The 7 traps to avoid for startups in the healthcare sector

The 7 traps to avoid for startups in the healthcare sector

Do you want to start a project that has to do with digital healthcare? The time is right, but the industry is very competitive. Here's what to keep in mind before starting

Bringing a startup to success in the healthcare sector poses even more complex challenges than those typical of other sectors, also because the variables to consider are infinitely more - starting with the regulatory framework that regulates the presence and activities of companies in the sector. Here are the 7 mistakes not to make, to prevent your projects from fading prematurely regardless of their value.

(photo: via Getty Images) 1) Keeping the wrong CEO in office for a long time can cost dearly, even if it is the founder himself. In order to continue to finance the startup, investors must know that it is guided by a leader capable of facing the path that will bring it to the market with clarity, awareness and transparency.

2) Speaking of roles, even the smaller startups should never give up on a Key Opinion Leader: a figure from the medical-health world, with a deep knowledge of the environment and capable of promoting the work of technicians and product managers to the outside world with statements and suggestions of position that can simultaneously influence and direct the opinions of others.

3) Inadequately betting on one's value proposition is synonymous with failure. The factors that differentiate the startup from what already exists on the market must be more than evident to any stakeholders; the advantages it offers compared to the status quo must be quantified with a precision that, above all, investors must be able to clearly perceive.

4) Even relying on a lean startup approach is almost never a good idea: rushing into the market and then recalibrating your offer on the feedback received in this area leads to a wall made up of regulations and regulations specifics in the health sector that must be known well in advance. Clashing with them along the way would mark the fate of any project.

(photo: Andresr / Getty Images) 5) A warning in the opposite sense is also valid: an undercover development can have its advantages and serve to protect what is is building, but staying too long in stealth mode precludes relationships with the healthcare ecosystem that are vital for the development of the startup. At the right moment, it is necessary that investors, customers, patients and potential investors know that the startup is on the map.

7) Also because - whatever the product or service underlying the offer - it must not conflict with the workflows of the people it involves. As revolutionary as the idea is, no doctor, company or hospital wants to complicate their lives with procedures that slow down their profession. Leaving your studio and learning what the habits and the environment in which potential customers work are essential in order not to develop a technology or a platform that is promising but destined to be snubbed. , which is why staying in your echo chamber can be fatal. Dealing with professionals close to your way of understanding the sector can return positive and encouraging feedback, but useless or harmful for the healthy growth of the startup that instead offers itself to varied customers. The needs and objectives of all stakeholders must be fully understood even by asking them to be honest.

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