New Business Development Strategic Scoping …...©2013 The Advisory Board Company • advisory.com...

©2013 The Advisory Board Company • advisory.com

New Business Development

Strategic Scoping

Discussion Guide

Marketing and Planning

Leadership Council

© 2013 The Advisory Board Company • advisory.com

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2

Project Director

Cabell Jonas

Contributing Consultant

Rachel Reeves

Practice Manager

Alicia Daugherty

Marketing and Planning Leadership Council

© 2013 The Advisory Board Company • advisory.com 3

Table of Contents

Overview..........................................................................................................................4

Session 1. Set Strategic Objectives.............................................................................6

Session 2. Identify Pressing Customer Problems....................................................10

Session 3. Evaluate Organizational Capabilities......................................................15

Summary and Additional Resources for Members..................................................19


Overview

4

Set Strategic

Objectives

Identify Customer

Problems

Evaluate

Organizational

Capabilities

Use this section to outline the specific goals that new business development

activities will advance—to ensure that leadership has reached consensus on

the purpose of diversification efforts.

Use this section to identify pressing consumer problems that the organization

can solve with marketable products or services.

How to Use this Guide

Many health systems are diversifying their business portfolios to include businesses and services that lie outside of the

traditional clinical core businesses of acute and ambulatory care delivery. These innovative non-traditional new

businesses are varied and may include—but are not limited to—partnerships with employers or corporations, services

sold to competitor health systems or health plans, or direct-to-consumer products paid for out-of-pocket.

Moving beyond the clinical sphere can give provider organizations greater flexibility for meeting their customers’

changing needs more effectively. However, this expansion also removes a key scoping parameter, placing providers at

risk for considering or even pursuing businesses that, while innovative, do not advance their key objectives. Without

clearly defined boundaries, leaders will – at best – waste time and resources evaluating too many potential projects. At

worst, they will make poor investments in businesses that have no clearly defined objectives, little market potential, and

low chances of success.

Successful organizations first outline explicit goals that the diversified businesses will advance and then set clear

boundaries to guide the business prospecting effort. At most organizations, a wide range of stakeholders will be involved

in new business development and these efforts typically receive close scrutiny from C-suite executives and board

members. Therefore, it is critical that key decision makers come to consensus on business development goals and scope

to ensure consistency across all phases of business development efforts. This guide offers a step-by-step process for

building consensus through both individual thought exercises and group discussion.

Viable business pursuits achieve a key strategic objective by solving a pressing consumer problem using unique

organizational strengths.

This guide contains three sections. Each section includes an individual thought exercise to be completed by participants

in advance of the group discussion session, as well as discussion questions for reaching consensus as a group.

1

2

3 Use this section to identify specific, not easily duplicated organizational

competencies that may be used towards new business development pursuits.

Suggested participants: CEO, business development leadership, strategic planning leadership, marketing leadership,

clinical leaders, innovation center leaders, representatives from physicians, nursing, and patients.

Coordinator: A coordinator or administrator should be designated to distribute individual worksheets, aggregate results,

and facilitate discussion sessions. Notes for this individual are included throughout the document.

Suggested individual exercise time: 30 minutes per session

Suggested group discussion time: 90-120 minutes per session


Overview (cont.)

5

Depending on the complexity of discussions and time needed to reach consensus, groups may need to hold multiple

discussion sessions. Some organizations may wish to hold a retreat to complete multiple discussion sessions across a

single day. This format is only recommended if all key leadership who need to approve strategic goals are present.

Across the session, drive progress on decisions by:

• Remaining aware of time and reminding group members of the time and remaining tasks as appropriate.

• Actively soliciting participation from less vocal group members, particularly those holding less authority.

• Managing the participation of more vocal members by affirming the value of their contributions, making polite

interruptions, and positioning transitions to new topics or speakers as building on their comments.

• Encouraging participants who are arguing overly nuanced points to focus on the larger issue at hand.

Time Management


Exercise Directions:

Before the discussion session:

• Using your organization’s strategic plan, pre-populate the Individual Worksheet (page 7) with your organization’s 5

- 7 major strategic goals or top-priority objectives.

