Piloting: A safe harbor for innovation

Pilots offer a controlled environment to test new business models on a smaller scale before widespread implementation. They provide valuable insights and mitigate risks associated with large-scale changes.

Here’s why pilots are crucial for successful healthcare business model innovation:

1. Exploring uncharted waters

New healthcare models often involve unproven concepts, such as value-based care, telemedicine, or integrated care delivery. Pilots allow you to:

• Test the feasibility and effectiveness of your model in a real-world setting.
• Uncover potential roadblocks and address them proactively.
• Collect data on patient outcomes, cost-effectiveness, and stakeholder satisfaction.

2. Adapting to new roles and behaviors

New business models may require healthcare professionals, patients, and payers to adopt new roles and behaviors. Pilots can help:

• Provide stakeholders with opportunities to learn and adapt to the new model.
• Gauge stakeholders’ willingness and ability to embrace change.
• Optimize workflows and communication channels based on pilot feedback.

3. Iterating towards success

Healthcare innovation is an iterative process. Pilots enable you to:

• Experiment with various aspects of your model, such as payment structures, technology integration, or care coordination.
• Track key performance indicators (KPIs) and analyze data to identify areas for improvement.
• Refine your model based on pilot findings to maximize its effectiveness and impact.

A story of real success: Buurtzorg Nederland

Buurtzorg Nederland, a Dutch home care organization, provides a compelling example of successful pilot implementation. They introduced a new model centered on self-managing nurse teams that provide holistic care to patients in their homes. Through pilot programs, Buurtzorg could assess the effectiveness of self-managing teams in delivering high-quality care, streamline communication and coordination processes within teams, and measure patient satisfaction, health outcomes and cost-effectiveness.

Scale pilots, as we call them at Verhaert Strategic Innovation, help in your implementation journey by validating scalability and operational processes. Conducting launches in multiple areas, such as countries or regions, scale pilots establish a seamless fit with local adherence, propelling your new value proposition to widespread success. For Buurtzorg, these pilots led to significant improvements in patient care, employee satisfaction and cost reduction, paving the way for Buurtzorg’s nationwide success.

Key takeaways for healthcare innovators

By embracing the pilot approach, healthcare organizations can better navigate the complexities of introducing new business models and increase their chances of success. Pilots should be treated as an essential step in the innovation process, providing a structured approach to learning, adapting and optimizing the model. In addition, actively collaborating with stakeholders, including patients, providers, and payers, helps ensure buy-in and generates valuable feedback that can guide improvements. Together, these strategies enhance both the quality and efficiency of care delivery.

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Europe leads the world in quality of care and patient safety, yet delivering truly personalized treatments remains a challenge. Stringent data rules, complex validation and reimbursement processes demand innovation that moves carefully but keeps pace with technology. This track explores how life sciences organizations can accelerate innovation while ensuring compliance. From navigating EU data regulations and redesigning validation for tailored therapies to leveraging AI discovery tools, microfluidics and digital platforms, you’ll see how regulatory constraints can become drivers of responsible, patient-centred innovation. Check out the presentations from the Innovation Day of 2024 on:

• The light microscope: An evolving tool for advancing cancer therapy
  By Didier Beghuin, Business Line Officer of Life Sciences at Lambda-X Verhaert High-Tech
• Accelerating data validation with digital platforms
  By Margo Billen, Customer Success Manager at Verhaert Product Innovation and Niko De Bruyne, AI Engineer at Verhaert Digital Innovation
• Scaling innovation from within: Baxter’s acceleration program
  By Wouter Hendrickx, Customer Success Manager at Verhaert Strategic Innovation

View the presentation

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Why the solutions business is the engine of new business creation

As organizations recognize the limitations of the traditional product-centric model, where commoditization squeezes margins and competition intensifies, a new path emerges. The solutions business approach addresses these challenges by focusing on deeper value creation.

