Download the Report Here: http://bit.ly/dhinnovationdna A new global study reveals that only five percent of health organizations excel at digital innovation. Read the report to learn why and what you can do about it.

1. Study Report & Recommendations
Wave I: December 2015 - February 2016
Produced By
Published April 21, 2016
Sponsored By

2. ABOUT THE AUTHOR 2/34
Fard Johnmar is founder and president of the noted innovation consultancy
Enspektos. He also conceived and produced the State of Digital Health Innovation
research initiative and is the author of this report.
Fard is a nearly 20-year global health veteran and has spent more than 10 in the
digital health arena. He has advised executives, entrepreneurs, medical
professionals and others focused on developing groundbreaking digital health
tools, technologies, products and services at startups and large organizations like
Humana, Novartis, Sanofi, the CDC and the Canadian government.
Fard has also been featured in numerous media outlets, including the Los Angeles
Times, NPR and Forbes. He is also a fellow at the Columbia University-affiliated
Healthcare Technology Innovation Lab.
Fard is the co-author of the #1 global bestseller, ePatient 2015: 15 Surprising
Trends Changing Healthcare, which explores the impact of digital technologies on
health and well-being. He also holds a U.S. patent for a unique behavioral analytics
engine that measures the impact of digital exposure on health behavior change.
A DIGITAL HEALTH FUTURIST,
STRATEGIST, RESEARCHER & INVENTOR
FARD JOHNMAR

3. BEFORE WE BEGIN … 3/34
What is digital health? This study is focused on assessing global
progress in digital health innovation, so it makes perfect sense to
ask (and answer) this question.
Enspektos defines digital health as the use of multiple
technologies (software, analytics, genomics, devices, etc.) to track,
improve, support and modify health.
Key digital health technology centers include mobile, social media,
Big Data and wearables. This study measured global innovation
progress in all these areas.

4. 4/34
EXECUTIVE SUMMARY
The State of Digital Health Innovation Study
is designed to help the global health
ecosystem understand how organizations
are progressing in their digital innovation
efforts.
According to this research, only 5% of
health organizations globally are
operating at the highest level of proficiency
and expertise when it comes to their digital
innovation efforts. This includes having the
ability to successfully scale and diffuse
innovations internally and externally.
In addition, the majority of organizations
are in the pilot testing and experimentation
stage. While any progress is positive,
momentum may be lost if institutional
innovation knowledge is not shared and
integrated into organizations’ operations.
Also, pilots may not lead to sustainable
innovation if gaps related to technical
knowledge and budget allocation
highlighted by this research are not
significantly addressed.
This report reveals not only how
organizations are progressing, but the
specific forces shaping innovation
progress. It also features
recommendations about how the industry
can assess and close the global digital
health innovation implementation gap.
THE GLOBAL DIGITAL HEALTH INNOVATION IMPLEMENTATION GAP

5. 5/34
FORWARD - WEN DOMBROWSKI, MD MBA
WEN DOMBROWSKI, MD MBA
Why an unwavering focus on execution is essential: “Just
because organizations envision themselves as ‘innovative and
cutting edge,’ this does not guarantee the successful execution of
innovative changes. Many healthcare leaders aspire to be at the
forefront of the industry, but ambitious vision needs to be
coupled with operational and technical know-how — otherwise it
is merely wishful thinking.”

