Healthcare CEO Prioritisation and Value Creation Survey

1. Rank the following in order of strategic importance to your business over the next two years with 1 being the most important and 15 the least. *This question is required. Order the items from the following list. First select an item with the spacebar to show a menu of possible ranking positions. Next, click a ranking position to order it in the ranked list. Note the menu will display more ordering options as you add items to the ranked list.

Reducing administrative burden and streamlining care pathways
Ability to attract more investments/investors
Managing funding pressures and cost-efficiency
Improving productivity and efficiency
Recruitment and retention of clinical professionals
Investment in digital infrastructure and cybersecurity
Expanding products and service offerings
Building partnerships with insurers / employers
Preventative and community-based care
Personalised care and treatment pathways
Improving patient experience and feedback mechanisms
Strategic M&A
Internationalisation
Strategic procurement and negotiation with suppliers
Increased public-sector tenders / outsourcing

Space Cell	High Impact	Moderate Impact	Low Impact	No Impact/Not Applicable
Lack of available workforce	Lack of available workforce: High Impact	Lack of available workforce: Moderate Impact	Lack of available workforce: Low Impact	Lack of available workforce: No Impact/Not Applicable
Inflationary pressures and mounting costs (goods and services)	Inflationary pressures and mounting costs (goods and services): High Impact	Inflationary pressures and mounting costs (goods and services): Moderate Impact	Inflationary pressures and mounting costs (goods and services): Low Impact	Inflationary pressures and mounting costs (goods and services): No Impact/Not Applicable
The ability to negotiate reimbursement rates	The ability to negotiate reimbursement rates: High Impact	The ability to negotiate reimbursement rates: Moderate Impact	The ability to negotiate reimbursement rates: Low Impact	The ability to negotiate reimbursement rates: No Impact/Not Applicable
Shift in consumer / discretional spending	Shift in consumer / discretional spending: High Impact	Shift in consumer / discretional spending: Moderate Impact	Shift in consumer / discretional spending: Low Impact	Shift in consumer / discretional spending: No Impact/Not Applicable
Supply chain interruption and uncertainty	Supply chain interruption and uncertainty: High Impact	Supply chain interruption and uncertainty: Moderate Impact	Supply chain interruption and uncertainty: Low Impact	Supply chain interruption and uncertainty: No Impact/Not Applicable
Increased competition from new market entrants	Increased competition from new market entrants: High Impact	Increased competition from new market entrants: Moderate Impact	Increased competition from new market entrants: Low Impact	Increased competition from new market entrants: No Impact/Not Applicable
The ability to scale technology and innovation	The ability to scale technology and innovation: High Impact	The ability to scale technology and innovation: Moderate Impact	The ability to scale technology and innovation: Low Impact	The ability to scale technology and innovation: No Impact/Not Applicable
Changing or uncertain regulatory environment	Changing or uncertain regulatory environment: High Impact	Changing or uncertain regulatory environment: Moderate Impact	Changing or uncertain regulatory environment: Low Impact	Changing or uncertain regulatory environment: No Impact/Not Applicable

