Board to the Ward : Multi Stage HealthTech and MedTech Pathway

The process from pitching an idea ("Board") to its widespread use by clinicians and patients ("Ward") in HealthTech and MedTech is a multi-stage Health Technology Pathway focused on demonstrating value, ensuring safety, and securing buy-in. It is typically non-linear and requires constant engagement with diverse stakeholders.

Here is an overview of the key phases:

1. Idea Creation and Value Proposition (The Pitch) 💡

This initial phase establishes the foundation for the technology.

Identify the Unmet Need: The process begins with identifying a clear problem or gap in clinical care that the proposed technology (device or digital solution) can solve. This must be a patient-centric need.

Concept & Development: The technology is designed with the end-user (clinicians and patients) in mind to ensure an intuitive and seamless experience that doesn't disrupt workflow.

Value Proposition: A clear statement is developed to explain the benefits to the healthcare system, clinicians, and patients. This typically includes improvements in patient outcomes, cost-effectiveness, and/or operational efficiency.

Early Engagement: Innovators engage early with key stakeholders, including regulators, commissioners, and patient groups, to align the technology's design and evidence requirements with the needs of the healthcare system. 

2. Regulatory Approval and Evidence Generation (The Validation) ✅

This is the critical phase where the technology is tested and formally approved for use.

Clinical Trials/Testing: Rigorous studies are conducted to generate clinical evidence demonstrating the safety and effectiveness of the solution. This is essential for regulatory and adoption decisions.

Regulatory Approval: The technology must meet stringent regulatory standards (e.g., FDA in the US, MHRA in the UK, MDR/IVDR in the EU) to be classified and marketed as a medical device or digital health solution. This often involves a risk-based approach, with higher-risk devices requiring more rigorous review.

Health Technology Assessment (HTA): Independent bodies (like NICE in the UK) assess the clinical and cost-effectiveness of the technology compared to existing standard care. A positive HTA recommendation is often a prerequisite for national funding and commissioning.

Post-Market Surveillance Planning: A plan is established for ongoing monitoring of the device's safety and performance once it's in use.

3. Funding, Commissioning, and Implementation (The Adoption) 🏥

Once the technology is proven safe and effective, the focus shifts to securing funding and integrating it into clinical practice.

Funding and Procurement: The technology must secure a clear funding or reimbursement pathway. This involves navigating complex procurement routes and demonstrating the long-term value for money to health system commissioners.

Commissioning and Local Planning: Healthcare organizations (e.g., Integrated Care Systems) decide to purchase and integrate the technology. This involves thorough mapping of existing clinical workflows to identify necessary process changes.

Implementation & Pilot Programs: A phased rollout is typically recommended, starting with pilot programs in specific departments or hospitals. This allows for real-world testing, gathering user feedback, and refining the implementation plan before a full-scale launch.

Clinical Champion Buy-in: Identifying and empowering clinical champions—doctors, nurses, or other clinicians who are enthusiastic about the technology—is crucial. They drive local change, train peers, and provide essential feedback.

4. Clinician and Patient Adoption (The Ward) 🤝

The final stage ensures the technology is routinely and effectively used by its target users.

Training and Support: Comprehensive, tailored training is provided to all end-users (clinicians, administrative staff, and patients). Ongoing, easily accessible support is vital to address issues as they arise.

User-Centric Design: Technology adoption is significantly improved if the solution is intuitive and demonstrably saves the user time or significantly enhances patient care, rather than just adding to their workload.

Continuous Feedback Loop: A mechanism for collecting and acting on feedback from frontline clinicians and patients must be established. This allows for iterative improvements to the product and the local implementation process.

Measuring Outcomes: Organizations continuously monitor key performance indicators (KPIs) to ensure the technology delivers the promised benefits (e.g., reduced waiting lists, improved patient safety, better treatment outcomes).

Cultural Change: Successful adoption requires overcoming system inertia and building a culture where innovation is valued and embedded into routine practice across the organization—the true "Board to Ward"culture.

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