The global mission of the business is to transform oncology. Despite now having best-of-breed technologies, key activities were still handled manually. Change meant reconnecting with patient outcomes and reducing technology resistance.

Sizable ambitions met with formidable barriers. The company couldn’t win on buying scale because of bigger competitors with deeper pockets. Nor would it win on speed, because digital capabilities were stuck in a foundational mode.

Despite claiming innovation as its mission, there was limited definition or articulation of “innovation” and this disconnected the business narrative from a set of driving problems relating to the full spectrum of innovation outcomes.

Defining a clear position and purpose for brand as an innovative hybrid gym was mission-critical. The downside of being versatile is that it is difficult to explain. The solution was to distil the brand’s unique combination into a superpower formula.