V.D.1. Process Evaluation and Next Steps Definition

Estimated Execution Time

3 weeks

Objective

To assess what has been generated through the innovation procurement process and decide whether and how to continue building on it. This step aims to characterize all assets created (technical, regulatory, relational, and reputational), evaluating their potential, and defining a realistic roadmap for exploitation, scale-up, or further development. Regardless of the chosen path, the goal is to ensure that learning, evidence, and de-risking achieved through the process are actively leveraged.

Who is Involved

Internal Leadership / Management – Decision-makers within the company (e.g. CEO, business unit leads) responsible for go/no-go decisions, resource allocation, and long-term strategy.
Technical and Product Teams – Profiles responsible for the technical development, validation, and evolution of the solution (e.g. developers, product managers).
Legal / IP Advisors – Internal or external experts supporting intellectual property, exploitation rights, data ownership, and contractual implications.
Other Consortium Partners (if applicable) – Additional companies, research organisations, or entities involved in the joint development of the solution, who may share assets, data, or exploitation interests.
Procurer / Healthcare Partner – The hospital, healthcare organisation, or public buyer that participated in the innovation procurement process and can act as adopter, reference site, or strategic partner for continuation.

Activities / Tasks

V.D.1.1. Characterise assets generated during the process

Identify and document what has been created, including:
- Technical assets (prototypes, pilots, validated components).
- Data and evidence (clinical, usability, performance, economic).
- Regulatory and ethical assets (protocols, approvals, learnings).
- Relational and reputational assets (references, partnerships, visibility).
Clarify ownership, access rights, and exploitation conditions, especially if assets were developed jointly. Refer to the agreements in place for guidance (e.g. consortium agreement, procurement agreement, etc.)

V.D.1.2. Assess continuation scenarios

Evaluate whether to continue development and under which model:
- Transition toward PPI or standard procurement.
- Further technical or clinical development before market entry.
- Replication with other hospitals or regions.
- Non-procurement pathways (commercial partnerships, licensing, spin-offs).
Assess feasibility, risks, and resource requirements for each option.

V.D.1.3. Engage with the procurer on next steps

Discuss potential continuation pathways with the healthcare partner.
Explore options for follow-up collaboration, adoption, or reference use.
If continuation is not possible, agree on how to maintain the relationship and leverage the collaboration as a reference.

V.D.1.4. Define a concrete roadmap

Translate the selected option(s) into a short- and mid-term roadmap.
Align technical, regulatory, business, and funding milestones.
Reuse outputs from earlier steps (e.g. business case, regulatory analysis, evaluation framework).
Explore follow-up funding sources (grants, investors, blended finance).

V.D.1.5. Turn learning into leverage

Package results and evidence for external audiences (investors, payors, partners).
Disseminate outcomes through publications, conferences, and case studies.
Position the project using the evidence and de-risking achieved through the PCP/PPI process.

Tips / Common Pitfalls

✅ Consider all assets created, not only the technology itself.
✅ Align internally before engaging external partners on next steps.
✅ Use evidence and validation generated as leverage for funding and partnerships.
❌ Don’t assume that lack of immediate procurement equals failure.
❌ Don’t leave IP, data ownership, or exploitation rights unclear.
❌ Don’t lose momentum by delaying decisions once the process ends.

Outcome / Deliverables

Asset and IP characterization overview.
Agreed position with the procurer on future collaboration or reference use (LoI, etc.).
Exploitation and scale-up roadmap.

Resources

IPR clauses PCP IPR clauses PPI

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