6. 6/34
FORWARD - WEN DOMBROWSKI, MD MBA
By Wen Dombrowski MD MBA, Founder,
Resonate Health, LLC
Enspektos’ research is timely and valuable
for any healthcare organization that would
like to succeed and survive in the current
environment of competing business
models and evolving patient
expectations.The firm’s findings resonate
with what I've personally observed and
heard from innovation leaders at healthcare
organizations across the United States.
I’ll frame my overall remarks about the
study in the context of the four forces
Enspektos outlined in its research as being
of particular relevance to digital health
innovation activities within and without
organizations globally.
ECONOMIC
Regardless of for-profit or non-profit
status, we often hear: "No margin, no
mission." There are innovative new ways of
organizing care that can not only boost
organizational profits, but also improve
service quality at reduced cost. Healthcare
organizations that closely study market
trends (for example, consumers' increasing
preference for mobile digital connectivity)
will realize that investing in changing
business models and internal processes will
give them an edge over competitors and
deliver significant ROI over time. Some
changes may temporarily cannibalize
legacy sources of revenue, but there are
significant first-mover advantages
associated with gaining market share for
services that are increasingly in-demand.
Moreover, there are many current and
future benefits of developing internal
capacity to scale effective innovations as
organizations grow and develop innovation
maturity.
HUMANS + TECHNOLOGY + POLICY
These are three critical and intertwined
ingredients needed for the successful
identification, planning, and
implementation of innovative strategies in
the digital arena and beyond.
Three key barriers to the successful
evolution of healthcare organizations to
meet consumers' (and health
professionals’) needs using digital tools are:
1. Over-reliance on previously successful
legacy business models
2. Failure to sufficiently act on new market
trends
3. Unwillingness to invest in the talent
required to implement digital innovation
successfully
Many of these problems can be traced to
organizational leadership. For example,
there are forward-thinking individuals with
the vision to recognize the types of changes
required for truly high-impact innovation.
However, these ideas will not go far without
buy-in from not only the CEO, but the
entire C-Suite.
Also, healthcare CEOs must be truly
passionate about changing how their
organizations do business — with all the
growing pains involved. It’s also important
that CEOs empower and expect their
Executive Teams to follow suit.
(cont.)
EXECUTION: DIGITAL HEALTH INNOVATION’S NOT SO SECRET INGREDIENT

7. 7/34
FORWARD - WEN DOMBROWSKI, MD MBA
If Executive Teams are not aligned in their
vision and goals, there will be roadblocks to
allocating resources/budget (Finance),
hiring relevant talent (HR), making
necessary organizational changes
(Operations, IT), etc.
Talent Management is also a very important
innovation factor. Innovators must do the
hard work of identifying — and acquiring —
the leadership and front-line expertise
needed to achieve stated innovation goals.
In addition to adding basic traditional roles,
innovative organizations must be agile at
recruiting emerging skill-sets such as
experts in mobile communications
technologies, Internet of Things, marketing
analytics, and organizational design.
But, it’s not enough to bring in the right
expertise. The CEO, Executive Team, and
other organizational players must have
decision-making processes that empower
rapid and iterative decision-making, while
fostering co-creation and co-ownership.
IT ALL COMES DOWN TO EXECUTION
Finally, a word about the importance of
implementation. Just because organizations
envision themselves as "innovative and
cutting edge,” this does not guarantee the
successful execution of innovative changes.
Many healthcare leaders aspire to be at the
forefront of the industry, but ambitious
vision needs to be coupled with operational
and technical know-how — otherwise it is
merely wishful thinking.
As an analogy, some people aspire to build
rocket ships to the moon, but do not
understand how to recognize and
overcome the significant human,
technological, and process-related
challenges required to do so successfully.
Because of this, they are sometimes
unwilling or unable to invest in buying the
raw materials needed, hiring experts, and
allotting sufficient time to execute on their
goal.
When the right people in the right
environment are empowered to make
groundbreaking changes, both the
organization and the patients (and
providers) they serve will thrive. This
research provides an important and clear-
eyed assessment of the operational,
human, financial and technological
requirements that must be satisfied to
successfully develop and implement digital
innovations at scale.
Wen Dombrowski, MD, MBA is a geriatrics
physician-executive who develops
technology and business solutions to help
vulnerable populations with complex
medical and social needs -— including older
adults, people with disabilities, patients with
life-limiting illnesses, and the urban poor.
Dr. Dombrowski also advises health tech
startups, aging and technology industry
organizations and other healthcare
stakeholders.
Dr. Dombrowski was previously Chief
Medical Information Officer for a home
care provider, Clinical Informatics Director
at a multi-specialty network of community
clinics, and Medical Director at a special
needs managed care plan for Medicaid-
Medicare dual-eligible seniors. She is
regularly invited to speak at conferences
about healthcare innovation, information
technology, social media, aging and
workforce development.
Learn more about Dr. Dombrowski at
www.resonate-health.com.
EXECUTION: DIGITAL HEALTH INNOVATION’S NOT SO SECRET INGREDIENT

