Diligence is expensive. Screening is what makes it affordable
A business development team in oncology and diagnostics had a shortlist of assets and technologies in Mexico.
Every one of them looked plausible on paper, which is what being on a shortlist means. The question was which would still look plausible under commercial due diligence.
Running full diligence on all of them was not practical. Screening them on the same three dimensions first is what makes the deeper work affordable.
Experts and customers, asked the same three questions
The work was expert interviews and customer interviews across oncology and diagnostics in Mexico.
Customers as well as experts, because clinical relevance and commercial potential are answered by different people. An expert can assess whether the science holds. Only a customer can say whether they would buy it.
Each shortlisted asset was tested on clinical relevance, commercial potential and execution risk. The same three, in the same way, so the results could be compared.
Competitive intelligence ran alongside, because an asset is only as attractive as the space it would have to compete in.
A comparative view, and a shorter list to work on
The interviews produced a comparative view across all three dimensions.
Clinical relevance and commercial potential rarely rank the same way, and execution risk reorders both. Seeing them together is what a screen is for.
Market sizing sat underneath the commercial potential judgement rather than standing in for it, which keeps the screen about the asset rather than about the category.
The client used the output to focus diligence and partnership discussions on the opportunities that had earned the attention.