• Distribute this Individual Worksheet to group members one week in advance of the group discussion meeting,

requesting that each individual return their completed form to the coordinator 48 hours prior to the meeting.

• Aggregate the individual responses onto the Aggregate Responses Worksheet (page 8). Make notes of common

themes (very high and very low scores), areas of potential disagreement (middle scores), and unusual outliers (such

as items receiving few pennies across the group, but nearly all pennies from one or two participants).

• Distribute the Aggregate Responses Worksheet (page 8) to all group members electronically and bring copies to

the meeting.

At the 90-minute discussion session:

• Discuss the aggregate responses as a group, making note of common themes, agreement and disagreement.

• Begin the discussion by orienting on the major themes and common points of agreement.

• Identify the three strongest areas of disagreement. Invite group discussion about whether the points of

disagreement are material enough to merit resolution; if so, use discussion and voting to come to

resolution, recognizing that full consensus may not be achievable.

• Invite those who supported “outlier” objectives to pitch their ideas to the group. Ask questions to help these

individuals fully explain their reasons for supporting each objective. Encourage the group to focus first on

points of agreement before stating points of disagreement.

• Drive toward consensus on the top two strategic objectives for NBD activities, as well as two strategic objectives

NBD activities will not support.

After the discussion session:

• Vet group consensus with any leaders necessary and schedule next discussion session.



1. Set Strategic Objectives

6

Exercise Purpose: To reach consensus on the specific objectives new business development (NBD) activities will

advance

Exercise Outcome: List of top two strategic objectives NBD efforts will support, and two it will not support.

Why It’s Important: Organizations too often enter into new businesses for unclear or overly broad reasons, leaving them

vulnerable to investing in projects that do not advance critical strategic goals, and missing opportunities that would. In

other cases, executives believe project goals are clearly defined and strategically aligned, and only discover midway

through the project that their colleagues aren’t on the same page and are reluctant to support continued investment

Identifying the purpose of new business development activities and actively connecting these activities to existing

priorities helps organizations review all possible opportunities, and then focus efforts on projects that will drive multiple

benefits to the organization.


To be distributed to participants prior to session

Set Strategic Objectives – Individual Worksheet

7

Objective Importance

(0-100 pennies)

NBD Required to

Achieve

(1=Low, 3=High)

Example: Generate $50M in new revenue in 3 years 50 4

Example: Increase patient engagement scores by 5% 30 3

Example: Improve clinical reputation in our market area 20 1

Directions: Thank you for participating in our organization’s initiative to define the goal(s) of our new business

development efforts. Please complete the brief exercise below so that we can identify where there is consensus among

the group, and focus our in-person discussion on areas of disagreement.

Please complete this exercise by [insert date] and return to [insert name].

Step 1: List the top 3-5 strategic objectives of our organization. Consider which objectives are most important for our

organization to accomplish across the next [insert timeline] and consider which might be accelerated by pursuing new

businesses.

Step 2: Imagine that you have 100 pennies to allocate across our strategic objectives listed below. Allocate pennies to

those that are most important for ensuring success across the next decade by writing a number from 0-100 in the first

column. You may allocate all 100 pennies to only one objective, or distribute them across several objectives. Do not

distribute pennies evenly across all objectives.

Step 3: Consider which objectives will require new business development, and which we can achieve without it. Rate

each objective according to the scale below. Do not rate objectives to which you did not allocate pennies.

1. We can achieve this objective without NBD.

2. Achieving this objective will be more difficult without NBD, but it is doable.

3. Achieving this objective will require NBD.


To be distributed to participants at session

Set Strategic Objectives – Aggregate Responses

8

Thank you for contributing your thoughts on the strategic objectives we should prioritize for NBD efforts. This document

summarizes responses received across the group.

We look forward to your attendance at the discussion session on [insert time, date, location].

Meeting purpose: To reach consensus on the top two strategic objectives we will prioritize for NBD efforts.

Discussion questions:

1) High scores: Are we in agreement that our organization should pursue new businesses that advance

these goals?

2) Low scores: Do we agree that our organization should not pursue new businesses associated with these

goals?