8. 8/34HOW TO DOWNLOAD AND PRINT THIS REPORT
THIS REPORT IS NOT AVAILABLE FOR
DOWNLOAD ON SLIDESHARE
Access the PDF of this publication via the Digital
Health Maven Project’s Website.
In addition to downloading this valuable resource,
you’ll have access to numerous free innovation
tools, including courses, Webinars and videos.
Click the button below to get started.
Click Here to Download This Report

9. I - THE GOAL OF THIS RESEARCH 9/34
Here’s the bottom line: Without an innovation roadmap and
better understanding of how they compare to peers, companies,
governments, non-profits and others will have a hard time
maximizing the impact of their digital health activities.
In addition, startups and other firms may take longer to realize
their full potential because they won't have a realistic sense of
organizational appetite for their innovations (and lack vital
information about their chances for success — or failure).

10. 10/34
BILLIONS ARE FLOWING INTO DIGITAL HEALTH
From 2000 - 2009, much of the talk about
the potential impact of digital technologies
on health was just that — talk. However,
with the passage of the Affordable Care Act
and the HITECH Act in the United States,
along with improvements in technology,
the forces were aligned to significantly
increase spending on digital tools such as
electronic health records. This activity
prompted investors to take notice of the
emerging digital health field. To date, they
have poured billions into digital health
companies from around the world,
signaling that people are very serious about
the future of this market. With money
flowing into this sector, research designed
to help measure and improve digital health
innovation execution has become essential.
INVESTMENT ACTIVITY: A SIGNAL OF INTEREST AND SERIOUSNESS
Sources:
>StartUp Health: Insights Report: Q1 2016
>Rock Health: Digital Health Funding: Q1 2016
2010 2011 2012 2013 2014 2015
N/A
$1.1B $1.9B $2.4B $3.0B
$7.0B
$5.8B
$1.1B
$1.5B $2.0B $4.3B $4.5B
Q1 2016
$1.6B
$0.9B

11. 11/34
DIGITAL HEALTH HAS ENTERED A NEW ERA
With interest (and investment) rising in
digital health, people are increasingly
focused on answering a critical question:
how can we execute digital health
innovations efficiently and effectively?
We describe this shift in focus as digital
health’s “Age of Implementation.” This
will be a decade-long, intensely challenging
period dominated by a focus on ensuring
digital solutions truly impact the quadruple
aim: improved health outcomes, lower
costs, better patient experiences and
clinician satisfaction. Digital health
solutions that demonstrate the ability to
satisfy elements of the quadruple aim will
rise. Those that do not will fail to receive
funding, adoption, or customers.
WELCOME TO THE AGE OF IMPLEMENTATION

12. 12/34
EVIDENCE THAT IMPLEMENTATION IS A MAJOR FOCUS
HOW WE LEARNED THE WORLD IS FOCUSED ON DIGITAL HEALTH IMPLEMENTATION
We intensively track the global digital health
market daily (and in real-time) via our
DigiHealth Informer intelligence platform.
One of the benefits of this activity is that
shifts in emphasis and focus become
quickly apparent.
By late 2015, we had gathered enough
evidence to conclude that a clear and
profound shift had occurred in the digital
health market. This change wasn’t limited
to the United States. Organizations in the
United Kingdom, Australia, India, and other
parts of the world were signaling (via
research, investments, product launches
and other indicators) that they had moved
from being merely interested in digital
health to focusing on how to implement
successfully.
Some of the evidence we gathered to
support our argument that the Age of
Implementation has arrived is illustrated
above.