Space Cell	1	2	3	4	5	6
Expanding digital and virtual services and offerings	Expanding digital and virtual services and offerings: 1	Expanding digital and virtual services and offerings: 2	Expanding digital and virtual services and offerings: 3	Expanding digital and virtual services and offerings: 4	Expanding digital and virtual services and offerings: 5	Expanding digital and virtual services and offerings: 6
AI and automation to deliver efficiency through administrative tasks	AI and automation to deliver efficiency through administrative tasks: 1	AI and automation to deliver efficiency through administrative tasks: 2	AI and automation to deliver efficiency through administrative tasks: 3	AI and automation to deliver efficiency through administrative tasks: 4	AI and automation to deliver efficiency through administrative tasks: 5	AI and automation to deliver efficiency through administrative tasks: 6
AI to personalise medicine or speed-up diagnostics and drug discovery	AI to personalise medicine or speed-up diagnostics and drug discovery: 1	AI to personalise medicine or speed-up diagnostics and drug discovery: 2	AI to personalise medicine or speed-up diagnostics and drug discovery: 3	AI to personalise medicine or speed-up diagnostics and drug discovery: 4	AI to personalise medicine or speed-up diagnostics and drug discovery: 5	AI to personalise medicine or speed-up diagnostics and drug discovery: 6
Investing in more remote patient monitoring and wearable devices	Investing in more remote patient monitoring and wearable devices: 1	Investing in more remote patient monitoring and wearable devices: 2	Investing in more remote patient monitoring and wearable devices: 3	Investing in more remote patient monitoring and wearable devices: 4	Investing in more remote patient monitoring and wearable devices: 5	Investing in more remote patient monitoring and wearable devices: 6
Development of Digital Therapeutics	Development of Digital Therapeutics: 1	Development of Digital Therapeutics: 2	Development of Digital Therapeutics: 3	Development of Digital Therapeutics: 4	Development of Digital Therapeutics: 5	Development of Digital Therapeutics: 6
Introducing wellness programmes, genetic screening and preventative pathways	Introducing wellness programmes, genetic screening and preventative pathways: 1	Introducing wellness programmes, genetic screening and preventative pathways: 2	Introducing wellness programmes, genetic screening and preventative pathways: 3	Introducing wellness programmes, genetic screening and preventative pathways: 4	Introducing wellness programmes, genetic screening and preventative pathways: 5	Introducing wellness programmes, genetic screening and preventative pathways: 6
Expanding direct to consumer offering, over the counter and self-care	Expanding direct to consumer offering, over the counter and self-care: 1	Expanding direct to consumer offering, over the counter and self-care: 2	Expanding direct to consumer offering, over the counter and self-care: 3	Expanding direct to consumer offering, over the counter and self-care: 4	Expanding direct to consumer offering, over the counter and self-care: 5	Expanding direct to consumer offering, over the counter and self-care: 6
Introducing membership and subscription models	Introducing membership and subscription models: 1	Introducing membership and subscription models: 2	Introducing membership and subscription models: 3	Introducing membership and subscription models: 4	Introducing membership and subscription models: 5	Introducing membership and subscription models: 6
Expansion of service offering to be more comprehensive and holistic	Expansion of service offering to be more comprehensive and holistic: 1	Expansion of service offering to be more comprehensive and holistic: 2	Expansion of service offering to be more comprehensive and holistic: 3	Expansion of service offering to be more comprehensive and holistic: 4	Expansion of service offering to be more comprehensive and holistic: 5	Expansion of service offering to be more comprehensive and holistic: 6
Talent Management, professional development and staff retention	Talent Management, professional development and staff retention: 1	Talent Management, professional development and staff retention: 2	Talent Management, professional development and staff retention: 3	Talent Management, professional development and staff retention: 4	Talent Management, professional development and staff retention: 5	Talent Management, professional development and staff retention: 6
Strategic M&A (nationally, regionally or international)	Strategic M&A (nationally, regionally or international): 1	Strategic M&A (nationally, regionally or international): 2	Strategic M&A (nationally, regionally or international): 3	Strategic M&A (nationally, regionally or international): 4	Strategic M&A (nationally, regionally or international): 5	Strategic M&A (nationally, regionally or international): 6
Outsourcing of administrative operations or processes	Outsourcing of administrative operations or processes: 1	Outsourcing of administrative operations or processes: 2	Outsourcing of administrative operations or processes: 3	Outsourcing of administrative operations or processes: 4	Outsourcing of administrative operations or processes: 5	Outsourcing of administrative operations or processes: 6
Outsourcing of clinical operations	Outsourcing of clinical operations: 1	Outsourcing of clinical operations: 2	Outsourcing of clinical operations: 3	Outsourcing of clinical operations: 4	Outsourcing of clinical operations: 5	Outsourcing of clinical operations: 6
Vertical integration / expansion along the value chain	Vertical integration / expansion along the value chain: 1	Vertical integration / expansion along the value chain: 2	Vertical integration / expansion along the value chain: 3	Vertical integration / expansion along the value chain: 4	Vertical integration / expansion along the value chain: 5	Vertical integration / expansion along the value chain: 6
Strategic procurement and negotiation of goods and services	Strategic procurement and negotiation of goods and services: 1	Strategic procurement and negotiation of goods and services: 2	Strategic procurement and negotiation of goods and services: 3	Strategic procurement and negotiation of goods and services: 4	Strategic procurement and negotiation of goods and services: 5	Strategic procurement and negotiation of goods and services: 6
Enter another option	Other: 1	Other: 2	Other: 3	Other: 4	Other: 5	Other: 6

4. What is your current payor/customer revenue mix? *This question is required.

0

50

100

Public Payors

Private Medical Insurance

Employers / Occupational Health

Out of pocket / Cash

5. What do you predict your payor/customer revenue mix to be by 2030? *This question is required.

0

50

100

Public Payors

Private Medical Insurance

Employers / Occupational Health

Out of pocket / Cash

Thank you for taking the time to complete this survey. Your results will be kept completely anonymous but in order to both send you your copy of the report and to provide you with your complementary ticket to HBI 2026 we need to know a few more details.

7. Thank you for taking the time to complete this survey. Your results will be kept completely anonymous but in order to both send you your copy of the report and to provide you with your complementary ticket to HBI 2026 we need to know a few more details. *This question is required.

First Name

Last Name

Title

Company Name

Email Address

Phone Number

Healthcare CEO Prioritisation and Value Creation Survey - Top 250