3) Areas of potential disagreement (middle scores): What are the benefits of pursuing new businesses

associated with these goals? What are the drawbacks?

4) Outliers (items receiving few pennies across the group, but nearly all pennies from one or two

participants): What new business ideas were associated with support for these goals? Are there outlier

ideas that might be feasible and promising?

Objective Importance

Average, Range

NBD Required

Average, Range

Total

Points

Summary of Group Responses


To be distributed to participants following session

Set Strategic Objectives – Conclusions

9

Directions: This document outlines the strategic goals that our organization will potentially advance using new

businesses. Leadership will consider new businesses that advance –or have the potential to advance—these goals.

It also outlines the strategic goals that are unlikely to be advanced through new businesses, so leadership will not

expend energy pursuing businesses in these areas.

Goals that we will pursue

with new businesses Group Discussion Conclusions

Goals we will not pursue



2. Identify Pressing Customer Problems

10



Purpose: To focus investment on areas of customer need and market demand

Outcome: List of 10-15 problems that NBD efforts could address to meet set objectives.

Why It’s Important: Organizations seeking to launch new businesses should look to their customers to identify unmet

needs. Starting with a defined customer problem will help you pursue projects for which there is clear market demand.


Before the session:

• One week prior to the session, divide participants into groups, assigning each group 1-2 customer or constituent types

(patients, employers, caregivers, etc.) Email participants the two strategic objectives identified in the previous session

and ask them to come prepared with problems, challenges, and unmet needs that their customer or constituent

type(s) experience related to each of the objectives.

At the 2-hour* discussion session:

• As a warm-up exercise, ask the group to brainstorm problems, challenges, and unmet needs that patients experience

related to one of your two defined strategic objectives (choose one). List ideas on a white board or flip chart. Allow 10

minutes.

• Divide participants into their pre-assigned customer or constituent groups. Ask each group to brainstorm problems,

challenges, and unmet needs that the customer or constituent experiences related to the one of your two defined

strategic objectives. Each group should focus on the same strategic objective, and list ideas on white boards or flip

charts around the room. Allow 10 minutes per customer or constituent type.

• Give participants 5-10 stickers each. Invite them to walk around the room and place their stickers next to the problems

that, if solved, would most help you achieve the strategic objective. Encourage participants to add their own ideas to

other groups’ lists. Allow 15 minutes for voting. Tally votes for each problem identified.

• Discuss the results as a group, making note of common themes across top problems, challenges, and needs.

(Example themes: access, affordability, etc.) Allow 15 minutes for discussion.

• Repeat the exercise for the second strategic objective. Re-assign customer or constituent types among the groups so

that each group works on a different 1-2 customers or constituents for the second exercise.

• Conclude the discussion by identifying 2-3 problem themes per objective.

*This session may also be split into two 1-hour sessions.


• Vet group consensus with any leaders necessary and schedule next discussion session.

Patients

Physicians

Employers

Payers

Caregivers

Community

Partners

Staff

Other


Identify Pressing Customer Problems – Case Study

11

Case Study: Palo Alto Medical Foundation Surfaces Pressing Areas of Consumer Concern The Palo Alto Medical Foundation (PAMF) began their investment and innovation development strategy by first

carefully assessing the consumer challenges in their market through a root cause analysis. The analysis directed

PAMF to focus on the senior population, who were struggling to easily connect with local services and resources. As a

result of identifying the problem, PAMF was able to develop a specific technological solution focused on solving that

particular challenge. PAMF developed a program called LinkAges™ which connects seniors to solutions and

resources that promote successful senior aging. The program includes mechanisms for the early detection of changes

in senior health and information on how to engage with community resources.

Customer Challenge or Problems

Patients Seniors in the area can’t easily access social services or entertainment

Physicians Physicians are facing challenges with IT implementation

Employers Employers are seeing increases in heart attacks among workers

Caregivers, Consumers Caregivers for seniors are struggling to find appropriate social services

Community Partners Challenged with connecting to health care providers through IT systems

Staff, Clinicians, Health Systems Struggle to connect patients with care management resources in the community



Identify Pressing Customer Problems – Individual Worksheet

12

Thank you for participating in [insert organization name]’s NBD strategic scoping discussions. At our next session,

scheduled for [insert date, time], we will identify specific customer or constituent problems related to our NBD strategic

objectives that we might solve through NBD. Prior to the session, please mark off 30 minutes on your calendar to

brainstorm a preliminary list of problems that your assigned customer or constituent group faces.