13. 13/34
UNBLOCKING INNOVATION BOTTLENECKS
THE GOAL OF THIS RESEARCH: IDENTIFY & OVERCOME COMMON INNOVATION BARRIERS
It’s clear that innovation in health is easy to
say, but tough to do. Because of this,
there’s no shortage of excellent advice
about how to innovate successfully.
Some examples of common innovation
advice appears in an article published in the
April 2016 issue of MM&M, ‘What 10
innovation teams look like.’ The article’s
author, Sara Holoubek, founder of the
innovation consultancy Luminary Labs,
asked leaders from across healthcare to
talk about what makes innovation
successful. Innovators from organizations
like Johnson & Johnson and Boston
Children’s Hospital advised readers to “be
bold,” “nurture a culture of collaboration,”
“bring in outside perspectives” and more.
Yet, it is only after years of hard work that
these innovation teams (and individuals)
have learned how to identify (and
overcome) obstacles (or bottlenecks) to
their success.
For many in global health, it is these
innovation bottlenecks that are the most
frustrating aspects of championing digital
technologies. Ideally, ideas, insights and
best practices would flow freely from
internal and external innovation
marketplaces to and from organizations.
Yet, too often, organizational, budgetary,
competitive, policy and other — sometimes
unforeseen — obstacles stifle progress and
breed frustration.
The objective of the State of Digital Health
Innovation research initiative is simple. It’s
to help innovators — whether they are at
startups or within organizations —
recognize, understand and unblock
bottlenecks that prevent digital
technologies from being successfully
implemented and scaled globally.

14. II - ABOUT THIS RESEARCH 14/34
What makes this research unique? “My bright idea was to
develop a digital health innovation assessment tool disguised
as a survey.
The focus was on encouraging knowledgeable people — whether
executives at health organizations or their partners (startups,
consultancies, technology firms, etc.) — to assess progress in four
areas key to digital health innovation. In exchange, respondents
received a personalized 7+ page innovation report assessing their
(or clients’/partners’) progress. This process helped us deliver
actionable data to participants immediately.”
-Fard Johnmar, Founder and President, Enspektos, LLC

15. 15/34THE STUDY’S CENTER: A DIGITAL HEALTH INNOVATION MATURITY MODEL
UNDERSTANDING AND COMMUNICATING DIGITAL HEALTH INNOVATION MATURITY
In 2015, Enspektos introduced an industry-
first digital health maturity framework, the
Digital Health Innovation Integration Curve.
It is designed to help organizations, and
their partners, communicate more clearly,
consistently and effectively about
innovation progress. The three stages of
digital health innovation maturity are
outlined in the image above.
During Wave I of the State of Digital Health
Innovation study, participants’ responses
were used to determine where health
organizations were on the Curve.
Organizations that received the highest
ratings in the areas of leadership support,
technical capabilities, economic strength
and policy awareness/maturity were rated
at Stage III. Additional information about
how organizations were evaluated by study
participants appears on the next page.

16. 16/34UNDERSTANDING THE FORCES SHAPING DIGITAL HEALTH INNOVATION
ASSESSING THE KEY DRIVERS OF DIGITAL HEALTH INNOVATION PROGRESS
Over the last 10 years, we have worked on
numerous innovation initiatives and
developed and commercialized our own
patented digital health technology. This
experience has demonstrated that digital
health innovation is shaped by four vitally
important, but sometimes overlooked
forces (illustrated above). Study participants
were asked to assess organizations’
innovation progress in each of these areas.
These rating scores were used to calculate:
• Organizations’ overall position
on the Digital Health Innovation
Integration Curve (Stage I, II or III)
• Strength scores in the areas of
economics, policy, etc. that can
be used to quickly identify
strengths and weaknesses in
organizational digital
health innovation capacity
Participants assessed progress in mobile,
social media, wearables and Big Data. We
aggregated individual technology ratings to
measure overall innovation progress (see
next page for more information).

