Strategic Insights

Also published on LinkedIn. A diagnostic test result can arrive earlier without changing when a patient receives treatment, moves to another service or goes home. That possibility deserves attention when a new diagnostic technology is introduced. Faster information may be valuable, but the intended benefit depends on a sequence of decisions and actions around it. Someone needs to receive the result, interpret it in context and have the authority and resources to act. For lead

Also published on LinkedIn. Before committing to a development programme, it is worth asking which decisions the resulting evidence will allow others to make. A study can answer an important scientific question while leaving a clinician, an assessor or a healthcare organization with a different question unresolved. Understanding that distinction early can influence the programme’s design, the markets it can credibly address and the investment required after the initial result

Published framework and article — 16 April 2026 Scientific performance is one part of the adoption challenge. Catherine Azzariti’s framework examines how clinical relevance, economic value and workflow integration come together through three practical levers: Translate value, Align the system and Activate the market.

Early success provides an opportunity to learn what made adoption possible. Before expanding, leaders can examine how much of that success belongs to the solution itself and how much depends on the conditions around it. A first implementation may benefit from an experienced local champion, close support from the development team or unusually strong relationships between departments. Those conditions can be valuable. The expansion plan needs to make their contribution explicit

An expansion plan becomes more useful when it states what the additional activity is expected to achieve. More sites, users or markets may support a worthwhile ambition. Leaders still need to understand the outcome those numbers are intended to represent. Start by naming who should benefit and how. A healthcare service may seek a more reliable pathway or more timely information. A company may seek a sustainable business, a stronger portfolio position or capabilities that supp

An innovation can have a clear clinical purpose and still be difficult to introduce into everyday practice. Someone has to request it, interpret its output, communicate the result and take responsibility for what happens next. Each step belongs to a working service with existing pressures and priorities. Consider a hypothetical diagnostic solution that helps inform a treatment decision. Its introduction might change the sequence of appointments, require additional review or c