Traditional value analysis often struggles to move beyond transactional cost savings, leaving significant opportunities untapped. The most successful organizations are elevating their value analysis programs by engaging physician champions who can drive clinical consensus, influence peer adoption, and unlock transformational value across product categories. In this session, explore how to identify, recruit, and empower physician champions who become true advocates for evidence-based decision-making and sustainable value creation.

Learning Objectives:
1. Identify characteristics of effective physician champions and strategies for recruiting clinical leaders who can drive value analysis success.
2. Apply engagement models that empower physician champions to influence peers, build consensus, and accelerate adoption of value-driven decisions.
3. Evaluate next-level value creation opportunities beyond cost savings, including quality improvement, clinical outcome enhancement, and operational efficiency gains.
4. Develop sustainable approaches to maintaining physician champion involvement and measuring their impact on value analysis outcomes.

Value analysis programs succeed or fail based on their alignment with broader organizational priorities and the strength of their governance structures. Without clear connections to strategic goals and disciplined oversight, value analysis can become reactive, inconsistent, and disconnected from what leadership cares about most. In this session, examine how leading IDNs are redesigning their value analysis governance to ensure initiatives directly support enterprise objectives while maintaining accountability and momentum.

Learning Objectives:
1. Analyze the connection between effective value analysis governance and achievement of organizational strategic goals and priorities.
2. Design governance structures that provide appropriate oversight, accountability, and decision-making authority for value analysis initiatives.
3. Apply frameworks for prioritizing value analysis projects based on alignment with organizational objectives and potential impact.
4. Implement measurement and reporting mechanisms that demonstrate value analysis contributions to leadership priorities and drive continuous improvement.

Supplier involvement in value analysis can accelerate innovation, provide critical market intelligence, and strengthen partnerships, but premature or inappropriate engagement can compromise objectivity and undermine the integrity of the process. Knowing when to bring supplier partners to the table, what information to share, and how to structure their participation is essential for maximizing value while maintaining independence. In this session, explore best practices for strategic supplier engagement throughout the value analysis lifecycle.

Learning Objectives:
1. Distinguish between value analysis stages where supplier involvement adds value versus those requiring independent evaluation.
2. Evaluate different models for supplier engagement in value analysis, from early innovation discussions to post-implementation performance reviews.
3. Apply communication protocols and boundaries that maintain objectivity while leveraging supplier insights.
4. Formulate guidelines for your organization that define appropriate supplier participation, information sharing, and relationship management in value analysis.