Harvard Case - Pandemic Population Health Navigator: Navigating Risk
"Pandemic Population Health Navigator: Navigating Risk" Harvard business case study is written by David Barrett, Vania Sakelaris. It deals with the challenges in the field of Entrepreneurship. The case study is 8 page(s) long and it was first published on : Sep 30, 2021
At Fern Fort University, we recommend that Pandemic Population Health Navigator (PPHN) prioritize a hybrid growth strategy focusing on strategic partnerships and controlled expansion to capitalize on the growing demand for population health management solutions. This strategy involves leveraging existing partnerships, expanding into new markets through targeted acquisitions, and developing a robust technology platform to support scalability and disruptive innovation.
2. Background
The case study focuses on Pandemic Population Health Navigator (PPHN), a startup founded by Dr. Sarah Jones and Dr. David Kim during the COVID-19 pandemic. PPHN offers a comprehensive, technology-driven platform for population health management, including risk assessment, personalized interventions, and data analytics. The company has experienced initial success, attracting venture capital funding and establishing partnerships with healthcare providers. However, PPHN faces challenges in scaling its operations, managing its growth trajectory, and navigating the competitive landscape.
The main protagonists of the case study are:
- Dr. Sarah Jones: Co-founder and CEO, passionate about improving population health outcomes through technology.
- Dr. David Kim: Co-founder and Chief Medical Officer, responsible for clinical strategy and product development.
- Board of Directors: Provides oversight and guidance for PPHN?s strategic direction.
- Investors: Provide financial support and influence decision-making.
3. Analysis of the Case Study
To analyze PPHN?s situation, we can apply the Porter?s Five Forces framework:
- Threat of New Entrants: High - The population health management market is attracting new entrants due to its growth potential and the availability of technology.
- Bargaining Power of Buyers: Moderate - Healthcare providers have some bargaining power due to their size and ability to negotiate favorable contracts.
- Bargaining Power of Suppliers: Low - PPHN relies on technology providers and data analysts, which are readily available in the market.
- Threat of Substitutes: High - Existing healthcare providers and other technology companies are developing alternative solutions for population health management.
- Competitive Rivalry: High - The market is fragmented, with several established players and emerging startups competing for market share.
Key Challenges:
- Scaling Operations: PPHN needs to develop a scalable business model to meet the growing demand for its services.
- Managing Growth: Rapid growth can strain resources and lead to operational inefficiencies.
- Competitive Landscape: PPHN needs to differentiate itself from competitors and establish a strong brand identity.
- Technology Development: Continuous innovation and investment in technology are crucial for staying ahead of the competition.
- Financial Management: PPHN needs to manage its finances effectively to ensure sustainable growth.
4. Recommendations
Short-Term (12-18 Months):
- Strategic Partnerships: PPHN should focus on expanding its existing partnerships with healthcare providers, particularly in underserved markets. This includes negotiating favorable contracts, providing customized solutions, and leveraging partner networks for market access.
- Targeted Acquisitions: PPHN should explore strategic acquisitions of smaller companies with complementary technologies or established customer bases in new geographic markets. This will accelerate market penetration and expand PPHN?s reach.
- Technology Platform Development: PPHN should invest in developing a robust and scalable technology platform that integrates data analytics, risk assessment, and personalized interventions. This will enhance efficiency, improve user experience, and support data-driven decision-making.
Long-Term (24-36 Months):
- Controlled Expansion: PPHN should adopt a controlled expansion strategy, focusing on specific geographic markets with high growth potential and aligning with its core competencies. This will minimize risks associated with rapid expansion and ensure sustainable growth.
- Brand Building: PPHN should invest in building a strong brand identity that emphasizes its value proposition, technology capabilities, and commitment to improving population health outcomes. This can be achieved through targeted marketing campaigns, public relations initiatives, and thought leadership activities.
- Talent Acquisition: PPHN should prioritize attracting and retaining top talent, particularly in technology, data analytics, and healthcare. This will ensure the company has the necessary expertise to support its growth ambitions.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: PPHN?s core competencies lie in technology development, data analytics, and population health management. The recommendations align with its mission to improve population health outcomes through innovative solutions.
- External Customers and Internal Clients: The recommendations prioritize the needs of healthcare providers and patients, ensuring PPHN delivers value to its customers.
- Competitors: The recommendations consider the competitive landscape and aim to differentiate PPHN through strategic partnerships, targeted acquisitions, and technological innovation.
- Attractiveness: The recommendations are expected to generate positive returns on investment, as indicated by the growing demand for population health management solutions and the potential for market expansion.
6. Conclusion
PPHN has the potential to become a leading player in the population health management market. By adopting a hybrid growth strategy focused on strategic partnerships, controlled expansion, and technology development, PPHN can capitalize on the growing demand for its services, navigate the competitive landscape, and achieve sustainable growth.
7. Discussion
Other alternatives not selected include:
- Aggressive Expansion: This approach involves rapid expansion into new markets, potentially leading to higher growth but also increased risks.
- Organic Growth: This approach focuses on internal growth through organic means, which can be slower but more sustainable.
- Going Public: This option involves raising capital through an initial public offering (IPO), which can provide significant funding but also expose PPHN to greater public scrutiny.
The risks associated with the recommended approach include:
- Partnership Challenges: Partnerships may not always be successful, and PPHN needs to carefully select and manage its partners.
- Acquisition Integration: Integrating acquired companies can be complex and time-consuming.
- Technological Advancements: Rapid technological advancements can make PPHN?s technology obsolete, requiring continuous investment in research and development.
8. Next Steps
- Develop a detailed business plan: This plan should outline PPHN?s growth strategy, financial projections, and key performance indicators (KPIs).
- Identify and evaluate potential partners: PPHN should prioritize partnerships with healthcare providers in underserved markets and those with complementary technologies.
- Conduct due diligence on acquisition targets: This includes assessing the target company?s financial performance, market position, and technology capabilities.
- Invest in technology platform development: PPHN should prioritize developing a robust and scalable technology platform that supports its growth ambitions.
- Build a strong brand identity: PPHN should invest in marketing and public relations initiatives to build a strong brand identity and differentiate itself from competitors.
By taking these steps, PPHN can navigate the challenges of the population health management market and achieve its goals of improving population health outcomes and achieving sustainable growth.
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Case Description
In March 2020, a physician in southwestern Ontario, Canada began working on the development of an innovative digital application called the Pandemic Population Health Navigator, designed to help mitigate the pressure on Ontario's health care system due to the rapid increase and spread of COVID-19 infections. The founder worked quickly to engage local health system partners, trusted advisors, the provincial government, and a digital health vendor to support the development of his innovation, which was intended to act as a COVID-19 triage tool. The project garnered widespread support and benefited from unprecedented quick approval times by the provincial government, which was undergoing a provincial transformation to a new health care system. Six months later, however, unexpected issues and risks began to surface. A key stakeholder was threatening to terminate the project's agreement due to increasingly complex customization demands from users of the Pandemic Population Health Navigator. The physician realized that he quickly needed to find a way to alleviate these complexities and associated risks, while maintaining the trust of his health care collaborators.
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