How to Use Strategic Mapping to Interpret and Optimize Market Intelligence

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How to Use Strategic Mapping
to Interpret and Optimize
Market Intelligence
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 20 January 2016
~ featuring ~
Carl Derenfeld Arik JohnsonLisa Giles

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Lisa Giles
Lisa Giles is the President and CEO of Giles & Associates Consultancy (GAC), a
private strategy consulting firm. For over 15 years, GAC has provided strategic
consulting services for portfolio optimization, global product launch, market
landscape and research across large, specialty and orphan diseases.
The firm’s extensive list of clients spans across the Life Science Industry from
Pharmaceutical, Diagnostic, Device, Government Agencies, to Academic Research
Institutions. The firm’s expert teams work primarily with those discovering and
advancing innovative products. GAC advises corporate boards, CEOs, and executive
leadership teams on strategic direction, pipeline optimization, and market entry
strategies. In 2015, Lisa was recognized by PharmaVoice as one of the top 100 most
influential people in life sciences.
In 2013, she also founded and is also the CEO of Optivara, Inc., a software-as-a-
service (SaaS) company that offers a suite of enabling tools to life sciences and
innovative companies.
Email: lgiles@gilesaa.com
The Intelligence Collaborative is the online learning and networking
community powered by Aurora WDC, our clients, partners and other friends
and dedicated to exploring how to apply intelligence methods to solve real-
world business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn
more about Aurora at http://AuroraWDC.com – see you next time!

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Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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How to Use Strategic Mapping
to Interpret and Optimize
Market Intelligence
Prepared for IntelCollab
January 20, 2016

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• GAC - Founded in 2000
 We guide innovation and sustainable growth for life-science and healthcare clients
• Strategists – Strategy Development, Intelligence, Transactions
 Life Science Companies (Biopharmaceutical, Diagnostic, Device)
 Academic Medical Research Institutions
 Technology Innovators
• Proprietary processes and technology advantages
 Methods to quickly understand current status and optimize each opportunity
 Content-rich enabling processes and proprietary technology platforms
• Optivara - Launched in 2013
 Conceived and developed out of GAC experience and insights
 Suite of software applications available as a service or business process
About GAC and Optivara

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Common Challenges In Building and Vetting Strategies
 Very complex questions, with ambiguity and conflicting viewpoints
 Enormous amount of disparate information, many sources
 Information captured and stored across different people and files - hard to
retrieve or update
 Address one-time answers, but rarely leveraged for ongoing insights
 Manual, resource and time intensive
 Recipients of plans (or answers) don’t always align on the building blocks
 Optimal depth of information varies across functions
 Knowledge experts change or leave – unreliable knowledge transfer and
retention
 Implications are not clear, limiting resultant action plans
 No easy way to refresh the information or assumptions to revise and
efficiently vet the strategy

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Common Questions Requiring a Future Market View?
What advances will most significantly change or restate one of our
target market segments? …. How will it impact us?
How do we optimize our technology when the marketplace will
likely evolve by the time it is launched?
How will our products fit into a changing environment?
What will be the most attractive future opportunities? Where should we
prioritize investment to develop or acquire? Where are our competitors
going to play?
How attractive are the business development options that we are
considering?
What will successful future competitors look like?

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No applications exist to help assimilate, organize, interpret and
visualize a future market and how your strategy fits
Strategic Issues
•External Environmental
•Internal Aspirations/Challenges
•Core Capabilities and Technology
Market Landscape
•Market Segment Change Drivers
•Stakeholders Needs
•Competitors Approach / Pipelines
Opportunities and Risks
•Fits and Gaps
Strategic Direction & Forecasts
•Strategic Objectives & Priorities
•Product & Pipeline Portfolio
•Core Capabilities
PlanningElements
Critical external and internal issues
Impactful trends
Competitor advances
Best opportunities for participation,
Fit and gaps with our capabilities and
portfolio
Where we play
Benefits we deliver
How we win
How we organize and resource for success

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Better Method
 Unique methodology coupled with a data integration tool
 Framework to organize, analyze, and help interpret a wide range of relevant
information to better answer strategic questions
 Technique to identify where opportunities exist and how to transform these
opportunities into clear business strategies
 Applicable to any markets undergoing change, initially designed for use in
healthcare
 Enables leadership to understand the timing, impact and relevance of intelligence
 Creates a company “intelligence asset”
From leading hundreds of strategic projects, we saw the need for a better approach
to capturing and utilizing information about the future.

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SaaS and BPaaS Solutions to Facilitate Strategic Excellence
Optivara’s Technology-Enabled Solutions
Prepare for market
evolution and
prioritize
opportunities for
focused growth
Understand Market Evolution
& Opportunity
 Proactively Source and
Interpret Intelligence
 Select and Prioritize
Future Investments
 Determine Capabilities & Core
Competencies
 Build Strategic Plans

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Organize by Key Market Drivers of Change
The plethora of information can be sourced and organized
to help envision the future state through synthesis of
Change Drivers, Trends, and Indicators.
Identify and Source Relevant Content
Extensive information about the future of a market area
or technology abounds, but deciphering what the
information means is onerous.
Interpret the Trends and Indicators for Each Key Driver
Understanding and interpreting where the future is moving will reveal where
opportunities and potential risks lay ahead, and informs the relevance of pipelines,
business development, and capability building initiatives.
Identify, Organize, & Interpret to Envision the Future
Integration of Content and Process To Understand the Future State, Opportunities and Risks, and Strategic Implications

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Knowledge Management Framework
Market
Change Drivers
STEP 1.
Identify Major Market Change Drivers
Other major changes in your industry sectors or key issues?
Examples:
 Customer Needs & Engagement
 Innovation & Technology Advances
 Competitor Pipelines/Service Offerings
 Partnerships & Collaboration
 Government Regulations & Policies

