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Incorporating
Technology into
Your Business
Strategy
June 2021
Emily Kunka, MS, CCRP
Digital Business Transformation
3
Understand the Long Term Strategy
4
End-To-End Approach to Value Chain
Research &
Development
Market
Access
SIte
Selection &
Certification
Pt Referral,
Enrollment &
Consent
Commercial
Product
Supply
Therapy
Administration
Long-Term
Follow Up
■ Review context of overall corporate strategy
■ Define strategic imperatives
■ Identify opportunities to mitigate risk/solve problems
RISK /
PROBLEM
PAIN
POINT
Implement Design Thinking
5
Contextualize Problem in Past/Present/Future
Envision solutions
which people can
relate to
Find solutions people
will want to use
Use design thinking to
think beyond the
original problem.
Create several
possible frames for a
solution.
What went wrong in
any previous
attempts?
Why is the problem
hard to solve?
What is the depth of
the problem?
Have there been any
previous attempts to
tackle it?
Archaeology Obstacles Re-Frame Set Vision
Understand the Technology Landscape
■ Learn about
technologies of interest
■ Match technology to the
need
■ Benchmark against
what is out there
6
Scan/Assess the Marketplace
Consider Healthcare Ecosystem
■ Identify the dynamics of
the ecosystem
■ Link the technology with
the ecosystem and
marketplace
7
Anchor in Patient Needs
G
o
v
e
r
n
m
e
n
t
,
R
e
g
u
l
a
t
o
r
y
a
n
d
Q
u
a
l
i
t
y
O
r
g
a
n
i
z
a
t
i
o
n
s
Providers, Professional
Medical Associations
P
a
y
e
r
s
,
E
m
p
l
o
y
e
r
s
,
P
a
t
i
e
n
t
A
d
v
o
c
a
t
e
s
Patients
Assess the Technology Solution
■ What is the relationship to your
organizational structure?
■ How does it relate to what is
already being done?
■ In what way is it different from the
Core business?
8
Categorize by Proximity to the Core Business
TRANSFORMATIONAL
ADJACENT
CORE
Define Partnership
● Identify the right partner who has
the right product/service
● Align interests to ensure a win-win
strategy
● Find partners that allow you to
learn from their expertise or
methods
● Identify the appropriate talent
within each company
9
Establish the Cast of Characters
Project Scope
● Determine a stage for implementation:
● Set the target trajectory - Use “blue sky” thinking
10
Start Small, but Think BIG
ALPHA /
BETA
DISCOVERY LAUNCH & SCALE
“Somewhere over the rainbow, skies are blue. And the dreams that
you dare to dream, really do come true.” - Dorothy
Define Your Data Strategy
Findable
● Define the data sources and types
● Obtain the raw data, if you can
Accessible
● Determine methodology for pretreatment of data to make it usable
Interoperable
● Ensure proper computing power and infrastructure
Reusable
● Select programming language(s) to be used, ensure reusable code
11
Apply the FAIR Principle
Transformation from a Data Perspective
12
Maximizing the Data Ecosystem
FROM TO
Disparate data sources with limited access Unified access to data sources which are connected
or “federated” and learn from the user
Few data types, focus on EHR data Integrated, multidisciplinary data ecosystems of
wearables, diagnostics, RWE, and genomics
Data stored in several places Data stored in a single data warehouse
Different data formats, unstructured data Structured data in standardized formats like FHIR
Controlling resources, optimizing internal
processes
Orchestrating and facilitating external resources
Applications of Digital Data
13
Gather Clinical Insights
Subtype Patients
using classification,
clustering, pattern finding,
endophenotypes
Correlate
with
Clinical
Outcomes
Use
Predictive
Analytics
Determine
Treatment
Effect
Identify
Signals
Implementation Plan
14
Use Products, Processes, or Services
CORE
2
I
d
e
n
t
i
f
y
t
h
e
r
e
l
e
v
a
n
t
d
a
t
a
3 R
e
m
o
v
e
o
b
s
t
a
c
l
e
s
4
I
d
e
n
t
i
f
y
s
u
c
c
e
s
s
e
s
a
n
d
f
a
i
l
u
r
e
s
CORE
1 5
S
h
a
r
e
s
t
o
r
i
e
s
o
f
l
e
s
s
o
n
s
l
e
a
r
n
e
d
B
u
i
l
d
c
l
i
n
i
c
a
l
e
v
i
d
e
n
c
e
Cultivate the Project
15
Build Brick by Brick
■ Assess resources and
