Highlights from RockHealth’s report on “Streamlining Enterprise Sales in Digital Health”

I always value studies or feedback that validate the insights I have developed over the many years of selling to healthcare. Indeed, when I advise companies, many who are trying to wrap their head with the eccentricities of healthcare, having examples that go beyond my own experience is important. The study report is short, so I suggest you to read it. Nonetheless, I’ve highlighted a few of items for you.

Are pilots and zombies keeping digital health in a holding pattern?

We need to get better bridging innovators with nifty tech that can help healthcare and the folks on the inside who are trying to learn how the nifty tech can help; including the users in our development process, but not just the product aspects for product development, but the business model aspects for the customer development part; deploying solutions, keeping in mind that the pilot is a milestone on a path to usage and sales.

Components of a successful data analytics program

Data is a big barrier in adopting analytics across an organization. But it is the lack of an organizational structure that will lead to failure, no matter how sophisticated the technology or algorithm. A successful data analytics program takes into account organizational awareness, an iterative strategy, a stepwise approach to adopting applications, and the development of data fluency.

What does “go-to-market” mean?

Every company, by it’s nature, goes to market with something. Yet we have seen so many companies who focus on one aspect of go-to-market, or have a diffuse strategy, or don’t have the capabilities to deliver on the strategy. Go-to-market systems start from the design and dissemination of the strategy across the organization, and goes all the way to your client-interface employees and services. There are a few questions you can ask yourself to gauge the health of your go-to-market framework.