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Innovation/Technology
CompetitorPipelines/Services
Partnerships&Collaborations
GovernmentRegulation/Policy
STEP 2. Indicators Across the Time Horizon
Key Trends
Accepted
2016
Emerging
2026
Change Driver Maps
CustomerNeeds/Engagement
Real-time
Information
Access
Cost / Benefit
Outcomes
Shared Risk
Contracts
STEP3.MajorTrendsperChangeDriver
Mobile
Internet
Individual
Predictive
Health Report
Population
Wellness
Metrics
Medicare
Quality
Metrics
Transparent
Pricing
Real World
EvidenceHEOR
Convenience
Integrated
Health
System IT
24/7
Scheduling
Telehealth
Mobile care
delivery
Patient
Sensors
Remote
Diagnostics

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Within each Change Driver
Map, there are
approximately 5 Major
Trends, and for each Trend
there may be 5 to 10
evolving Indicators of
change. The Indicators are
ordered from left to right
relative to their level of
adoption (currently accepted
to emerging).
Each Indicator contains
detailed fields of
information which are easily
accessible and, based on
designated user
permissions, allow for full
editing/updating or read-
only rights.
Drivers of Change – Platform Construct
Deriving Opportunities & Risks Associated with the Path Ahead

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Mapping the Future to Strategic Opportunities
 Visual representation of a market’s
evolution paints the picture of the
future state.
 Methodology organizes information
over time from “accepted” to
“emerging” that informs how a market
will evolve.
 Complements your strategic planning
process, business development
targeting, and business intelligence.
 Enables evaluation of your plans:
product portfolio, business
development priorities, and
organizational capabilities.
 Provides context for evaluation of your
competitor’s plans.
ACCEPTED - now EMERGING – 10 yrs+

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StratMap Indicator and Update Functionality
A Collaborative Portal to Future Trends and Indicators of Change
 Indicator Detail include a number of
collaborative reference documents
and website URLs.
 Allows users the ability to drill down to
detailed source documents and
information.
 Source reference documents can be
downloaded and uploaded allowing
for collaborative edits.
 URLs can also be updated and added
as new reference sites are identified.
 As updates and additions are made to
Indicators and Trends a change log is
created.
 Users can opt-in to email alerts
ensuring that they are informed of
updates.

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Indicator Detail External Resource Functionality
Indicator detail seamlessly connects users to actual external reference sources...

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Rate Indicators For Importance and Impact
 Each indicator can be rated
across a set of consistent
criteria
 Scoring can structured to
prioritize indicators of
greatest relevance
 High ratings can also highlight
what Indicator/s are most
critical to track
 Using consistent criteria
enables discussion across
multiple constituents, and
gain common understanding
and alignment on what
matters most
 Filters Indicators for inclusion
in the Opportunity Map

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Beacons + Risks
Strategic Knowledge Management Platform
Each of the modules results in the development of referencable “Maps” that allow for organization, reference,
and quick drill down access into critical external market or scientific data.
Customized Change Driver Maps ~4-5

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Sampling of StratMap Applications
Market Segment Focus: Environmental Change --> Opportunity --> Strategy
Future of Oncology
Market 2015-2025
Scientific, clinical practice, care sites, and patient evolution; opportunities to
participate; disruptive technologies or Provider/Payer actions; Company therapeutic
strategy comparison and refinement
Infectious Disease Crisis
or Control 2024
Advances in hospital and community acquired infection – future impact of advanced
diagnostics, therapeutics, standards of care on pipeline, business development, and
capabilities investment
Evolution 2020 of US
Healthcare Integrated
Delivery Networks
How IDNs will reshape healthcare delivery and manufacturers participation as the
ACA and healthcare reform advances. Demonstrated range of models and key
themes for innovators, market leaders, followers.
Future of Robotics in
Healthcare
What, where, when, and how will surgical robots to nano-bots impact diagnostics,
therapeutics, and monitoring across applicable diseases and procedures
Future of Surgical
Intervention
How will surgical practices evolve as new therapeutics, devices, and minimally
invasive interventions redefine standards of care

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Software Enabled Intelligence Platform
Intelligence Synthesis &
Interpretation
A process for organizing and
interpreting intelligence
allows more holistic synthesis
of multi-sourced information
Multi user Access &
Collaboration
Visual display and
supporting rationale allow
for collaboration and
organizational alignment on
information relevance
Document Capture &
Retrieval
A strategically organized
document hub allows for a more
relevant system for capturing and
accessing up-to-date information

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 Leading companies are proactively improving their approaches to strategic
planning, information access, and utilization of intelligence
 Using advanced technology and innovative methods, like StratMap,
enables businesses to “future scape” more efficiently and objectively
understand their opportunities and risks
 Intelligence is most useful when the strategic context is clear, and why it
matters is understood
 A populated strategic maps allows information to be durable and provides
a reference point for ongoing reevaluation and relevance
 The intelligence framework, repository, and visualization also allows for
consistent information retention, disseminated and organizational
alignment
Closing Thoughts

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Strategy and Market
Intelligence For Life
Sciences and Healthcare
Innovators
drive global optimization
Enabling tools to
and
THANK YOU!
www.gilesaa.com / www.optivara.com / 847-615-8199
Questions?

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Thank you!
Now how about a little Q&A?
Email: lgiles@gilesaa.com
The Intelligence Collaborative is the online learning and networking
community powered by Aurora WDC, our clients, partners and other friends
and dedicated to exploring how to apply intelligence methods to solve real-
world business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn
more about Aurora at http://AuroraWDC.com – see you next time!

How to Use Strategic Mapping to Interpret and Optimize Market Intelligence

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