My customer or constituent group(s): [insert 1-2 assigned groups]

Directions: Imagine a real person you know who is a member of the customer or constituent group listed above. Below,

list problems s/he experiences that are related to our two NBD strategic objectives: [insert objectives 1 and 2]

Use the questions below to help you brainstorm.

To accomplish our objectives, what do we need this person to be able to do?

What is preventing him/her from being able to do that?

What are the hardest parts of this person’s day?

What does this person complain about?

What does this person wish could be different?

When does this person behave in ways that seem irrational?



Identify Pressing Customer Problems – Discussion Outline

13

During the discussion session:

1. Begin the discussion by orienting group members to the major themes and common points of agreement across

responses.

1. Which challenges are most pressing? Which consumer segments have the most pressing challenges?

2. Which challenges are least pressing? Which consumer segments have the least pressing challenges?

2. Review each consumer segment one-by-one, taking no more than 10 minutes to discuss and come to consensus on

the single most pressing challenge faced by that consumer group. If there are consumer groups with less pressing

challenges, reallocate this time to a consumer group facing more meaningful challenges. As a group, consider the

following questions when reviewing consumer challenges:

• Do any of the challenges identified cut across several consumer groups? Would a solution be marketable to

multiple consumers?

• Which consumers do we engage with better than our competitors? What evolving problems do these

consumers face?

• Do we have a particularly clear understanding of a particular consumer subset? Can we capitalize on this

knowledge to solve the challenges we’ve identified?

• What consumer problems are our competitors trying to solve? Should we be directly competing?

• What growing consumer segments have significant unmet needs? Are we positioned to offer solutions that

will become more marketable as the consumer segment grows?

• Would providing new services to any particular consumer subset advance other strategic or operational

initiatives within the health system?

Across the session, drive progress on decisions by:

• Remaining aware of time and reminding group members of the time and remaining tasks as appropriate.

• Actively soliciting participation from less vocal group members, particularly those holding less authority.

• Managing the participation of more vocal members by affirming the value of their contributions, making polite

interruptions, and positioning transitions to new topics or speakers as building on their comments.

• Encouraging participants who are arguing overly nuanced points to focus on the larger issue at hand.

3. Conclude the discussion with one key challenge for each consumer group, populated onto the following sheet:

Identify Pressing Customer Problems –Summary of Findings (page 14).



Identify Pressing Consumer Problems – Summary of Findings

14

Customer Single Key Challenge or Problem

Patients

Physicians

Employers

Caregivers, Consumers

Community Partners

Staff, Clinicians, Health Systems

Directions: During the 60-minute discussion session, participants came to consensus on one pressing challenge or

problem for each consumer segment that might be solved by a new business. This document outlines those challenges

in the table below. These challenges should be compatible with the new business goals set in section 1. Additional

comments can be found below the tables.

New Business Development Strategic Goals

(developed in Section 1)

Goals that we will pursue


Common elements:



Before the discussion session:

• One week prior to the session, fill in the bolded items on the Individual Worksheet (page 16) and distribute both the

Individual Worksheet and the Case Study (page 17) to participants, requesting that they use the worksheet to

brainstorm ideas in advance of the session.

At the 90-minute discussion session:

• Ask the group to share their ideas about your organization’s strengths. List ideas on a white board or flip charts.

Group ideas by categories, such as those listed on the individual worksheet. For categories with few strengths listed,

push participants to consider whether your organization has additional strengths in that category or whether it

represents an area of weakness.

• Repeat the process for your organization’s weaknesses, again pushing participants to identify weaknesses they

have missed.

• Give participants 6 stickers each. Invite them to walk around the room and place their stickers next to what they

consider to be your organization’s top three strengths and top three weaknesses. Allow 10 minutes for voting.

