how to use strategic mapping to interpret and optimize market intelligence
TRANSCRIPT
The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab
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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: [email protected]
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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Questions, Commentary & Content
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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 IntelCollabJanuary 20, 2016
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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?
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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
Plan
ning
Ele
men
ts
Critical external and internal issues
Impactful trends Competitor advances
Best opportunities for participation,Fit and gaps with our capabilities and portfolio
Where we playBenefits we deliverHow we winHow we organize and resource for success
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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 approachto capturing and utilizing information about the future.
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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Organize by Key Market Drivers of ChangeThe 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 FutureIntegration of Content and Process To Understand the Future State, Opportunities and Risks, and Strategic Implications
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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Inno
vatio
n/Te
chno
logy
Com
petit
or P
ipel
ines
/Ser
vice
sPa
rtne
rshi
ps &
Col
labo
ratio
nsGo
vern
men
t Reg
ulati
on/P
olic
y
STEP 2. Indicators Across the Time Horizon
Key Trends Accepted2016
Emerging2026
Change Driver Maps
Cust
omer
Nee
ds /E
ngag
emen
t Real-time Information
Access
Cost / Benefit Outcomes
Shared Risk Contracts
STEP
3. M
ajor
Tre
nds p
er C
hang
e Dr
iver
Mobile Internet
Individual Predictive Health Report
Population Wellness Metrics
Medicare Quality Metrics
Transparent Pricing
Real World EvidenceHEOR
ConvenienceIntegrated
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 ConstructDeriving Opportunities & Risks Associated with the Path Ahead
INDICATORS
TRENDS
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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+
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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StratMap Indicator and Update FunctionalityA 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 FunctionalityA Collaborative Portal to Future Trends and Indicators of Change
Indicator detail seamlessly connects users to actual external reference sources...
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Rate Indicators For Importance and ImpactA Collaborative Portal to Future Trends and Indicators of Change
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
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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 USHealthcare 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
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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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
Copyright © 2016 by Optivara, Inc. – Confidential, not for distribution.
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Strategy and Market Intelligence For Life
Sciences and Healthcare Innovators
drive global optimizationEnabling 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: [email protected]
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!