Skip to main page content
U.S. flag

An official website of the United States government

Dot gov

The .gov means it’s official.
Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.

Https

The site is secure.
The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

Access keys NCBI Homepage MyNCBI Homepage Main Content Main Navigation
Review
. 2025 Feb 20:12:1498618.
doi: 10.3389/fmed.2025.1498618. eCollection 2025.

Defining the value proposition in diagnostic technology: challenges and opportunities for its understanding and development - a review with a multiperspective reflective analysis

Tayana Soukup #  1 , Bernarda Zamora-Talaya #  1 , Shayan Bahadori  1 , Rosario Luxardo  1 , Patrick Kierkegaard  2 , Omar Butt  1 , Hannah Kettley-Linsell  1 , Katerina-Vanessa Savva  1 , Massimo Micocci  1 , Shanshan Zhou  1 , Simon Newman  3 , Simon Walne  1 , Christopher J Peters  1 , Adam Gordon  4   5 , Melody Ni  1 , Peter Buckle  1 , George B Hanna  1 ; NIHR HRC IVD PPIE Team
Affiliations
Review

Defining the value proposition in diagnostic technology: challenges and opportunities for its understanding and development - a review with a multiperspective reflective analysis

Tayana Soukup et al. Front Med (Lausanne). .

Abstract

Background: The Value Proposition (VP) in diagnostic technology serves as a "positioning statement" outlining the unique benefits, costs, and differentiation an innovation under development offers to healthcare organizations and its ability to effectively deliver these advantages in comparison to current interventions in the market. Despite its significance however, VP lacks a universally accepted definition, which is compounded by the diversity of technologies, their applications, and the varying needs of stakeholders. This paper aims to address this gap by offering a detailed conceptual analysis, revised definition of VP, and actionable recommendations for advancing VP development.

Methodology: We conducted a targeted narrative review, focusing on literature explicitly defining VPs in diagnostic technologies. Using Ovid's Medline and Embase databases, we identified 19 relevant papers, of which only 5 provided explicit VP definitions. Our analysis incorporated principles of team science, encompassing reflective and thematic analyses of (1) interdisciplinary co-author discussions enabling us to weave together diverse insights into a cohesive exploration of the topic, and (2) MTech's publicly available set of anonymised responses from NHS Associates, to capture the perspectives of the decision-makers and further enhance depth and breadth of our discourse.

Results and discussion: Our findings highlight the multifaceted nature of VP and its primary hurdles: inadequate identification of unmet needs and insufficient recognition of key stakeholders. We synthesized the evolution of VP definitions and explored the importance of unmet needs in their development, guided by frameworks, such as the Health Technology Navigation Pathway Tool, to ensure VPs meet both the pragmatic and aspirational goals of the healthcare. Thematic insights revealed opportunities for addressing these barriers through implementation science and collaborative strategies. This multi-perspective approach provided a conceptual examination of VP, enabling integration of varied viewpoints and insights.

Conclusion: By employing team science principles and reflective analysis, we introduced a revised definition of VP and a set of actionable recommendations to guide VP development in diagnostics. These findings highlight the importance of addressing stakeholder diversity, unmet needs, and the intricacies of blending interdisciplinary perspectives to advance the field.

Keywords: conceptual framework; diagnostics; digital health; stakeholder perspectives; value proposition.

PubMed Disclaimer

Conflict of interest statement

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. The author(s) declared that they were an editorial board member of Frontiers, at the time of submission. This had no impact on the peer review process and the final decision.

Figures

Figure 1
Figure 1
Value proposition analysis based on the Health Technology Navigation Pathway tool, developed by the NHS England Accelerated Access Collaborative (23).
Figure 2
Figure 2
Diagram representing key words and reflections from diverse stakeholders on what value means to them. The themes presented were derived from stakeholder perspectives and do not represent a formalized framework for value proposition development.
See this image and copyright information in PMC

References

    1. Bobelyn A, Unteregger R, Hoffken JI, Reymen I. Problem exploration for creating value propositions when developing point-of-care solutions. Biosens Bioelectron. (2023) 241:115636. doi: 10.1016/j.bios.2023.115636, PMID: - DOI - PubMed
    1. Metcalfe TA. Development of novel IVD assays: a manufacturer's perspective. Scand J Clin Lab Invest. (2010) 242:23–6. doi: 10.3109/00365513.2010.493361, PMID: - DOI - PubMed
    1. Lanning MJ, Michaels EG. A business is a value delivery system. New York: McKinsey Staff Paper; (1988).
    1. Price CP, St JA. Anatomy of a value proposition for laboratory medicine. Clin Chem Acta. (2014) 436:104–11. doi: 10.1016/j.cca.2014.05.017, PMID: - DOI - PubMed
    1. Price CP, St John A, Christenson R, Scharnhorst V, Oellerich M, Jones P, et al. . Leveraging the real value of laboratory medicine with the value proposition. Clin Chim Acta. (2016) 462:183–6. doi: 10.1016/j.cca.2016.09.006, PMID: - DOI - PubMed

LinkOut - more resources