• Discovering unmet needs
  Rather than pushing what already exists, solutions start with deep customer empathy. By understanding clients’ true pain points – even the ones they can’t yet articulate – businesses can uncover new opportunities and design offers that truly matter.
• Delivering higher value
  When you focus on solving a complex problem and delivering a proven outcome, you rise above price-based competition. Solutions earn higher margins because they generate measurable impact.
• Building stronger relationships
  Solution selling is inherently collaborative. It transforms you from a supplier into a trusted partner, deeply embedded in your client’s world. This partnership model builds trust, loyalty and the foundation for co-creating new ventures together.
• Generating predictable growth
  Solutions often combine services, subscriptions and managed outcomes, creating more stable and recurring revenue streams – a key ingredient for long-term growth.

The power of community-driven approaches

Moving toward a solutions business isn’t a superficial tweak; it’s a fundamental architectural overhaul. It requires a deep organizational shift from a ‘product-out’ to a ‘customer-in’ mindset. Here’s what that transformation looks like:

• Customer-centric thinking: Every innovation effort begins with the customer’s desired outcome. That means defining problems clearly and building feedback loops that guide continuous improvement.
• Integrated value delivery: True solutions are rarely single products. They are holistic offerings blending products, services and intellectual property – often in partnership with other organizations.
• Agile innovation: Speed matters. Rapid prototyping and Minimum Viable Solutions (MVSs) help test ideas early and learn from real-world data.
  Cross-functional collaboration: Silos disappear as sales, R&D and service teams work together toward one shared goal: delivering value.
• Open innovation: Great ideas rarely come from one place. Partnering with start-ups, research institutes and other companies brings in fresh capabilities and reduces risk.

How Verhaert Strategic Innovation helps build new businesses across sectors

At Verhaert, we combine strategic thinking with hands-on innovation to help companies across industries design, test and scale new business opportunities. Our approach centers on pilots – small, controlled experiments that validate concepts before they scale. Here are a few examples of how we help companies create new businesses through a solutions lens.

In the circular economy, Verhaert helped design and pilot a digital deposit return system for beverage containers that incentivizes recycling and reduces litter. By combining technology, behavioral insight and service design, the pilot demonstrated how waste management can evolve into a new business model.

In healthcare and MedTech, Verhaert enables start-ups to transfer advanced imaging technologies from the space sector to medicine — using deep learning to shorten PET scan times and lower radiation doses. These pilots demonstrate how cross-sector innovation can transform patient outcomes and unlock new business opportunities in medtech.

For infrastructure and public services, Verhaert develops pilots that address major societal and environmental challenges. A green hydrogen hub pilot for the Flemish Environment Agency, for example, explored how renewable hydrogen can provide sustainable backup power for water management systems.

Within space and defense, Verhaert’s e-mobility pilot with the Belgian Special Forces shows how rapid prototyping can turn new technology into real operational value. In partnership with electric motorcycle manufacturers, Verhaert tested silent, agile vehicles tailored to defense missions. The pilot proved both the technical feasibility and tactical advantages of electric mobility in demanding conditions — a clear example of how piloting innovation transforms emerging tech into mission-ready solutions.

Verhaert’s corporate innovation and intrapreneurship programs empower large organizations to pilot new business models from within. For Bayer, Verhaert guided over two dozen intrapreneurial teams to develop new agricultural services, demonstrating how structured experimentation can turn internal ideas into viable businesses.

The future belongs to solution builders

In summary, the companies leading the future are those moving from selling products to delivering meaningful solutions. Key takeaways: understanding customer needs, fostering cross-team collaboration, and continuously testing ideas with agile pilots are essential. By embracing these principles, organizations can drive innovation that delivers tangible results. At Verhaert Strategic Innovation, we specialize in guiding businesses through this journey – helping them design, pilot, and scale solutions that achieve sustainable impact. Consider: what new solution-driven business could your organization pilot next?