• Tally the votes, and discuss the results as a group. Examine strengths and weaknesses that ranked #4-6 and

pressure-test whether any of these should be included in the top three, particularly if these received nearly as many

votes as the #3 strength or #3 weakness.

• Conclude the discussion with three areas of organizational strength and three areas of organizational weakness,

includin commentary on each written on sheet Evaluate Organizational Capabilities – Summary of Findings

(page 18).


• Vet group consensus with any leaders necessary and use the results from all three discussion sessions to develop

and disseminate the strategic scoping statement (template on page 19).

3. Evaluate Organizational Capabilities

15



Why It’s Important: Once a clear strategic goal and consumer problems have been identified, organizations can apply

specific strengths to develop unique solutions. Organizations should also outline areas of weakness, to avoid projects that

would leverage these traits. Within this module, participants will outline three areas of organizational strength that may be

used to develop marketable solutions, and three areas of weakness to be aware of when pursuing businesses.

Purpose: To identify specific, unique organizational competencies that can give us a competitive edge in NBD efforts

Outcome: List of three organizational strengths to leverage in NBD pursuits and three weaknesses to scope our efforts



Evaluate Organizational Capabilities – Individual Worksheet

16

Thank you for participating in [insert organization name]’s NBD strategic scoping discussions. At our next session,

scheduled for [insert date, time], we will identify unique organizational strengths that may give us a competitive

advantage in NBD efforts. We will also identify weaknesses that could make us vulnerable. Prior to the session, please

mark off 30 minutes on your calendar to brainstorm a preliminary list of strengths and weaknesses.

Directions: List our organizational strengths and weaknesses, giving particular attention to areas where we excel or fall

short relative to our competitors. Keep in mind that potential competitors include not only other providers but also

payers, retailers, virtual providers, and technology firms. Use the following questions to help you brainstorm.

Strengths:

• What are we known for? When patients, physicians, community members, media, etc. talk about our organization,

what do they say?

• What is the underlying asset or capability that gives us a strong reputation? Common strengths may include

facilities, IT, clinical innovation, knowledgeable leaders, staff, expertise, intellectual property, reputation, regional

relationships, purchaser relationships

• What efforts are we proud of? What is the underlying asset or capability that allows us to achieve that?

• What is easier for us than for our competitors? What have we done that makes it easier?

• What do our competitors envy about us?

• What assets are we in the process of building or acquiring that will strengthen certain capabilities?

Weaknesses:

• When patients, physicians, employers, etc. complain, what do they focus on?

• What do we envy about our competitors?

• Why do patients, physicians, employers, and payers choose other organizations over us?

• If you were starting a new business to compete with us (fill a need we don’t meet, or steal share in an area where

we’re vulnerable), what would it be? What does that say about the assets and capabilities we’re lacking?



Evaluate Organizational Capabilities – Case Study

17

Case Study: Crislin Hospital Outlines a ‘Go’ and ‘No-Go’ List Based on Competencies

The leadership from Crislin Hospital, a pseudonymed organization, discussed organizational strengths and

weaknesses to develop a clearer viewpoint on business areas where the organization could successfully compete.

Crislin will use the strengths list to further analyze businesses in which these strengths are valuable. The weaknesses

list helped Crislin Hospital develop a list of business areas deemed infeasible for the organization.

For example, Crislin’s leaders are unfamiliar with the mobile technology industry, so although the hospital has a strong

IT department, developing mobile technology solutions was placed on a ‘no-go’ list of business ideas not worth

pursuing further. On the other hand, Crislin has a strong reputation for innovation, so although their teams take longer

to bring products to market, they could be a successful player in a market arena with longer product development

timeframes or where their product was under the protection of intellectual property laws.



Evaluate Organizational Capabilities – Summary of Findings

18

Directions: During the 60-minute discussion session, participants came to consensus on three organizational strengths

that may be applied towards new business development pursuits and three organizational weaknesses that should

inform which new business areas to avoid. This document outlines those findings in the table below. The comments

include business areas that we should pursue or avoid, based on these strengths and weaknesses.

