into treating strategy as a branding exercise. It details a unique approach* particularly suited to organisations with internal stakeholders which lack familiarity with the field and is effective in engaging external stakeholders as part of the commercial process.  Delegates will use a range of  tools designed to enhance buy-in given that any successful strategy is reliant on the understanding and involvement of internal (and sometimes external) stakeholders during both development and implementation.

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* A novel approach fist used in 2009 leading to recognition of the strategy on the front page of The Times business supplement (leading UK news paper) in 2013

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Course Work: Create a short slide-based presentation illustrating the delegate's "strategy as a brand".

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Outputs: 

Experience of market communication to support strategy development and implementation.

Familiarity with a range of tools to promote stakeholder buy-in.

Understanding of a novel and overlooked aspect of strategy.

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Module 6

 Delegates will learn how to develop an effective learning & dissemination strategy as a foundation for business planning​. In addition, the fundamentals of change (or implementation) strategy in which an organisation seeks to enhance its internal processes through the embrace of digital health technologies, will be compared with digital transformation strategy such that delegates have a clear understanding of the differences between key strategy types encountered in healthcare. Delegates will be well placed to avoid common causes of confusion that can adversely affect business planning and will understand best practice in developing measurable strategy.

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Outputs

Clarity on common types of digital health strategies and appropriate usage.

Familiarisation with an effective framework for developing learning and dissemination strategy.

Understanding of best practice in measuring success.

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Check back for the program prospectus and dates (delivery anticipated across September and October 2025)