The Insights Loop

Digital health isn't about what's built. It's about what changes. The most effective solutions start with a simple question: 𝗪𝗵𝗮𝘁 𝗱𝗼 𝘄𝗲 𝗻𝗲𝗲𝗱 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀 𝘁𝗼 𝗱𝗼 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗹𝘆? Swipe through for our thoughts on taking a behaviour-first approach to digital health.

Continuing our case study series, this week we're highlighting how patient understanding can help optimise patient support programs. By exploring patient experiences across the treatment journey, this research identified opportunities to deliver more personalised support and strengthen engagement when it matters most. Dive into the full case study below to learn more!

We're excited to launch our new case study series, showcasing healthcare research in action! This week's case study explores how real-world evidence can help inform healthcare decision-making and strengthen value narratives. Dive into the full case study below to learn more:

I’m healthcare researcher who spent the last 8 years buried in behaviour change literature and running real-world behaviour change studies, but I never planned to build a behaviour change consultancy. The catalyst was something the healthcare industry has ignored for probably a decade or more that we stumbled across: traditional market research recommendations don’t mean anything unless they’re coupled with behaviour change evidence and designed with behaviour change in mind. Our clients quite often describe similar patterns of challenges that traditional market research can't solve: “Our data is better than the competitor’s. We told HCPs what they needed to know. But nothing's changing.” On the one hand, the easy solution is blaming the customers: “Unengaged clinicians.” “Non-compliant patients.” “Hard-to-reach audiences.” However, when behaviour doesn’t change, it’s rarely the people. It’s the context, the choices, the workflows, and the friction around them. So we've (somewhat accidentally) ended up creating a successful research, consulting and training agency that solves those challenges. This came about via observation and a heavy investment of time and resources to get to the solutions, find the right people, frameworks and the real-world evidence of what works and doesn't. Literally, just yesterday, we won our 𝟭𝟬𝟬𝘁𝗵 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗶𝗻 𝗷𝘂𝘀𝘁 𝟯.𝟱 𝘆𝗲𝗮𝗿𝘀! We're super proud of the approaches and services we've developed- that is helping teams design HCP engagement, patient services and access strategies that drive real behaviour change and positive social/ societal impact. Here, on LinkedIn, I’ll be sharing practical ideas on HCP behaviour change, real-world decision-making, and how to use behavioural science in sales, marketing, patient support, market access, and in our very own professional lives... this coupled with the occasional music, sport and social impact examples -who knows, maybe I can work in a dog or aquascaping example along the way! If any of that sounds useful or interesting, hit follow. PS. cat lovers, also welcome.

The World Cup brings people together. At the same time, conflicts continue across the world. Both are true. And holding both at once creates a kind of tension. In behavioural science, we call this 𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝘃𝗲 𝗱𝗶𝘀𝘀𝗼𝗻𝗮𝗻𝗰𝗲, when people hold conflicting beliefs or realities and feel a pull to make sense of them. Because that tension doesn’t just sit there. It tends to get resolved, often quickly and without much conscious thought. People might ignore one side, justify the contradiction, or quietly shift their beliefs. And this isn’t just something we see globally. It shows up in your market every day. A clinician might believe a therapy is innovative and effective, while also feeling it’s too complex to initiate or not quite worth the effort for their patients. At some point, that tension gets resolved. If it’s not guided, it often lands on the easiest outcome, 𝗻𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝗻 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿. That’s where many strategies fall short. They focus on building belief, but don’t always help resolve the tension that sits alongside it. 𝗧𝗵𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝗶𝘀 𝘁𝗼 𝗺𝗮𝗸𝗲 𝘁𝗵𝗮𝘁 𝗿𝗲𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗲𝗮𝘀𝗶𝗲𝗿.  • Make initiation feel simpler.   • Show that peers are already doing it.   • Reframe complexity as manageable.   • Reduce friction/steps/effort where decisions are made. Because behaviour doesn’t really change when people are convinced. 𝗜𝘁 𝗰𝗵𝗮𝗻𝗴𝗲𝘀 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲 𝘁𝗲𝗻𝘀𝗶𝗼𝗻 𝗶𝘀 𝗿𝗲𝘀𝗼𝗹𝘃𝗲𝗱.