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Why it pays to rethink your offering through bundling

When done right, bundling goes far beyond simply grouping items. It transforms the way customers experience your brand. Here’s why more businesses are giving it a serious second look:

• It raises the bar for value. Bringing together complementary products or services gives customers a more complete solution. That translates into better experiences and better reasons to stay loyal.
• It helps you stand apart. In saturated markets, uniqueness matters. A thoughtfully bundled offer can signal innovation, making your brand harder to ignore.
• It drives smarter growth. Bundling can increase average order sizes and improve margins. When done strategically, it can also cut operational costs by simplifying delivery or customer support.
• It builds longer-term relationships. Great bundles make customers feel like they’re getting something tailored and exclusive. That emotional connection often leads to better retention and lifetime value.

Beyond traditional boundaries: bundling across industries

Although commonly seen in software or telecoms, bundling has meaningful potential across industries that are ripe for reinvention.

• Healthcare: Providers are using bundled services—consultations, diagnostics, follow-ups—to simplify care and deliver better outcomes.
• Manufacturing: Forward-thinking manufacturers are offering complete solutions: equipment plus maintenance plans, training, or analytics software.
• Education: Learning institutions are combining digital tools, in-person instruction, and skill-based modules to create holistic, adaptive learning experiences.

In each case, bundling isn’t just about more. It’s about better.

Getting past the pitfalls of bundling

Of course, not every bundled offer hits the mark. The key is knowing what to watch for. One of the biggest risks is complexity. A bundle that tries to do too much can overwhelm rather than help, leaving customers unsure of what they’re getting. There’s also the potential for cannibalization; if the bundled offer eats into your existing product sales without adding new value, the business impact may be more harmful than helpful. And if the bundle feels misaligned with customer needs, it risks falling flat. Offers that seem designed to benefit the company more than the user can erode trust and turn potential buyers away. That’s why thoughtful planning and a deep understanding of your audience are crucial when bundling.

Impact on new business creation

When thoughtfully designed, bundling does more than improve existing sales; it can spark entirely new lines of business. Bundled offerings often appeal to untapped customer segments who might not have been drawn to individual products on their own, opening doors to new markets. They can also create fresh revenue streams by packaging existing assets in new ways that speak to evolving needs. Perhaps most exciting, bundling frequently reveals gaps in your current portfolio, inspiring the development of new products or services that enhance the overall value of your offer. In this way, bundling becomes not just a tactic for growth but a springboard for innovation.

How to approach bundling with strategic clarity

If you’re considering bundling as a way to create more value, reach new customers, or innovate your business model, the key is to approach it strategically. Rather than starting with what you can combine, start with why you’re bundling and who it’s for. Here’s how you can structure that process:

• Start with your customer. Look closely at what your customers need today—and what they’re likely to need tomorrow. Understand where they experience friction or gaps in their journey. Bundling should aim to solve those pain points in a meaningful way.
• Connect bundling to your strategy. Bundles work best when they support a bigger goal. Are you trying to increase customer lifetime value? Test a new business model? Stand out in a crowded market? Knowing your purpose will help you build with intention.
• Think in systems, not silos. Look across your portfolio—products, services, digital tools, expertise—and explore how they can complement one another. The most effective bundles feel seamless, not stitched together.
• Be deliberate about pricing. Bundling isn’t just about adding value—it’s also about how you communicate that value. Spend time refining your pricing structure so it reflects the benefit to your customer while supporting your margins.
• Prototype, test, and adapt. Use early concepts or pilot offers to see how your customers respond. Learn from the data, adjust the structure, and improve the experience before you scale.

Working with a partner like Verhaert Strategic Innovation can help you ask the right questions, test smarter, and stay grounded in what truly matters to your customers. But at every step, the process should reflect your business, your goals, and your values.

Final thoughts

Bundling isn’t just about packaging, it’s a strategic way to rethink how you deliver value. It prompts key questions: Are we addressing the full customer need? Could our offer be more cohesive or complete? When designed well, bundles can deepen customer relationships, reveal new revenue streams, and drive innovation. But they also require careful planning, clear positioning, and alignment with your broader goals. If you’re exploring ways to rethink your offering or looking for a sounding board on where bundling might fit into your strategy, let’s start a conversation.

