The story
One readiness assessment answering the three questions a newly approved therapy faced at country level.
A newly EMA-approved oncology therapy faced three questions at once. Did oncologists and multidisciplinary teams understand the landscape well enough to place it. Would its positioning hold up against real prescribing behaviour. Was the system ready to deliver it, at both country and hospital level. Rather than run three separate projects, we combined landscaping, positioning, and barrier and driver analysis into a single launch-readiness assessment.
An oncology therapy had just received EMA approval, and country launch was approaching. Most launches raise one hard question. This one raised three at once. Did oncologists and multidisciplinary teams understand the treatment landscape well enough to place the new therapy within it? Would the intended positioning hold up against real prescribing behaviour now that approval was in hand? And was the system practically ready to deliver it, at country level and inside individual hospitals?
Run as separate exercises, those questions would have produced three partial answers from different teams at different times, with no way to reconcile them into one launch plan. Readiness is not uniform either. It varies by region, and by hospital within a region, in ways a single national assessment cannot capture. What 'ready' means differs between an oncologist, a multidisciplinary team member and a hospital administrator.
Three lenses, one readiness picture
We combined rare disease landscaping, product positioning and barrier and driver analysis into a single ecosystem readiness assessment. First we mapped how the current standard of care is actually used, region by region, and defined where the approved therapy would sit within it. Then we tested the intended positioning against how oncologists and multidisciplinary teams actually weigh the therapy's benefit, surfacing the gaps between the message as written and how it would likely be received.
Finally we identified the practical drivers and barriers to adoption: what would genuinely move clinical and care teams, and what would hold them back. The three lenses came together in a region-by-region, hospital-level readiness picture, with the support needed to close each gap identified before go-live.
Ready before go-live
The company went into launch with one coherent readiness picture instead of three disconnected assessments, a positioning tested against real prescribing conditions, and a specific view of the support needed at country and hospital level. Launch risk was no longer an assumption. It was mapped.
"Bringing the three lenses together gave us a readiness picture we could actually launch with. It was no longer three separate assessments that no one knew how to reconcile."