The article Beyond “implementation”: digital health innovation and service design suggested service design to be taken into consideration for digital technology adoption projects. It has introduced the heuristic approach: Tool, team and routine with focus on adoption of technologies for service change. Article emphasized that Technology or tool should be clear and have meaningful value proposition to all users such as physicians, care coordinators, health care administrators, and community pharmacists and team should be able to use technology which can be incorporated in new routine in health care settings. This heuristic approach (tool +team+routine) is a comprehensive approach for service and it highlights important questions and issues in both “demand pull” and “technology push” scenario while promoting an effective and coordinated services  .

Read here for more information //www.researchgate.net/publication/327777850_Beyond_implementation_digital_health_innovation_and_service_design

Saco and Goncalves define service design through a series of four principles, suggesting that service design:

1. Aims to create services that are useful, useable, desirable, efficient, and effective
2. Is a human-centered approach that focuses on customer experience and the quality of service encounter as the key value for success
3. Is a holistic approach that considers in an integrated way strategic, system, process, and touch-point design decisions (i.e., decisions about the ways in which users actually interact with services)
4. Is a systematic and iterative process that integrates user-oriented, team-based interdisciplinary approaches and methods in ever-learning cycles

As mentioned by @ashishjoshi, In healthcare settings, technology adoption can be done in two situation technology-push” versus “demand-pull” and then expand on the use of value proposition design as a particular strategy of service design.

Good Read:-  //onlinelibrary.wiley.com/doi/full/10.1111/caim.12383

- //www.nature.com/articles/s41746-018-0059-8

@kamalpreet

This article proposes that organizational culture emerges from a complex interplay between organizational design, staff and service users. it uses case studies of mental health services to highlight how elements of mental health service design in different settings infer and limit possibilities for co-production of care. It concludes that service design, organizational culture and performance are linked together and impact the performance of an organization.

//journals.sagepub.com/doi/abs/10.1177/0018726704049415

Those considering service innovations need to systematically reflect upon whether a given service or a technology, is worth introducing (the value proposition). This requires a clear understanding of the underlying ‘issue’ the innovation is intended to solve, and how it solves the issue. Due attention needs to be given to who will benefit and how, and the likely unintended consequences. For example, the introduction of digital health technologies may exacerbate existing health inequalities if strategies fail to consider the persistent digital divide in the population. It is imperative to create digital health solutions with patients, not for patients. There is a need for responsible intervention to ensure that the benefits are widely distributed, shared, are sustainable, and meet societies’ needs.

This policy brief talks about the main frameworks and factors identified as supportive for the successful introduction of innovation in service organization and delivery using examples of service innovations in European countries.

//www.euro.who.int/__data/assets/pdf_file/0004/380731/pb-tallinn-03-eng.pdf

M-Health holds great potential for addressing global health disparities, but the majority of the projects never proceed beyond the pilot stage. The projects are seldom designed from the customer’s perspective to address their specific problems and/or create appreciable value. A customer-centric view, where direct tangible benefits of interventions are identified and communicated effectively, can drive customer engagement and advance projects toward self-sustaining business models. A strong value proposition is thus the fundamental building block of a financially and socially sustainable mHealth model. Dispersing costs of the services offered overtime, being responsive to the local socio-economic and cultural context, keeping the technology and processes simple; appealing to a wide segment of the population, offering expertise wherever possible, and scaling up by strategically broadening facilities or services are few best practices that can be adapted by new mHealth projects that aim for financial sustainability. This article presents the nine most common value propositions related to access to healthcare. //www.researchgate.net/publication/306089437_Value_propositions_of_mHealth_projects

This paper discusses that eHealth projects often need redesigning in various aspects, majorly due to non-engagement of stakeholders leading to lack of the user’s specifications. To overcome this, service design thinking approach can be considered, which is an interdisciplinary approach and can help with enhancing the service usability, usefulness, desirability, efficiency and effectiveness. The paper also evaluates how service thinking approach can be applied in eHealth service design. They propose Service Journey Modelling Language and Service Journey Cards to engage stakeholders in the design of eHealth services.

//ebooks.iospress.nl/publication/44595

In the given article conceptual framework of e –health’s value proposition is proposed. This framework describes primary and secondary value processes of health care sector.

