Defining the value proposition in diagnostic technology: challenges and opportunities for its understanding and development – a review with a multiperspective reflective analysis

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Background: The Value Proposition (VP) in diagnostic technology serves as a "positioning statement" outlining the unique benefits, costs, and differentiation an innovation under development offers to healthcare organizations and its ability to effectively deliver these advantages in comparison to current interventions in the market. Despite its significance however, VP lacks a universally accepted definition, which is compounded by the diversity of technologies, their applications, and the varying needs of stakeholders. This paper aims to address this gap by offering a detailed conceptual analysis, revised definition of VP, and actionable recommendations for advancing VP development. Methodology: We conducted a targeted narrative review, focusing on literature explicitly defining VPs in diagnostic technologies. Using Ovid's Medline and Embase databases, we identified 19 relevant papers, of which only 5 provided explicit VP definitions. Our analysis incorporated principles of team science, encompassing reflective and thematic analyses of (1) interdisciplinary co-author discussions enabling us to weave together diverse insights into a cohesive exploration of the topic, and (2) MTech's publicly available set of anonymised responses from NHS Associates, to capture the perspectives of the decision-makers and further enhance depth and breadth of our discourse. Results and discussion: Our findings highlight the multifaceted nature of VP and its primary hurdles: inadequate identification of unmet needs and insufficient recognition of key stakeholders. We synthesized the evolution of VP definitions and explored the importance of unmet needs in their development, guided by frameworks, such as the Health Technology Navigation Pathway Tool, to ensure VPs meet both the pragmatic and aspirational goals of the healthcare. Thematic insights revealed opportunities for addressing these barriers through implementation science and collaborative strategies. This multi-perspective approach provided a conceptual examination of VP, enabling integration of varied viewpoints and insights. Conclusion: By employing team science principles and reflective analysis, we introduced a revised definition of VP and a set of actionable recommendations to guide VP development in diagnostics. These findings highlight the importance of addressing stakeholder diversity, unmet needs, and the intricacies of blending interdisciplinary perspectives to advance the field.

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