𝗜𝘀 𝘆𝗼𝘂𝗿 𝘀𝗮𝗹𝗲𝘀 𝘁𝗲𝗮𝗺 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗲𝘃𝗶𝗱𝗲𝗻𝗰𝗲-𝗯𝗮𝘀𝗲𝗱 𝘁𝗼𝗼𝗹𝘀 𝘁𝗼 𝗰𝗼𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗶𝗻 𝗯𝗼𝗼𝘀𝘁𝗶𝗻𝗴 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲? 💡 Evidence-based communication and performance mindset tools are slightly different from the tips and tricks we pick up through a track record of sales experience, although of course complementary. 📈 When communication and performance mindset tools are tested through the scientific method, their potential 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗻𝗲𝘀𝘀 𝗶𝗻 𝘀𝗮𝗹𝗲𝘀 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 becomes qualified and quantified for specific purchase decisions and healthcare contexts. 🪄 This helps sales teams pick and choose communication and mindset techniques to support their expertise developed through experience to 𝗲𝗻𝗵𝗮𝗻𝗰𝗲 𝗶𝗺𝗽𝗮𝗰𝘁 𝗼𝗻 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗺𝗮𝗸𝗶𝗻𝗴 even in challenging commercial circumstances. Last week, we held one of our 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿𝗮𝗹 𝘀𝗰𝗶𝗲𝗻𝗰𝗲 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴𝘀 𝗳𝗼𝗿 𝗽𝗵𝗮𝗿𝗺𝗮𝗰𝗲𝘂𝘁𝗶𝗰𝗮𝗹 𝘀𝗮𝗹𝗲𝘀 𝘁𝗲𝗮𝗺𝘀, offering new evidence-based tools to support their sales activities and performance in the Australian market. 🫵 If it is the right time for your sales team to be empowered with a new set of skills, don't hesitate to reach out! Jordan Thomas Lucy Earl Silja-Riin Voolma, Ph.D. #𝗽𝗵𝗮𝗿𝗺𝗮𝗰𝗲𝘂𝘁𝗶𝗰𝗮𝗹𝘀𝗮𝗹𝗲𝘀 #𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿𝗮𝗹𝘀𝗰𝗶𝗲𝗻𝗰𝗲 #𝘀𝗮𝗹𝗲𝘀𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 #𝘀𝗮𝗹𝗲𝘀𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 #𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝗺𝗮𝗸𝗶𝗻𝗴 #performancemindset

𝗦𝗼 𝗺𝗮𝗻𝘆 𝗿𝗲𝗽𝘀 𝗮𝘃𝗼𝗶𝗱 𝗵𝘂𝗺𝗼𝘂𝗿 𝗶𝗻 𝗰𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀. 𝗧𝗵𝗲 𝘀𝗰𝗶𝗲𝗻𝗰𝗲 𝘀𝗮𝘆𝘀 𝘁𝗵𝗮𝘁 𝗺𝗶𝗴𝗵𝘁 𝗯𝗲 𝗮 𝗺𝗶𝘀𝘁𝗮𝗸𝗲. Used well, humour doesn’t just “lighten the mood” - it makes complex information easier to process and remember. 𝗪𝗵𝗮𝘁 𝘁𝗵𝗲 𝗿𝗲𝘀𝗲𝗮𝗿𝗰𝗵 𝘀𝗵𝗼𝘄𝘀: • In controlled studies, humour reduced cognitive load and improved learning vs standard teaching. • A randomised trial in medical students found humour increased attendance and improved test scores. • Neuroscience shows laughter lowers cortisol and improves memory and focus, exactly what you want when sharing new information. For pharma and medtech reps, the implication is clear: 𝗟𝗶𝗴𝗵𝘁, 𝗮𝗽𝗽𝗿𝗼𝗽𝗿𝗶𝗮𝘁𝗲 𝗵𝘂𝗺𝗼𝘂𝗿 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗲𝘀 𝗖𝗼𝗴𝗻𝗶𝘁𝗶𝘃𝗲 𝗘𝗮𝘀𝗲, helping doctors absorb new evidence and guidance faster. 𝗪𝗵𝗮𝘁 𝘁𝗵𝗶𝘀 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲 𝗶𝗻 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲: • Start with a small, situational joke (clinic chaos, inbox overload - not the disease or patient). • Gently poke fun at your brand’s old approach when introducing a better one. • Use a playful analogy to simplify a complex mechanism, then anchor back to the data. 𝗧𝗵𝗲 𝗴𝘂𝗮𝗿𝗱𝗿𝗮𝗶𝗹𝘀: • Keep it brief - a smile, not a routine. • Never joke about patients, conditions or colleagues. • Keep the science serious; let the set-up carry the humour. At scale, this isn’t about being “funny.” It’s about 𝘂𝘀𝗶𝗻𝗴 𝗵𝘂𝗺𝗼𝘂𝗿 𝗮𝘀 𝗮 𝗺𝗶𝗰𝗿𝗼‑𝗶𝗻𝘁𝗲𝗿𝘃𝗲𝗻𝘁𝗶𝗼𝗻 to reduce cognitive load, hold attention longer and make messages stick in a crowded mental inbox.