Primary Value Processes (PVP) includes Pre Diagnosis (PD), Accurate Reliable Diagnosis and Treatment (D/T) which uses relevant PD knowledge, Post-Diagnosis/Treatment Disease Management and Crisis Prevention (DM/CP) whose main aim is to disease management and prevention of crisis and  Secondary Value Processes (SVPs) include all the Administrative functionalities, billing, legal, Human and financial resources management, medical supplies, New research and development.  the proposed E-health value proposition framework embodies entire range of processes of healthcare sector.

Read here : //scholarspace.manoa.hawaii.edu/bitstream/10125/41260/paper0111.pdf  

A Strong Value Proposition design comprises of six key features:

1. Issue faced: Describe the issue being faced in the organisation in relation to this indication and current clinical practice. 
2. Solution: Explain how the proposed product or service can provide a solution to this problem.
3. Benefits: Detail the clinical benefits for patients delivered by the product over and above, or instead of, current clinical practice (clinical effectiveness).
4. Numbers: Detail the resource use and cost savings for the healthcare system delivered by the product over and above, or instead of, current clinical practice; look at all costs versus savings and return on investment.
5. Evidence: It can be a huge challenge for clinical evidence to be collected, especially for SMEs with limited resources. Hence, substantiate all claims with real evidence demonstrated from validated evaluations, and perhaps even consider whether resources are available to carry out a small-scale test.
6. Safety: To be considered and successfully adopted, innovation will always have to be supported by clinical evidence demonstrating how it can make a positive difference to existing treatment pathways.

It is also essential to consider the key areas of focus for the organisation you are approaching. Read here for more: //thejournalofmhealth.com/a-strong-value-proposition-the-key-to-engaging-the-nhs-in-2019-for-smes/

Although new service development (NSD) studies have contributed to developing systematic approaches to service innovation, their product-oriented and provider-centric perspectives are limited in embracing a value cocreation concept. In the paper attached below the investigation is made on how Service Design, as a human-centered and creative approach to service innovation, can reframe NSD processes to implement value cocreation. Multiple case studies on Service Design projects indicate that design-centric approaches can contribute to the whole NSD process in a way that connects organizations’ managerial practices to value cocreation;

Read here: //journals.sagepub.com/doi/full/10.1177/1094670517709356

E-health, enabled by ubiquitous computing and communication technologies, is facilitating a fundamental shift in the age old praxis of healthcare. The broad impact of E-health on diverse domains, complexity of supporting technologies, and the dizzying interplay of theories bridging multiple disciplines creates a rich problem space for information system researchers and calls on to conduct cross-disciplinary research. In the current paper attached below researchers present salient characteristics of e-health and discuss its value proposition. The value proposition of e-health presents the entire range of processes supporting the healthcare sector. They also present research opportunities as e-health takes center stage in the delivery of healthcare.

Read more: //scholarspace.manoa.hawaii.edu/bitstream/10125/41260/paper0111.pdf

Yes, A strong value proposition is needed for strong research plan.

1. A compelling value proposition will form the basis of and underpin all of your planning, implementation and evaluation efforts. The value proposition is also part of your overall research implementation plan.

2. It is critical to grab the stakeholder's attention and encourage them to participate in strong and legitimate research areas. 

3. It creates a strong differentiation between pilot and real experimental design

I strongly agree that Value Preposition Design (VPD) would be the strategy for establishing the actual value of a new product or process for the variety of people with whom that product or process interact. In fact, looking into the boom of healthcare informatics in LIMC, it is very critical and sensitive to address the challenges mentioned above but with proper planning, adoption and dissemination of such info would help to leverage the exisiting gaps in healthcare to address and scale up.

A value proposition design is a term used in healthcare technology to describe any promise that healthcare equipment, pharmaceutical businesses, or other healthcare-related companies make to patients. Patients anticipate pain relief, illness cure, improved diagnosis, and patient-centered care in healthcare, and firms must deliver on these expectations for the benefit of the patients rather than the companies.

Service design innovation in digital health tools is, for example, instructing an elderly person to use a smartphone application for healthcare purposes with the assistance of home nurses or hospital staff in primary care, such as whenever they visit for healthcare services. Digital health tools can be Health Information Technology, wearable devices, mHealth, and telemedicine, etc.

We can confidently state that the great majority of people employed telehealth during the COVID-19 pandemic. Value proposition design and service design innovation can produce the best results and boost confidence in digitized healthcare.