Strengths Weaknesses

Comments:


Summary of NBD Scope

19



Combine final results from each of the three discussion sessions to complete the following scoping statement. Vet the

statement with leadership, and then disseminate it broadly to all staff and stakeholders involved in NBD idea generation,

project development, and launch efforts. Include a brief description of how the scoping was developed, including which

stakeholder groups were represented.

Scoping Statement:

[Organization name] will pursue new business development for the purposes of [insert strategic objectives]. We will

focus our efforts on solving [insert pressing consumer problems] by using our [insert unique organizational

strengths]. Scoping our efforts in this way will inevitably require us to leave many interesting, viable project ideas on

the cutting room floor. However, this focus is necessary to prioritize our limited time and resources toward projects that

are mission-critical, have clear market demand, and play to our strengths.


Additional Resources for Members

20

On-Demand Webconferences:

Prime the New Product Pipeline by Focusing Strategy and Ideation: Part 1 of our series on launching new

products, services, and innovations

• The one hour webinar will cover tactics to adopt an innovation culture across the organization, set

a strong strategic course for non-traditional business development, and attract like-minded

innovative peers as partners.

3 things attendees will learn:

• Updates on disruptive innovators successfully meeting consumer needs

• Steps to establish an innovation strategy that aligns with broader strategic goals

• Tactics to refine the ideation process

From Idea to Market—Streamlining the Innovation Life Cycle: Part 2 of our series on launching new

products, services, and innovations

• The one hour webinar will cover tactics to gain full-time functionality from a part-time innovation

team and optimize communications, coordination, and hand-offs across teams.

3 things attendees will learn:

• How to maximize innovation or project management staff time during development phases

• Ensuring coordination at the project handoff

• Tactics for successful non-traditional product marketing

Research Briefings:

Developing High Impact Innovation Centers

This white paper introduces strategies for: prioritizing multiple requests for innovation support, creating a space

that fosters innovative development processes, executing innovation projects through collaborative

multidisciplinary processes, and structuring project transfers for implementation.

Interactive Strategic Planning Templates and Toolkits:

Business Innovation Toolkit

This compilation of tools and resources is designed with three goals in mind: first, to orient members to the

optimal business plan development process; second, to help planners, service line directors, and program

leaders create business plans that enjoy broad institutional support and are explicitly mapped to current

institutional capabilities and strategic goals; and third, to assist vice presidents and other executives with

rigorous evaluation tools to prioritize the most worthy ideas.

New Business Development Project Pre-mortem Guide

This discussion guide leads key project stakeholders in proactively uncovering project risks and weaknesses

that, if left unaddressed, could lead to project failure. The guide then directs users in developing actionable

next steps to reduce the risks of project failure.

New Business Portfolio Manager

This template assists members in developing an aggregated and goal-oriented new business progress report

that aligns with institution priorities. The template provides direction on key aspects of business development

including alignment with strategic goals, business performance, pipeline status, staffing requests,

communication strategy, and business summaries.

https://www.advisory.com/Research/Marketing-and-Planning-Leadership-Council/Events/Webconferences/2013/Prime-the-New-Product-Pipeline-by-Focusing-Strategy-and-Ideation






https://www.advisory.com/Research/Marketing-and-Planning-Leadership-Council/Events/Webconferences/2013/From-Idea-to-Market-Streamlining-the-Innovation-Life-Cycle








http://www.advisory.com/Research/Marketing-and-Planning-Leadership-Council/White-Papers/Developing-High-Impact-Innovation-Centers

http://www.advisory.com/Research/Marketing-and-Planning-Leadership-Council/Tools/2014/Business-Innovation-Toolkit-Landing

http://www.advisory.com/research/marketing-and-planning-leadership-council/tools/2014/business-innovation-toolkit/new-business-development-project-pre-mortem-guide






http://www.advisory.com/research/marketing-and-planning-leadership-council/tools/2014/business-innovation-toolkit/new-business-development-reporting-module-2

http://www.advisory.com/research/marketing-and-planning-leadership-council/tools/2014/business-innovation-toolkit/new-business-development-reporting-module-2

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