𝗧𝗵𝗲𝗿𝗲'𝘀 𝗮 𝗯𝗶𝗴 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲. This is something that keeps surfacing in our research; and the World Cup, of all things, is a perfect illustration of why it matters. Whole countries coming together around a shared experience. It's belonging at its most visible, and behavioural science is clear: 𝗶𝘁'𝘀 𝗼𝗻𝗲 𝗼𝗳 𝗼𝘂𝗿 𝗺𝗼𝘀𝘁 𝗳𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹 𝗵𝘂𝗺𝗮𝗻 𝗻𝗲𝗲𝗱𝘀. Who we feel part of shapes what we do, often more than information, intention, or incentive ever could. In multiple recent research studies assessing PSP effectiveness and satisfaction, 𝗯𝗲𝗹𝗼𝗻𝗴𝗶𝗻𝗴 𝗲𝗺𝗲𝗿𝗴𝗲𝗱 𝗮𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗸𝗲𝘆 𝗹𝗲𝗻𝘀𝗲𝘀 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝘄𝗵𝗶𝗰𝗵 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝘀𝘂𝗽𝗽𝗼𝗿𝘁. And that shift in framing changes what good looks like. Here's how: 𝟭. 𝗦𝗵𝗮𝗿𝗲𝗱 𝗶𝗱𝗲𝗻𝘁𝗶𝘁𝘆 𝗱𝗿𝗶𝘃𝗲𝘀 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻: Patients who feel part of a community stay more engaged, not because they were told to, but because disengaging feels like leaving something behind 𝟮. 𝗕𝗲𝗹𝗼𝗻𝗴𝗶𝗻𝗴 𝗿𝗲𝗱𝘂𝗰𝗲𝘀 𝘁𝗵𝗲 𝗳𝗿𝗶𝗰𝘁𝗶𝗼𝗻 𝗼𝗳 𝗽𝗮𝗿𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗶𝗼𝗻 When people feel connected, the effort of engaging drops. The same task feels lighter when you're not doing it alone. 𝟯. 𝗜𝘁 𝘀𝗰𝗮𝗹𝗲𝘀: 𝗙𝗿𝗼𝗺 𝗪𝗵𝗮𝘁𝘀𝗔𝗽𝗽 𝗴𝗿𝗼𝘂𝗽𝘀 𝘁𝗼 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗻𝗮𝘁𝗶𝗼𝗻 The trigger changes. The underlying need doesn't. PSPs that create genuine moments of connection tap into something hardwired. 𝗜𝗳 𝘆𝗼𝘂 𝘄𝗼𝗿𝗸 𝗼𝗻 𝗣𝗦𝗣𝘀: 𝗱𝗼𝗲𝘀 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗴𝗿𝗮𝗺𝗺𝗲 𝗶𝗻𝗳𝗼𝗿𝗺 𝗽𝗮𝘁𝗶𝗲𝗻𝘁𝘀 𝗼𝗿 𝗱𝗼𝗲𝘀 𝗶𝘁 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝗺 𝗳𝗲𝗲𝗹 𝗹𝗶𝗸𝗲 𝘁𝗵𝗲𝘆 𝗯𝗲𝗹𝗼𝗻𝗴?

Most doctors know treatment cost matters. But cost conversations still get missed - the barrier is rarely what brands assume. Here's how to find where change is actually possible →