17. 17/34
COLLECTING AND ANALYZING THE DATA
ORGANIZATIONS AND PARTNERS: TWO EQUALLY IMPORTANT SOURCES OF INNOVATION INSIGHTS
Traditionally, technology benchmarking
studies like this have focused primarily on
securing participation from executives at
organizations.
In fact, some actively discourage
participation from organizational partners
such as startups, technology firms,
agencies and consultancies.
We did not take this approach.
One reason has to do with market
dynamics. Health organizations globally are
working closely with partners in the Big
Data, mobile, wearables and social media
arenas to conceive, implement and
measure their activities.
Given this, partners can provide important
insights about how organizations are
progressing in their innovation efforts.
As illustrated above, individuals working at
health organizations and their partners
were asked to answer identical assessment
questions. This allows us to combine,
compare and contrast organizational and
partner ratings of overall and technology-
specific digital health innovation progress.

18. 18/34
PARTICIPANT DEMOGRAPHICS: WAVE I
A BALANCED POOL OF RESEARCH PARTICIPANTS ACROSS REGIONS AND INDUSTRIES
More than 360 individuals working at
health organizations (hospitals,
pharmaceutical firms, payers) or their
partners (technology firms, startups, etc.)
from around the world were recruited via
email and other channels.
150 were qualified to participate in the
study due to their in-depth knowledge of
organizations’ digital health innovation
activities (budgets, leadership support,
etc.). They represent a good balance of U.S.
vs. non-U.S. respondents and revenues.
We are grateful to the people from around
the world who participated in this research
initiative.

19. III - STUDY RESULTS - WAVE I
Did anything surprise us in this research? It’s unsurprising that so
many organizations are not operating at peak digital health
innovation efficiency. After all, digital health is a very new field.
It’s more surprising that progress in relatively mature areas such as
mobile and social media has been so slow.
Clearly, there are significant human, economic, policy and
technological issues blocking innovation progress. In this, and
subsequent waves of this research, we aim to better understand
what they are and how to overcome them.
19/34

20. 20/34
DIGITAL HEALTH INNOVATION PROGRESS: WAVE I
DISCUSSION
These results demonstrate that digital
health innovation is very difficult. Success
requires ensuring organizations are aligned
in ways that will enable them to develop,
implement and scale digital health
innovations over the short- and long-term.
Yet, it is also clear that some organizations
have done the hard work required to
operate at peak digital health innovation
efficiency.
How should one react to these results?
Well, for those considering doing nothing
it’s worth asking a simple question:
What unique competitive, operational,
organizational and strategic advantages do
Stage III organizations possess?
Even more importantly, where will they be
in 2, 5, 10 years?
It’s not too late to catch up … but not for
long.

21. 21/34
OVERALL DIGITAL HEALTH INNOVATION FOCUS: WAVE I
DISCUSSION
The majority of respondents rated health
organizations as at Stage II in their
innovation efforts. Clearly, the current focus
is on pilot testing and experimentation. But,
while any progress is positive, it’s important
that organizations not fall into the trap of
“death by pilot.” It’s critically important to
ensure the results from pilots are
appropriately measured and shared to build
knowledge and capacity.
And what of the organizations at Stage I?
Some are certainly educating themselves
about digital technologies. However, there
is a danger that others are conducting pilot
initiatives, but lack the capacity to sustain
and benefit from these experiments.
In this wave we found no major differences
in innovation focus across health tech
firms, biotech/life sciences and hospitals.

22. 22/34
INNOVATION PROGRESS - U.S. VS. NON-U.S.: WAVE I
DISCUSSION
Interestingly, digital health innovation
progress among U.S. and non-U.S.
organizations is largely consistent.
Equal percentages of respondents rated
organizations at Stages I, II and III.
What this reveals is that no matter where
organizations are in the world they are
grappling with similar innovation-related
issues, including the struggle to find
adequate funding, ensuring leadership is
onboard with the innovation agenda and
other critical factors. This suggests that
health organizations in various regions can
learn much from each other when it comes
to implementing digital innovations well.