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Why monetizing services makes sense

Shifting to a service-based model offers several key advantages:

• Steady revenue streams – Unlike one-time product sales, services generate recurring revenue streams, providing financial stability.
• Stronger customer relationships – Ongoing services keep customers engaged and encourage long-term loyalty.
• Greater brand differentiation – A well-designed service enhances the customer experience, helping your business stand out.
• Access to new markets – Services can attract different customer segments and create new growth opportunities.
• Higher profit margins – Many services come with lower costs and better margins than physical products.

Common challenges in monetizing services

Despite the benefits, many businesses struggle to make service monetization work. Here’s why:

• Lack of a clear strategy – Without a solid plan, businesses miss opportunities and confuse customers.
• Underestimating costs – Setting profitable prices requires a deep understanding of service delivery costs.
• Inconsistent service quality – Poor execution damages trust and weakens the brand.
• Ineffective marketing – If customers don’t see the value in a service, they won’t pay for it. Clear communication and targeting are essential.
• Resistance to change – Internal pushback can slow or even block the shift to a service-oriented model.

A real-world example: Verkeer.nu

A company successfully monetizing services is Verkeer.nu, a traffic management platform developed by Vialis in collaboration with Verhaert. It gathers real-time traffic data from sensors, cameras, and navigation systems, offering valuable insights for road managers, emergency services, and drivers.

To create a sustainable revenue stream, Verkeer.nu introduced a subscription-based model for its premium features. Verhaert played a key role in shaping the platform’s service strategy, defining which features would be monetized and improving the overall user experience. The result? A platform that not only enhances road safety and efficiency but also generates recurring revenue.

Key elements of a strong service monetization strategy

At Verhaert Strategic Innovation, we understand the complexities of monetizing services. If you’re looking to monetize services effectively, consider these essential factors:

• Service design and development – Align offerings with customer needs and market demand.
• Pricing strategy – Find the right balance between profitability and customer value.
• Customer experience – Deliver a seamless, engaging service that keeps customers coming back.
• Go-to-market strategy – Develop a clear marketing and sales plan to drive adoption.

By taking a strategic approach, businesses can successfully integrate services into their revenue model, strengthen customer relationships, and achieve sustainable growth. Ready to explore new revenue opportunities? Start shaping your service strategy today.

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Verhaert’s intrapreneurship program for Bayer

Verhaert Strategic Innovation has been running a successful intrapreneurship program for Bayer, the global leader in pharmaceuticals and life sciences. This program focuses on transforming the agricultural sector by developing services that cater to the evolving needs of farmers and consumers. Over the years, Bayer teams have benefited from expert mentoring and coaching, helping over 25 groups successfully move from initial concepts to market launches. Additionally, a tailored e-learning curriculum equips team members with the skills needed for new business creation, enabling them to apply their knowledge in real-time. Bayer established a growing business in digital farming solutions thanks to our compelling approach.

The value of intrapreneurship: corporates thinking like start-ups

Intrapreneurship combines the agility of start-ups with the resources of corporates, creating a fertile ground for innovation and growth. When employees are encouraged to think and act like entrepreneurs, companies can uncover fresh opportunities, solve complex challenges, and stay ahead in fast-changing markets. Besides driving innovation, this approach also energizes employees, fostering a sense of ownership and purpose.

Intrapreneurship brings several benefits to both companies and employees:

• Innovation boost: Encouraging employees to think outside the box and explore new ideas leads to a broader range of innovative solutions.
• Employee engagement: Empowering individuals to take ownership of projects drives motivation and fosters a deep connection to the company’s success.
• Long-term growth: Intrapreneurship sparks the development of new products, services, and business models that fuel sustainable growth and generate fresh revenue streams.
• Talent retention: Providing opportunities for employees to develop entrepreneurial skills helps attract and retain top talent.
• Improved agility: By nurturing a culture of experimentation and innovation, companies can adapt quickly to market changes.