balance goals to identify
next best step
■ Equip people with the right
tools, set a common lexicon
■ Apply learning-curve
efficiencies to continuously
improve usability and
adoption
■ Identify any opportunity
costs
Build Stakeholder Buy-In
■ Involve key stakeholders to
obtain their feedback
throughout
■ Decision-making with
stakeholders requires using
the group’s collective
• Brain
• Heart
• Courage
16
Develop Their Trust and Confidence
Key Challenges
■ Relative “newness” of certain
technology
• Precedents have not been set
• Existing evidence may be limited
- Lack of trust and credibility
■ Organizational culture/belief systems
• Varied rate of stakeholder adoption
• Moving from mindsets to behaviors
17
Factors Driving Buy-In and Adoption
Apply the Wizard’s Wisdom
● Translate experience into
understanding in a feedback loop
● Teach and train the characteristics
of the innovative process and an
agile mindset
● Provide networking and support
○ Build a sense of common
purpose
● Identify champions to coach and
reinforce behaviors
18
Define Critical Success Factors
NETWORK &
SUPPORT
TEACH &
TRAIN
COACH &
REINFORCE
Acknowledge an Evolving Strategy
■ Adjust direction in response to
feedback, progress, and
outcomes
■ Learn to adapt, course correct,
and even pivot
• Collectively identify priorities
• Do technological forecasting
• Present and discuss new
ideas
19
Navigate Ambiguity and Uncertainty
Sustainable Transformation
● True transformation occurs not only in products
and services, but also in the
○ Company, leadership, and its organizational
structure
○ Systems of planning and production
○ In the skills and competencies of its people
● Culture of innovation
○ Fundamental change at all levels in
■ Business thinking/logic
■ Beliefs/values/norms
○ Over time, a new identity will emerge and grow
20
Cultivate a Thriving Innovation Ecosystem
21
I have a feeling
we’re not in Kansas anymore

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Incorporating Tech into Your Business Strategy

  • 1. Incorporating Technology into Your Business Strategy June 2021 Emily Kunka, MS, CCRP Digital Business Transformation
  • 2. 3
  • 3. Understand the Long Term Strategy 4 End-To-End Approach to Value Chain Research & Development Market Access SIte Selection & Certification Pt Referral, Enrollment & Consent Commercial Product Supply Therapy Administration Long-Term Follow Up ■ Review context of overall corporate strategy ■ Define strategic imperatives ■ Identify opportunities to mitigate risk/solve problems RISK / PROBLEM PAIN POINT
  • 4. Implement Design Thinking 5 Contextualize Problem in Past/Present/Future Envision solutions which people can relate to Find solutions people will want to use Use design thinking to think beyond the original problem. Create several possible frames for a solution. What went wrong in any previous attempts? Why is the problem hard to solve? What is the depth of the problem? Have there been any previous attempts to tackle it? Archaeology Obstacles Re-Frame Set Vision
  • 5. Understand the Technology Landscape ■ Learn about technologies of interest ■ Match technology to the need ■ Benchmark against what is out there 6 Scan/Assess the Marketplace
  • 6. Consider Healthcare Ecosystem ■ Identify the dynamics of the ecosystem ■ Link the technology with the ecosystem and marketplace 7 Anchor in Patient Needs G o v e r n m e n t , R e g u l a t o r y a n d Q u a l i t y O r g a n i z a t i o n s Providers, Professional Medical Associations P a y e r s , E m p l o y e r s , P a t i e n t A d v o c a t e s Patients
  • 7. Assess the Technology Solution ■ What is the relationship to your organizational structure? ■ How does it relate to what is already being done? ■ In what way is it different from the Core business? 8 Categorize by Proximity to the Core Business TRANSFORMATIONAL ADJACENT CORE
  • 8. Define Partnership ● Identify the right partner who has the right product/service ● Align interests to ensure a win-win strategy ● Find partners that allow you to learn from their expertise or methods ● Identify the appropriate talent within each company 9 Establish the Cast of Characters