23. 23/34
INNOVATION PROGRESS BY TECHNOLOGY AREA: WAVE I
DISCUSSION
Just because a technology is mature does
not mean organizations have figured out
how to innovate in health optimally using it.
There is much involved with deploying
technologies such as mobile in a health
environment. This includes, for example,
figuring out how to do basic things like
communicate securely and rapidly in ways
patients have become accustomed.
This research suggests that organizations
still need to optimize operations and
engage in other vital activities to scale
innovations — regardless of whether they
are in mature market segments.

24. 24/34HOW PARTNERS RATED PROGRESS VS. ORGANIZATIONS: WAVE I
DISCUSSION
Some seasoned industry executives have
often noted the sometimes stark
differences between how organizations rate
their innovation progress versus partners.
Differences in these assessments may be
due to a lack of information about an
organization’s true capabilities, or a more
nuanced view of what it really takes to
execute successfully. Given this, it is not
surprising that we noted clear differences in
how partners versus organizations rated
innovation progress. Overall, partners rated
the organizations they worked or engaged
with less favorably — especially at Stage III.

25. 25/34MAKING THE LEAP FROM STAGE II TO III: WAVE I
DISCUSSION
Throughout Wave I of this study and in
conversations with partners and
organizations about this research, a single
question emerged: “What does it take to
move from Stage II to Stage III?” An analysis
of strength scores (above) reveals that
Stage III organizations excel in the areas of
economics (including establishing ROI) and
technology implementation.

26. IV - HOW TO TAKE ACTION
What would I like this research to help achieve? “I’d like this study
to prompt three reactions from you.
First, I hope you find this study relevant and helpful to your work.
Second, I’d love for you to ask yourself: ‘Where do we (or our clients/
partners) fall on the Digital Health Innovation Integration Curve?’
Third, I’d like you to wonder: ‘How can we do better?’
Most of all, I’m hoping you simply take action in ways that benefit
you.”
-Fard Johnmar, Founder and President, Enspektos, LLC
26/34

27. 27/34TIP - STARTUPS AND OTHER PARTNERS: ASSESS FOR SUCCESS
USING INNOVATION ASSESSMENTS TO EVALUATE
CLIENTS, PROSPECTS AND OTHERS
One of the critical questions for many startups or partners seeking to engage
with health organizations is: “How do we find the right clients and/or prospects
so that we can drive revenue and profits?”
Unfortunately, many have a difficult time identifying the appropriate
organizations to engage with. For example, many Stage I organizations may be
interested in learning more about an innovation, but unwilling or unready to buy.
In contrast, Stage II firms might be a better fit — if the budgets, people
operations and other functional areas are aligned correctly. But, startups and
others often call upon organizations at both stages because they lack
understanding of where they’ll have the most success.
Failure to identify new opportunities or the inability to recognize when an
organization is simply not ready is very frustrating and a major innovation
bottleneck.
The Digital Health Innovation Integration Curve’s assessment methodology (and
associated data) can be very beneficial to internal and external innovators in their
quest to understand whether the environment is right for their innovations.
If you’re struggling to answer these questions, take action today by clicking here
and participating in Wave II of the State of Digital Health Innovation Study. The
free 7+ page personalized innovation assessment you’ll receive may help you
make critical decisions about the future.

28. 28/34TIP - ORGANIZATIONS: PURSUE THE POSITIVE INNOVATION CYCLE
PRACTICING POSITIVE
DIGITAL HEALTH INNOVATION
As indicated by this research, innovation can be a
deeply challenging, complex and oftentimes
frustrating process. But, it can also be rewarding if
pursued in a disciplined fashion that acknowledges,
respects and honors the people, processes, tools
and techniques required to do it successfully.
Enspektos defines this process as “Positive Digital
Health Innovation.”
The first step, can include having team members,
partners and others use the assessment framework
at the core of this research to deepen understanding
of the challenges and opportunities the organization
faces. (Ready to assess your organization’s
progress? Click here.)
Then, moving forward requires ensuring leadership
is well-aligned with innovation efforts, focusing on
streamlining execution (and measurement) and —
importantly — sharing best practices and lessons
learned.
The graphic at the right can serve as a guide for
individuals, teams and organizations contemplating
how to get started with the positive digital health
innovation cycle.

