BUILD / Product Innovation
From Idea to Marketable Healthcare Product
Rapid Product Deployment is a structured approach for transforming promising concepts, struggling products and incomplete visions into focused, market-driven products that can be built, deployed and improved rapidly.
The methodology
Rapid Product Deployment™
RPD
RPD is not merely a software development methodology. It integrates ten disciplines that products usually fall between:
- Market
- Strategy
- Product
- Clinical logic
- Technology
- Operations
- Client needs
- Analytics
- Economics
- Deployment
Product philosophy
A Product Is More Than Software
A successful healthcare product is the combination of market need, functionality, clinical logic, technology, operations, client delivery, analytics, economics and measurable results. Product development should be managed across that entire system.
Six stages
From define to optimize, and around again
Optimization feeds back into the next RPD cycle. Select a stage to see what is determined, built or measured.
Stage 01 of 06
DEFINE
Determine:
- Problem being solved
- Customer
- Market need
- User
- Economic value
- Product purpose
- Competitive positioning
RPD in practice
Five stages, each shown in real company work
Every example links to the company record, with what was built and what changed.
01
Diagnose
Identify the product, operating-model and clinical-program problems before proposing a solution.
- IncentOne
Version 3.0 healthcare-incentives & wellness platform
BuiltSubstantially redesigned the older platform into an enhanced version 3.0 incentive-driven wellness platform.
ImpactThe CV reports more than $1.6M revenue generated during a six-month period in 2010. New business included employers, payers and healthcare organizations.
- HealthHelp
Collaborative specialty utilization-management programs; Integrative Oncology; Protos clinical rules & authorization engine; Spend-reduction products: Site, Scope, Triage, Direct, Concierge & Access; Utilization-reduction products: Consult, Access, Inform, Guide & Alert; Provider Score, savings valuation & risk / predictive analytics
BuiltRestructured product strategy, health informatics and client-service delivery.
ImpactRevenue grew from approximately $35M to more than $60M during executive tenure, with approximately $5M EBITDA growth and more than $20M revenue associated with new programs and enhancements.
- Hinduja Healthcare Services → Sagility
BPaaS / UM-as-a-Service architecture
BuiltCreated overall UM strategy covering prior authorization, peer review, clinical decision support and care management.
ImpactThe work was part of preparing the healthcare business for acquisition by Baring Private Equity Asia / BPEA.
02
Define Product / Market
Define what should be built, for whom, and how it creates clinical or financial value.
- RemindTrac
Medication-adherence & performance-based risk-sharing strategy
BuiltDefined positioning for payers, employers, ACOs and PCMHs.
ImpactEstablished product and market direction linking adherence performance to the needs of payers, employers and value-based care organizations.
- Pieces Technologies
AI + EMR clinical and healthcare-performance strategy
BuiltAdvised on product strategy connecting AI and EMR data to clinical, financial, quality and SDOH risks.
ImpactProduct strategy addressed STAR measures, HEDIS, Total Performance Score, ACO financial performance, readmissions, length of stay, hospital-acquired conditions, sepsis, uncompensated care and social determinants of health.
- NeuVis
NASCO HIPAA EDI transaction solution; Johnson & Johnson VisionCare ophthalmology practice-management application; Physician eDetailing solution
BuiltLed healthcare product and vertical-market strategy, business development, application design, partner relationships, commercialization and implementations.
ImpactBuilt one of the earliest HIPAA EDI transaction solutions as the industry began implementing the new transaction standards.
03
Build
Translate strategy into actual platforms, workflows, applications and product experiences.
- NeuVis
NASCO HIPAA EDI transaction solution; Johnson & Johnson VisionCare ophthalmology practice-management application; Physician eDetailing solution
BuiltLed healthcare product and vertical-market strategy, business development, application design, partner relationships, commercialization and implementations.
ImpactBuilt one of the earliest HIPAA EDI transaction solutions as the industry began implementing the new transaction standards.
- Healsa / Partner Medicine
KlearHealth concierge patient intake, onboarding & servicing platform
BuiltRebuilt the business and product strategy and developed KlearHealth, the retail concierge-medicine platform.
ImpactThe platform helped support practice growth.
- DockedIn
Core telemedicine platform
BuiltBuilt the core pediatric telemedicine platform and advised the founders on product strategy.
ImpactDelivered the core platform; the venture did not achieve sustained commercial scale.
- SLAP
Social learning & payments platform
BuiltBuilt the company’s social learning / payments platform, developing the core concept with the founding members.
ImpactDelivered the platform and associated patent work, but the venture did not gain meaningful commercial traction.
