New business idea development (or product innovation) in healthcare technology often happens in one of two ways: it's either driven by what's technically possible (technology push) or by what customers are asking for (market pull). But how does this process actually work at LOGEX? We spoke with Pieter Krop, Head of Product Strategy & Marketing, to understand how LOGEX moves from identifying problems to delivering solutions that help hospitals balance quality care with financial sustainability.
Can you walk us through how LOGEX approaches innovation?
Typically - although other routes exist - the situation for us is 'market pull'. Our Customer Office works hard to understand the practical challenges healthcare organisations face and talk to us about. We then build a minimum viable product that addresses the problem at hand. If the business value of the new solution is proven in a few pilots, we move forward to product development and create something scalable. Sometimes, we are the ones to see a new market challenge and decide to develop that idea. We validate it first with a few customers and then basically the same process kicks off as with the market-pull setting. This way we ensure that the jobs-to-be-done we uncover are valuable to the customer and can be translated into products that are relevant, urgent and scalable across geographies.
How do you move from identifying challenges to building solutions?
When recurring pain points emerge - such as unclear income streams, inefficient negotiations, or rigid budgeting processes - we validate them against our strategic priorities and strive to align them with market insights. Ideas are shaped through an iterative process: we test prototypes with customers, establish feedback loops and develop business cases. This ensures that each solution is grounded in real customer needs and delivers measurable value that the customer is genuinely interested in. To be fair, this process is still evolving and not yet fully institutionalised at LOGEX.
How do you decide where to invest resources?
This is still a very new process at LOGEX and it is not yet where we want it to be. Under the right circumstances, we prioritise initiatives that combine 'relevance of the problem', 'urgency of the problem' and a ‘customer willingness to buy this from LOGEX'. In a nutshell, does this provide the customer with real value? Strategic product-fit to our existing portfolio is important here as well; we aim to leverage our existing customer base, architecture and datasets, and ensuring lightweight onboarding.
How does this connect to the product and marketing strategy?
Our goal is to help healthcare strike the right balance between affordability, accessibility, and quality while keeping an eye out for technological innovations from the healthcare industry. Every product we create supports this goal by enabling the entire healthcare ecosystem to ensure the delivery of high-quality care while safeguarding financial health in an uncertain environment.
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