29. 29/34TIP - TAKE ADVANTAGE OF OUR INNOVATION RESOURCES PORTAL
ACCESS MORE FREE TOOLS AND INSIGHTS
TO AID YOUR INNOVATION EFFORTS
Over the last three years, Enspektos has developed
numerous free guides, publications, reports and
frameworks designed to help innovators across the
global health ecosystem implement digital
technologies effectively.
Now, in recognition of the significant unmet needs
(in the areas of innovation education, strategy,
tactical execution, etc.), highlighted by this study, we
have brought the best of these resources together
into a single online home: The Digital Health
Innovation Acceleration Resources Portal.
More than 20,000 executives, innovators and
leaders globally have benefited from insights
featured in the portal since 2013.
To learn more about this unique free resource,
please click the button below. (Note: you’ll also be
able to download this research report and learn how
to assess your innovation progress via the portal.)
Learn About the Portal

30. V - ACKNOWLEDGEMENTS & MORE
It’s time to give thanks. This ambitious research initiative would
have been impossible to produce without the support of numerous
people from around the world.
30/34

31. LEARN ABOUT OUR SPONSORS
A BIG THANK YOU TO OUR SPONSORS
This study was made possible, in part, by the support of our generous sponsors who share our passion for igniting
innovation globally with digital tools and technologies. Please support their work by visiting their Websites and getting
in contact if your needs align with their capabilities. See below for more information.
VALIDIC
Validic provides the industry’s leading digital health platform connecting providers, pharmaceutical companies, payers,
wellness companies and healthcare IT vendors to health data gathered from hundreds in-home clinical devices, wearables and
consumer healthcare applications. Reaching more than 160 million lives in 47 countries, its scalable, cloud-based solution
offers one connection to a continuously-expanding ecosystem of consumer and clinical health data, delivering the
standardized and actionable insight needed to drive better health outcomes and power improved population health, care
coordination and patient engagement initiatives. Validic was named to Gartner’s “Cool Vendors” list and received Frost &
Sullivan’s “Best Practices and Best Value in Healthcare Information Interoperability” and “Top 10 Healthcare Disruptor” awards.
To learn more about Validic, follow Validc on Twitter or visit www.validic.com.
HEALTHCARE PIONEERS (MEDIA SPONSOR)
Healthcare Pioneers is a business development network for 230,000 Physicians & Healthcare Executives, 40,000 Digital Health
Professionals, and 90,000 Medical Device Executives. The goal of this network is to foster innovation in the life sciences by
connecting experts with key resources, and innovative companies with professionals who can help. Promote products and
services in weekly announcements, attend local conferences, save thousands of dollars on attending and exhibiting at industry
conferences, and gain recognition for your expertise by joining the Healthcare Pioneers Marketplace today:
www.HealthcarePioneers.com/Marketplace.
31/34

32. OUR RESEARCH PARTNERS
… AND TO OUR SUPPORTERS
The following organizations contributed time, allowed us to access their
networks to spread the word about this research and much more.
32/34

33. ABOUT THE DIGITAL HEALTH MAVEN PROJECT 33/34
The Digital Health Maven Project delivers research, education, events, training
and more to help executives, entrepreneurs, medical professionals and others
innovate in health successfully using digital tools and technologies.
It is powered by Enspektos, a globally respected innovation consultancy. Over
the last 10 years, we have helped people like you understand, innovate and
excel in digital health using original research, unique technologies, non-obvious
insights and more.
Learn more about the Digital Health Maven Project at
www.digitalhealthmaven.com and Enspektos by visiting www.enspektos.com.
Contact us via email at insights@digitalhealthmaven.com.
A UNIQUE GLOBAL INITIATIVE

34. SHARE THIS RESOURCE WITH OTHERS
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