Hospital-system dialogue clarified where the innovation had the strongest right to win and what barriers could limit adoption.

Client Goal

A healthcare product innovator wanted to understand whether its respiratory protection platform had a viable path to adoption in U.S. healthcare environments.
The goal was to determine where the offering could create meaningful value, which use cases had the strongest potential, and whether the company should continue investing in commercialization.

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Decision at Stake

The central decision was whether the company had a credible right to enter and disrupt an established healthcare PPE market.

The organization needed to know whether hospital systems would view the product as a meaningful improvement over current solutions — or as an interesting innovation with too much adoption friction.

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Background

The original market hypothesis was rooted in pandemic preparedness. However, healthcare PPE adoption is shaped by much more than technical performance.

Hospital systems must consider infection prevention standards, clinician comfort, workflow fit, cleaning and reuse protocols, training burden, supply-chain structures, procurement requirements, GPO and distributor dynamics, and budget impact.

The question was not simply whether the product was better. The question was whether it could fit into the operational and purchasing realities of healthcare.

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What We Did

The AND Group designed and led a market validation effort with 27 hospital-system decision-makers across clinical leadership, nursing, senior management, supply chain, and related decision-influencing roles.

The work pressure-tested the client’s assumptions, explored priority use cases, identified adoption barriers, and clarified the role of value-chain partners in determining market access.

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What Changed


The work helped the company move beyond a narrow pandemic-preparedness narrative and see a broader, more durable market-entry opportunity. 

The organization gained a clearer view of where the platform had the strongest relevance, which stakeholders would influence adoption, and what conditions would need to be addressed before commercialization could succeed.

Most importantly, the work clarified the difference between interest and readiness. Hospital leaders could recognize potential value, but adoption would depend on workflow fit, cleaning protocols, training burden, procurement pathways, and stakeholder alignment.

The result was a more grounded commercialization view: where the company had the strongest right to win, what barriers could limit adoption, and how to sequence next steps with greater confidence.