We applied a three-pronged approach involving an internal analysis of the cancer center, an external outside in-view of digital innovation leaders, and a revised organizational structure that showcases clear and distinct value for digital innovation programs.

Our internal analysis consisted of a dedicated review of the current organizational model and multiple interviews with digital innovation stakeholders to understand the organization's priorities and identify the root causes of ambiguity.

Our external analysis complemented these insights with an outside-in view of how other health systems implement digital innovation and their learnings from success and failure. This process involved primary expert interviews with health system leaders and secondary research through a market analysis.

With these insights, we delineated a service portfolio scope for the digital innovation department, revised its organizational structure, and created an operational playbook for the cancer center.