Key elements of a successful intrapreneurship program

Building an effective intrapreneurship program takes more than simply encouraging innovation, it requires a structured approach that connects with your company’s broader strategy. The most successful programs create an environment where creativity and experimentation thrive, supported by clear processes and strong leadership. By investing in the right framework, companies can transform employee ideas into tangible outcomes that drive growth and competitive advantage.

To create a successful intrapreneurship program, focus on:

• Clear objectives: Define specific, aligned goals to guide the program’s direction.
• Supportive culture: Build an environment that encourages risk-taking and collaboration.
• Dedicated resources: Ensure teams have the necessary funding, mentorship, and training to succeed.
• Effective communication: Keep employees informed, celebrate successes, and share progress.
• Continuous improvement: Regularly assess the program’s effectiveness and adjust as needed.

Building an intrapreneurial culture to fuel innovation and growth

Intrapreneurship is a powerful strategy for companies aiming to drive innovation and achieve lasting growth. By creating a supportive environment and empowering employees to think and act as entrepreneurs, organizations tap into a wealth of creativity and new ideas, resulting in groundbreaking products, services, and business models. This approach has the potential to transform industries and shape the future. Take a moment to reflect on how your organization fosters innovation. What steps could you take to empower your teams to think bigger and bolder?

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Join our keynote session

“Innovation traditionally focuses on product development and intellectual property, yet today’s markets demand a broader approach that includes the 4Ps: product, price, place, and promotion,” says David Pas, Customer Success Manager at Verhaert Strategic Innovation. How do you empower a business to innovate more holistically and successfully? Find inspiration in the keynote session of David Pas on Thursday, November 7th at 8h25 in the morning ‘From ‘innovation for IP’ to ‘innovating the 4Ps’: a phenomenon or a strategic shift?’.

Let’s create new business and grow together

Innovating successfully requires you to understand user needs and set up rapid learning and validation cycles on market and tech dimensions to hit the sweet spot of innovation. With the right methodologies, tools, experts and mentors you have access to unique e-learning, funding and start-up ecosystem assets to help you overcome common innovation challenges:

1. Which strategies enhance solution-market fit for successful product launches and minimize business failure?
   Strategic pilots have achieved remarkable successes in developing and introducing new products, services and new customer experiences.
2. How do you accelerate the adoption of emerging technology and ventures, and ignite market development?
   Thematic business acceleration programs to spur start-ups and technology transfer, with a leading entrepreneurship team active in coaching, scaling and funding.
3. Which disruptive business models and technologies can fuel growth in venturing initiatives?
   Providing full-service corporate venturing ecosystems to succeed in an agile and lean manner, including training, mentoring and start-up connections.

Visit us to increase your capacity to innovate, strategically and improve the outcome of your new business initiatives.

Book a one-on-one at the fair

Visit Verhaert Strategic Innovation and book a personal meeting at your convenience.

Find us at our booth

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With the growing emphasis on sustainability and circularity, companies must lead with innovative solutions. On June 11th, David Pas, Coordinator Strategic Innovation at Verhaert, and Els Fonteyne, Expert circular economy at Agoria, joined forces to share best practices and key insights on integrating circularity into innovation, strategy, and R&D.

Sustainable innovation thrives on collaboration and user engagement. Discover how pilot projects accelerate circular economy adoption by testing and optimizing new technologies before large-scale implementation. Learn from industry examples to advance circularity. How can you develop sustainable products, extend product life cycles, and create circular business models? How can you redefine value chains and processes to minimize waste and optimize resources?

Access the recording and presentation to get essential fundamentals and practical tools to drive positive change and shape a sustainable future!

Watch the recording

View the presentation

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There are numerous articles, books, blogs, webinars and other content tackling these questions. However, putting them into practice, and applying the theories to your specific case, isn’t trivial.

What is a hybrid OR?

A hybrid OR combines a conventional operating room with an imaging system such as MRI, CT scan, or angiography system and robotic surgery. As a result, the hybrid operating room makes it possible to simultaneously reach a diagnosis and provide treatment during surgical interventions.

