1.3 Needs Statement Development - Transcripts

Greg Lambrecht: I believe that there is no such thing as design freeze, and there is no such thing as locking in on a need.  I continue to learn about the clinical needs that i've worked on in all the companies that I've been involved with.  There is always a new perspective that comes from being involved with a procedure.  Its probably one of those 90/10 rules.  90% of understanding comes in the first 3 weeks to 4 weeks, and you've got the physician who says, or a couple physicians who say "yes that is a clinical need", you've assessed the size of the market, you understand what the value is in solving that need, and the value, in my view is somewhere over 500 million dollars tends to be my brute force approach.  You have got severe enough need, large enough patient population or bad enough solutions that you really can get to generating that kind of value.  You've probably brainstormed three or four different needs around the same goal or problem.  Thats normally enough to start with, but the reality is that the understanding of the need and the individual needs statement … i keep my clinical needs on my cell phone.  I say to myself "would I change this knowing what I know now?"

Lambrecht: I do it by looking at the next step.  After you have framed a needs statement and assessed its market value, you need to be able to brainstorm it.  There is a desire to drive up the market value by generalizing the need.  The more specific that need is frequently the less it's worth overall to solve.  But there is a downside in being to general, that is un-brainstormable.  For example way to solve heart disease: What kind of heart disease?  What's it coming from?  Whats the complication?  What are the current procedures?  It needs to be specific enough in my mind where five people can sit around a table and come up with multiple ideas cause they all understand what the problem is.  And those ideas actually solve the same or similar kinds of problems.  Being too specific, if it has a solution in the needs statement it is too specific.  Its remarkable how solutions will hide.  Its really important to call out the best needs statement have a goal of the current procedures in them, why the patient come in, what are they looking for when they leave.  Not necessarily the surgery thats being done.  Why did they come in and what do they want when they leave.  If you get a lot more specific than that for that individual patient you wind up sculpting it in using a specific solution, which limits the brainstorming.