- IncentOne
Version 3.0 healthcare-incentives & wellness platform
BuiltSubstantially redesigned the older platform into an enhanced version 3.0 incentive-driven wellness platform.
ImpactThe CV reports more than $1.6M revenue generated during a six-month period in 2010. New business included employers, payers and healthcare organizations.
04
Operationalize
Connect product design to delivery, client services, clinical programs and the operating model.
- HealthHelp
Collaborative specialty utilization-management programs; Integrative Oncology; Protos clinical rules & authorization engine; Spend-reduction products: Site, Scope, Triage, Direct, Concierge & Access; Utilization-reduction products: Consult, Access, Inform, Guide & Alert; Provider Score, savings valuation & risk / predictive analytics
BuiltRestructured product strategy, health informatics and client-service delivery.
ImpactRevenue grew from approximately $35M to more than $60M during executive tenure, with approximately $5M EBITDA growth and more than $20M revenue associated with new programs and enhancements.
- Fiserv Health
Integrated healthcare strategy & operating model
BuiltDeveloped cross-business healthcare strategy spanning CareGain, Wausau Benefits, Avidyn Health and related units.
ImpactThe strategy and integration work contributed to positioning the healthcare portfolio for its subsequent sale to UnitedHealthcare.
- Hinduja Healthcare Services → Sagility
BPaaS / UM-as-a-Service architecture
BuiltCreated overall UM strategy covering prior authorization, peer review, clinical decision support and care management.
ImpactThe work was part of preparing the healthcare business for acquisition by Baring Private Equity Asia / BPEA.
05
Scale / Create Enterprise Value
Connect product and operational work with growth and enterprise value.
- CareGain
HealthcareIRA™ / HSA, HRA & FSA benefit-management portal; Pharmacy & provider quality-comparison decision support; Consumer-directed healthcare payment processing & debit-card integration
BuiltOriginated HealthcareIRA™, the model on which HSA legislation was written, and wrote the foundational patent as its sole named inventor.
ImpactFather / Founder of HSAs: originated HealthcareIRA™, the model on which HSA legislation was written, and worked directly with Congressional healthcare leadership on its legislative development, followed by Treasury and IRS guidance. Commercialized the invention through CareGain and scaled the platform into a business acquired by Fiserv for $40M.
- HealthHelp
Collaborative specialty utilization-management programs; Integrative Oncology; Protos clinical rules & authorization engine; Spend-reduction products: Site, Scope, Triage, Direct, Concierge & Access; Utilization-reduction products: Consult, Access, Inform, Guide & Alert; Provider Score, savings valuation & risk / predictive analytics
BuiltRestructured product strategy, health informatics and client-service delivery.
ImpactRevenue grew from approximately $35M to more than $60M during executive tenure, with approximately $5M EBITDA growth and more than $20M revenue associated with new programs and enhancements.
- IncentOne
Version 3.0 healthcare-incentives & wellness platform
BuiltSubstantially redesigned the older platform into an enhanced version 3.0 incentive-driven wellness platform.
ImpactThe CV reports more than $1.6M revenue generated during a six-month period in 2010. New business included employers, payers and healthcare organizations.
- Hinduja Healthcare Services → Sagility
BPaaS / UM-as-a-Service architecture
BuiltCreated overall UM strategy covering prior authorization, peer review, clinical decision support and care management.
ImpactThe work was part of preparing the healthcare business for acquisition by Baring Private Equity Asia / BPEA.
Product transformation
When RPD Is Useful
- 01Product has lost market focus
- 02Product contains too many features
- 03Product has weak differentiation
- 04Sales feedback is not reaching product development
- 05Existing functionality needs modernization
- 06Concept is strong but product definition is weak
- 07Development teams lack precise requirements
- 08Product works technically but not operationally
- 09Customers are not seeing sufficient value
- 10Product needs to move rapidly from concept to deployment
Great products are not created by adding functionality. They are created by identifying the right problem, focusing the product around real customer needs, defining exactly how it must function, and connecting development to the operational model necessary to deliver it.
Differentiator
Seeing the Whole Business
Product teams see functionality. Technology sees requirements. Operations sees workflow. Sales sees client demand. Finance sees economics. Clinical teams see appropriateness and outcomes. Effective leadership requires seeing all of them together.
01
Strategy
02
Products
03
Clinical
04
Operations
05
Analytics
06
Client Services
07
Marketing
08
Technology
All feed into
ONE INTEGRATED PRODUCT
Next step
Bring the product that is not working, or the idea that is not yet a product.
Tell me what you are building, what is stuck, and who needs it to work.