Micro Moves, Macro Impact: Rethinking Translational Leadership in European Life Sciences

❝ Imagine if we had the same collective urgency for life science as we do for climate tech. ❞

From fragmented efforts to systemic transformation – why real leadership must extend beyond labs and clinics to procurement, policy, and the full life science value chain.

1. Introduction: Micro Thinking, Macro Transformation

Across Europe, the ambition is shared:

We want to accelerate life science innovation, improve patient care, and drive sustainable health systems. But despite good intentions, progress often stalls – not due to a lack of science, but due to a lack of alignment.

Behind the scenes, we see a pattern of fragmented decision-making. From procurement teams to hospital boards, from startups to ministries of health, everyone wants impact – yet few speak the same language or move in the same direction.

Real translational leadership is no longer just about moving discoveries from bench to bedside. It’s about connecting dots across disciplines, sectors, and incentives.

2. The Problem: Europe’s Short-Term Health Economics

While Europe's population ages and healthcare needs surge, our systems are still stuck in short-term fiscal logic:

• Ministries of Finance prioritise budget control over long-term value.

• Procurement favours the lowest upfront cost – even at the expense of outcomes.

• Regulations like MDR and IVDR are often treated as obstacles rather than strategic enablers.

The result?

An innovation-rich continent – with a scale-up problem. Promising therapies stall. Technologies linger. Patients wait.

This is not a failure of science. It’s a failure of system design.

3. The Missed Opportunity: Translational Leadership Beyond Research

"Translation" is often framed as the journey from lab to clinic. But in 2025, that’s not enough.

We need translational leadership across the entire value chain:

• Procurement teams translating strategy into buying decisions

• Policy-makers translating innovation into sustainable reimbursement

• Hospital leaders translating patient needs into system priorities

• Commercial leaders translating clinical value into market adoption

• Bridge-builders facilitating introductions to G-level decision-makers

• Patient Advocacy Groups streamlining awareness and funding

• NGOs building trust and translating needs across silos

Without this kind of cross-sector translation, even the strongest innovations risk dying in pilots – stuck between misaligned incentives and fragmented execution.

4. The Solution: A Micro–Macro Leadership Mindset

True systems change doesn’t begin with bold declarations. It begins with micro moves:

🟠 A procurement officer shifting from unit cost to value-based evaluation

🟠 A policy-maker opening early dialogue with startups and patients

🟠 A clinical leader leaning into uncertainty - instead of avoiding it

🟠 A commercial C-suite investing in teams with a broader vision of health value

🟠 G-level introductions and incentive programs built around long-term public health and sustainable adoption of innovation across systems

🟠 Patient Advocacy Groups prioritizing funding with a future-focused lens

🟠 NGOs amplifying the systemic benefits of longer, healthier lives for smarter healthcare budgets

Small, intentional actions — scaled across the ecosystem — create macro resilience.

We must move from:

Tactical coordination → Strategic coherence Siloed ambition → Shared momentum Fear-based decision-making → Trust-based leadership

5. Beyond Metrics: Building a Common Language

We can’t fix what we can’t name.

The industry must move beyond metrics like unit cost, budget impact, or market share. Instead, we need to speak about:

• Lifetime health economics

• Time-to-access

• Patient-centered outcomes

• System-wide value creation

This doesn’t require new institutions – it requires new conversations. And those start with leadership.

6. Leadership in the Face of Complexity

One of the most persistent challenges in European life sciences isn’t technical — it’s structural. And too often, it’s reinforced by inherited, habitual thinking.

Fragmented incentives, legacy systems, and risk-averse governance models continue to slow down even the most promising innovations — despite the well-documented, long-term public value these innovations could unlock.

Translational leadership means navigating this complexity — not by waiting for clarity, but by cultivating it.

In my article on early stakeholder identification, I explored how early alignment across sectors increases both speed and trust. That principle becomes even more critical when systems are under pressure.

Today’s leaders must:

• Create psychological safety before alignment is formalized

• Invite multi-sector input early in the strategy process

• Act without waiting for perfect conditions

Because progress doesn’t emerge from certainty. It grows from trust, clarity — and shared intent.

7. Case-in-Point: Catalonia’s Value-Based ICD Procurement

In 2016, Hospital de la Santa Creu i Sant Pau in Barcelona, in collaboration with the Catalan Agency for Health Quality and Evaluation (AQuAS), launched a pioneering value-based procurement initiative for implantable cardioverter defibrillators (ICDs).

Using a competitive dialogue approach, the tender focused not only on upfront unit price but also on total cost of care, long-term outcomes, and integrated patient services.

The result?

A €10 million, four-year contract covering not only the devices, but also technical support, full service delivery, and a new remote monitoring center to ensure continuous patient follow-up. This reduced outpatient visits and complications by more than 10%, while also improving cross-functional coordination between clinical teams.

The project has since inspired similar value-based tenders across Catalonia and other European regions – a tangible example of how micro-level innovation in procurement can drive macro-level impact in patient care and system efficiency.

It wasn’t a billion-euro reform. It was a micro move with macro effects.

🧾 Learn more:

• AQuAS Annual Report 2016 – detailing the agency's initiatives and evaluations.

• BCG: How Procurement Unlocks Value-Based Health Care – discussing strategies for value-based procurement in healthcare.

• McKinsey: The European Public Procurement Opportunity: Delivering Value in Medtech – exploring value-based procurement in the medtech sector.

8. Final Thought: A Choice We Must Make

Across Europe, success stories are emerging:

– Procurement pilots in Scandinavia – Early HTA integration in Germany and Belgium – Impact-driven coalitions between startups and ministries

But we cannot build the future on pilots alone.

We need leadership that: ✔ Embraces uncertainty ✔ Connects ambition with action ✔ Turns micro movements into macro impact

In a continent facing demographic shifts, chronic disease growth, and financial constraints, we can’t afford to wait for systemic alignment. We have to create it — together.

There won't be more money in the system. Geopolitical tensions won’t ease overnight. But collaboration is still our most powerful lever.

And we have to start somewhere. I'm betting on us.

Want to continue the conversation?

This article is part of a broader dialogue on leadership in European life sciences. Reach out if you’re working with:

• MedTech & Capital Equipment

• HealthTech & Data

• Procurement & Value-Based Innovation

• Scale-up Strategy

• Public–Private Alliances

See more of my articles and sector reflections here: LinkedIn Newsletter 🔍