In this article, we present GreenLight’s Value Analysis Maturity Curve, which outlines the different processes that mark an increasingly developed VA infrastructure. When progressing through the value analysis maturity curve, it is important to remember that stagnancy within any stage is not only possible, it is frequent. Consequently, many hospitals fail to reap substantial results and remain absorbed in the early, cost-intensive processes where savings may not surpass infrastructure investment. Intentional and synchronous efforts are needed to climb to the next stage in the curve and realize meaningful results.
In Stage One, physician demand in terms of product requests and GPO contracts are the primary drivers of procurement, and there are no formal strategies or measurement tools in place to perform value analysis. This reactive stage is marked by a lack of standardization and consistency when it comes to product and processes. When hospitals operate under this stage, daily transactions rather than strategic efforts command focus. Without a dedicated infrastructure to support collaboration across departments, physician engagement is limited to new product requests, and executive leadership lacks involvement. Finally, data plays an insignificant role in Stage One, as any evaluated data is most likely exclusively sourced from suppliers.