1. What are the most important things for your business to succeed?
Please choose and rank them in order of importance (i.e. most important first).
Drag items from the left-hand list into the right-hand list to order them.
- Ability to attract qualified staff
- Ability to train staff
- Effective knowledge management
- Process management competencies, i.e. lean management, six sigma, etc.
- Effective change management
- Ability to initiate and manage partnerships
- Ability to scale your business model, e.g. across borders, in other market
- Structured innovation processes, e.g. regular meetings, innovation circles, etc.
- Ability to attract more investments/investors
2. Over the next five years, how big a threat will each of the following be to your organization?
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Not a threat
Small threat
Moderate threat
Significant threat
Don´t know
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Disintermediation by rating sites, patient platforms and other players
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Existing regional and/or national competitors
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MedTech offering healthcare services
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Foreign healthcare providers, e.g. hospital groups, lab chains, entering your market
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Competition from medical tourism players for your patients
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Government rationing
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Liability issues/lawsuits
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New treatments and technology which beats your service options
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Restrictions imposed by medical professions
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Inability to leverage the potentials of digitalization due to lacking resources and competencies
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Lack of qualified medical staff (doctors/nurses)
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Inability to support population health management
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The change from volume-based, fee-for-service reimbursement to reimbursement based on patient outcomes
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Inability to keep up with digital and technological changes that impact how my business success is measured
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Inability to analyze data effectively
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Telemedicine or other non-traditional point of care services
3. Roughly, what ANNUAL growth rate in percent do you forecast over the next five years?
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For your market
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For your company's revenue (including acquisitions and organic/ greenfield growth)
4. What percentage of your growth estimated above will come from M&A, as opposed to organic growth?
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M&A
5. What is your current payor/customer revenue mix?
(Note: Values will be normalized if they do not sum up to a total of 100%.)
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Public payors (statutory insurers/NHS funds etc)
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Private medical insurers
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Public sector hospitals
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Employers/companies
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Paid by the patient in cash
7. Compared to your current strategy, how will the importance of each of the following change over the next 5 years?
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Not important at all
Declining importance
Of the same importance as today
Increasing importance
Main strategy
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Extend your part in the patient journey, for example moving from diagnosis to treatment or from inpatient to also covering outpatient
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Focus only on existing specialities
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Adding new specialities
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Focus on delivering higher outcome quality
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Expanding into more countries
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Launching services paid for by the patient in cash or through subscriptions
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Penetrating existing regional and existing national market, e.g. create regional networks
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Building a poweful (healthcare) brand
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Reaching out to new/more patients by using e-health/telehealth
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Establishing hub-and-spoke structures of service provision
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Cooperation with other service providers
8. In your 5-year strategic plan, how will the importance of the following types of partners change over time?
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Not important at all
Declining importance
Of the same importance as today
Slight increase in importance
Strong increase in importance
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App/Digital health providers
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IT-Provider: enterprise IT providers (such as SAP or IBM)
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Strategic Consultants
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Implementation consultants
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Academic medical centers (Mayo, Cleveland, etc)
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Big Pharma companies
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Big MedTech companies
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3rd party providers to whom you can outsource medical processes, e.g. imaging and lab services
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Establishing 3rd party providers to whom you can outsource non-medical processes, e.g., laundry services, catering
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Public sector providers