  • 9. Project Scope ● Determine a stage for implementation: ● Set the target trajectory - Use “blue sky” thinking 10 Start Small, but Think BIG ALPHA / BETA DISCOVERY LAUNCH & SCALE “Somewhere over the rainbow, skies are blue. And the dreams that you dare to dream, really do come true.” - Dorothy
  • 10. Define Your Data Strategy Findable ● Define the data sources and types ● Obtain the raw data, if you can Accessible ● Determine methodology for pretreatment of data to make it usable Interoperable ● Ensure proper computing power and infrastructure Reusable ● Select programming language(s) to be used, ensure reusable code 11 Apply the FAIR Principle
  • 11. Transformation from a Data Perspective 12 Maximizing the Data Ecosystem FROM TO Disparate data sources with limited access Unified access to data sources which are connected or “federated” and learn from the user Few data types, focus on EHR data Integrated, multidisciplinary data ecosystems of wearables, diagnostics, RWE, and genomics Data stored in several places Data stored in a single data warehouse Different data formats, unstructured data Structured data in standardized formats like FHIR Controlling resources, optimizing internal processes Orchestrating and facilitating external resources
  • 12. Applications of Digital Data 13 Gather Clinical Insights Subtype Patients using classification, clustering, pattern finding, endophenotypes Correlate with Clinical Outcomes Use Predictive Analytics Determine Treatment Effect Identify Signals
  • 13. Implementation Plan 14 Use Products, Processes, or Services CORE 2 I d e n t i f y t h e r e l e v a n t d a t a 3 R e m o v e o b s t a c l e s 4 I d e n t i f y s u c c e s s e s a n d f a i l u r e s CORE 1 5 S h a r e s t o r i e s o f l e s s o n s l e a r n e d B u i l d c l i n i c a l e v i d e n c e
  • 14. Cultivate the Project 15 Build Brick by Brick ■ Assess resources and balance goals to identify next best step ■ Equip people with the right tools, set a common lexicon ■ Apply learning-curve efficiencies to continuously improve usability and adoption ■ Identify any opportunity costs
  • 15. Build Stakeholder Buy-In ■ Involve key stakeholders to obtain their feedback throughout ■ Decision-making with stakeholders requires using the group’s collective • Brain • Heart • Courage 16 Develop Their Trust and Confidence
  • 16. Key Challenges ■ Relative “newness” of certain technology • Precedents have not been set • Existing evidence may be limited - Lack of trust and credibility ■ Organizational culture/belief systems • Varied rate of stakeholder adoption • Moving from mindsets to behaviors 17 Factors Driving Buy-In and Adoption
  • 17. Apply the Wizard’s Wisdom ● Translate experience into understanding in a feedback loop ● Teach and train the characteristics of the innovative process and an agile mindset ● Provide networking and support ○ Build a sense of common purpose ● Identify champions to coach and reinforce behaviors 18 Define Critical Success Factors NETWORK & SUPPORT TEACH & TRAIN COACH & REINFORCE
  • 18. Acknowledge an Evolving Strategy ■ Adjust direction in response to feedback, progress, and outcomes ■ Learn to adapt, course correct, and even pivot • Collectively identify priorities • Do technological forecasting • Present and discuss new ideas 19 Navigate Ambiguity and Uncertainty
  • 19. Sustainable Transformation ● True transformation occurs not only in products and services, but also in the ○ Company, leadership, and its organizational structure ○ Systems of planning and production ○ In the skills and competencies of its people ● Culture of innovation ○ Fundamental change at all levels in ■ Business thinking/logic ■ Beliefs/values/norms ○ Over time, a new identity will emerge and grow 20 Cultivate a Thriving Innovation Ecosystem
  • 20. 21 I have a feeling we’re not in Kansas anymore