However, designing new technology for this OR is not a walk in the park. Even when the innovative solution demonstrates increased efficiency, effectiveness, and/or cost reduction user adoption isn’t guaranteed. A potential catastrophe for the product’s and the company’s success.

So it’s essential to activate a user’s behavior towards your product, in addition to validating your medical device concepts through the conventional usability engineering studies (IEC 62366) to eliminate use-related hazards and misuse. That’s why we advise combining risk-based usability with a de-risking resistance and rejection by the end-user approach in our Human Behaviour Engineering framework.

Human Behaviour Engineering framework

One of the biggest challenges in the hybrid OR is that different teams have to interact and collaborate smoothly and efficiently before and during the surgery. Focusing innovations on sub teams among specialties like surgery, radiology and anesthesiology, for example, can stimulate a potential ‘in-group/out-group’ mentality. As a result, staff may start feeling only responsible for their own sub teams’ roles and tasks, creating longer waiting times, less effective procedures, and an uneven distribution of work.

The design of a hybrid OR can actually improve this team collaboration by looking at the environment and user profiles. By identifying how your product(s) will influence a certain behavior, you can search for desirability differentiators and build meaningful interactions with the end users. The Human Behavior Engineering framework allows you to define the usability, safety and desirability of your solution, eliminating unintended use (misuse), use-related hazards and rejection. The result: a true fit-to-market medical device!

Design for team collaboration

So how can Human Behavior Engineering help you to improve team collaboration? One approach to this is to map the entire current workflow. Study the dynamics of the OR workflow, such as patient transfer to the operating table, the space required for anesthesia equipment, surgeon and other health care personnel ergonomics, and the nurses’ ability to find equipment. Each of these factors can have a profound influence on the design of the space.

In the next phase, the multidisciplinary team could be guided through a simulation merging the different workflows of the specialties to test assumptions, identify areas of conflict and even find new opportunities for collaboration.

Want to learn more about Human Behavior Engineering? Make sure to check out our perspective and download our study logic!

Download the study logic on behavioral design beyond human factor engineering

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The reimbursement paradox: Are reimbursement systems slowing down innovation or a means to improve innovation effectiveness 

Every product or service needs a well-defined business plan to make it at one moment in time profitable. One of the important building blocks is reimbursement. When looking at this, you will know that reimbursement is an umbrella for the process to manage and pay for healthcare services, including benefits coverage, coding, and payment processes. Knowing that the complete ecosystem needs to shift to value-based healthcare how does this impact the way one involves reimbursement system in the innovation or business plan? 

Let’s first consider the importance of reimbursement. For example, valuing a product and its underlying technology merely on the estimated sales is difficult and especially when the product is new, less compared to existing products, or delivering completely new values like digital layers or digital products. And here reimbursement jumps in as a tool to value in a comparative way with existing approved reimbursed products. For example, reimbursement identifies the current clinical value of your new product or service through a comparative treatment, revealing the economic assessment and very importantly the current total treatment cost. When showing marginal improvement to an existing treatment, you should expect of course a similar reimbursement. This is just the greatest source of inspiration for life sciences when ideating at the front-end side of innovation to determine improvements in the market. Secondly, reimbursement helps to look differently at the level of innovation, not only in terms of clinical innovation but also by looking at it from the market access point of view. Questions like ‘ What are the savings for the system’ and ‘ What’s the cost-effectiveness or in other words the value for money?

Yet big innovations and big leaps in life sciences are taking very slowly. The reimbursement system even slows down these major steps, as the system itself is inherently by design an incremental stepped system. Deriving information for radical & breakthrough steps from the reimbursement system is hence not obvious, it introduced if not carefully treated an additional bias when blindly using the reimbursement as an innovation instrument without extrapolating to the future and considering unknowns that are introduced compared to the current reimbursable products.

Find out more in our webinar recording on:  https://verhaert.com/insights/webinars/the-reimbursement-paradox/

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