This document discusses 4 strategies for digital health companies to influence and execute digital health approaches. It provides examples of how to 1) sell and influence your business case, 2) plan for an omni-channel patient experience, 3) connect insights to design effective solutions, and 4) launch solutions with the end in mind to successfully scale. Examples include using a Lean Canvas model to build your business case, roadmaps for scientific design and approval processes, engagement metrics for wearables, and an idea development cycle from customizing devices to recruiting and enrolling patients directly.

1. © Copyright 2015 Quintiles
Accelerate and Integrate Digital Health Innovation
4 strategies to influence and execute digital health approaches
John Reites
Head of Digital Health Acceleration
Quintiles
@Quintiles
@JohnReites
Raleigh, NC
23 March 2016

2. 2
Day 1 8:00 am
10:05
am
10:30
am
1:00
pm
3:00
pm
5:00
pm
7:00
pm
Day 2 Day 3
Delivery
and
Compliance
ePRO
Prompt patient via app to
complete validated
questionnaire and/or
cognition spatial memory
task
BioSensor
Worn by
Patient
Patient
Reported
Data
Medical Records Update
Data from the physician visit/lab
inputted into eMR, routes to
patient and study database
Drug Delivery
IP or prescription
delivered direct-to-
patient connected to
unique ID to maintain
consent requirements
Continuos Monitoring
As IP metabolises, begin
continous monitoring.
At Home
Lab Kit
Home Lab
Lab kit sent directly to
patient and
completed/returned to
central lab
Study Companion
App Support and
Compliance
Engagement
Reminder, education content and
med risk rating prompt patient to
take investigational /prescribed
product linked to adherence
support solution
Design
Scientific rigor and patient
experience-based design
consents patient directly
through informed process
Protocol
and
Consent
Medical
Record
Data
Study Companion
App Support and
Compliance
Feedback
Patient provided with
follow-up on their
activities, progress chart,
positive reinforcement and
direct reimbursement
Day 1 - Patient Dosing, Monitoring and Patient Engagement

3. 3
Partner
Strategic
Initiative
Customer
Idea
OfferingIdea
Idea
Idea
Internal innovation
• Innovation themes
• BU offering need
• Internal ideation
External innovation
• Joint partnership
• Customer co-development
• Startup integration pilot
Idea
Alignment with partner including funding per project + dedicated
domain expert resource(s) + senior leadership sponsor
Startup
Idea
Workspace
• Co-located space
• Mix of on-site/off-site
• Casual, agile
environment + dress
code
Team
• Dedicated + empowered
domain experts from BU
• Solution Design Studio
(developer + designer)
• Acceleration PM
Mentors
• Rotated attendance
from advisors/mentors
• Access to internal SMEs
• Regulatory and Legal
input at stage-gates
Process
• Quintiles approach and
methodology + Lean
Startup for 90 day session
• Learning/testing-driven
process
• Stage-gate reviews with
limited stakeholders for
validation
Tools
• iRise (simulation)
• Appian (process)
• Box (file storage)
• HP PPM (PM tool)
• Amazon WS / Microsoft
Axure
(web storage)
KPIs
• Weekly progress report
to stakeholders
• Go/Fail stage-gates
• A/B testing documented
• MVP V1.0 is the
deliverable with exit
transition to BU

4. 4
strategies to influence
and execute digital
health approaches4

5. 5
Sell and influence
your business case1

6. 6
Digital Health Acceleration
Lean Canvas Business Case <Project Name>
<start date>
<end date>
Customer/Quintiles
Challenge
Problem this project is
working to solve
Potential Solution
Key features planned
Metrics/KPIs
Key activities you
measure
Unique Value
Proposition
Single, clear,
compelling message
that states why this
innovation is different
and worth paying
attention for our
customer and/or
market
Unfair Advantage
Can’t be easily copied
or bought as a
differentiator
Channels
Path to customers
and/or market via
integration, sales,
process, etc.
Customer
Segments
Target customers and
product users including
company divisions,
roles, etc.
Cost Structure
Anticipated management costs, distribution costs, hosting,
resources, vendors, etc.
Revenue Streams
Revenue model, lifetime value, projected gross margin, etc.
PRODUCT MARKET

7. 7
Your stakeholder
opportunity
2m 8m

8. 8
Plan for the omni-
channel experience2

9. 9
“Give me six hours to chop
down a tree and I will spend
the first four sharpening
the axe.”
Abraham Lincoln

10. 10
Digital Health Approach Roadmap
Scientific
Design,
Protocol and
Content
US CIRB /
ROW CEC
Approval
Content ePROResearchKit
and Web
Study
Launch
Informed
Consent
Module
Survey
Module
Survey
Payment Wearable Chart
Email
SMS
Data
Analysis /
Publication
Active
Tasks
Modules
Dash-
board
Health
Data
Medical
Record
Survey
Module
Infosario Integrated Data Collection & Cloud Storage

11. 11
Connect insights to
design the solution3

12. 12
Engagement Index for Wearables
Extremely or very likely to
continue with an mHealth
daily diary only
86%
Extremely or very likely to
continue with a different
biosensor/wearable device
83%

13. 13
Source: http://sethgodin.com
“What matters now is trust,
permission, remarkability, leadership,
stories that spread and humanity:
connection, compassion, and humility”
– Seth Godin

14. 14
Launch with the end
in mind to scale4

15. 15
Direct-to-Patient w/ ePRO, mHealth diary + biosensor
IDEA DEVELOP DEPLOY
• Customization of the device for
clinical study use and integration
• Can device data replace standard
ePRO collection?
• Custom-branded study w/ patient
community and experience
• Digital recruitment was conducted with
a process to deliver/integrate digital
health devices with patients
• 150 patients enrolled in three
(3) weeks
• Study completed in months as
opposed to years if a site-based
project