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Strategic Planning for a Digital Health Innovation Hub at a Saudi Academic Medical Center: Qualitative Case Study.

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Title: Strategic Planning for a Digital Health Innovation Hub at a Saudi Academic Medical Center: Qualitative Case Study.
Authors: Alshehri M; Center of Excellence in Biotechnology Research, King Saud University Medical City, King Saud University, RGSA 8707, Riyadh, Riyadh Region, Saudi Arabia, +966 54 220 5822.; QFBA, Northumbria University, Newcastle upon Tyne, England, United Kingdom., Altowaijri AMA; Executive Strategic Planning Department Corporate Transformation & Investment Department, King Saud University Medical City, Riyadh, Riyadh Region, Saudi Arabia., Alsubait S; Professor, Department of Restorative Dental Sciences, College of Dentistry, Consultant, Dental University Hospital, King Saud University, Riyadh, Riyadh Region, Saudi Arabia., Binsaleh S; Division of Urology, Department of Surgery, Faculty of Medicine, King Saud University Medical City, King Saud University, Riyadh, Riyadh Region, Saudi Arabia.
Source: JMIR formative research [JMIR Form Res] 2026 Jul 15; Vol. 10, pp. e92526. Date of Electronic Publication: 2026 Jul 15.
Publication Type: Journal Article
Language: English
Journal Info: Publisher: JMIR Publications Country of Publication: Canada NLM ID: 101726394 Publication Model: Electronic Cited Medium: Internet ISSN: 2561-326X (Electronic) Linking ISSN: 2561326X NLM ISO Abbreviation: JMIR Form Res Subsets: MEDLINE
Imprint Name(s): Original Publication: Toronto, ON, Canada : JMIR Publications, [2017]-
MeSH Terms: Academic Medical Centers*/organization & administration , Strategic Planning*, Saudi Arabia ; Digital Health ; Humans ; Qualitative Research ; Diffusion of Innovation ; Organizational Innovation ; Leadership
Abstract: Background: Rapid digital transformation is reshaping health care, but many digital initiatives struggle to deliver sustained organizational value when they are introduced as stand-alone technologies rather than as part of an institutional strategy. In Saudi Arabia, Vision 2030 has intensified pressure on academic medical centers to strengthen digital capability, localize innovation, and reduce dependence on externally driven solutions.
Objective: This study aimed to examine organizational factors shaping digital health innovation at King Saud University Medical City (KSUMC) and to develop a preliminary strategic planning framework for a digital health innovation hub tailored to that setting.
Methods: We conducted a qualitative exploratory case study at KSUMC between April and June 2025. Fourteen stakeholders from clinical, administrative, research, governance, educational, and innovation-related roles were recruited using maximum variation purposive sampling. Semistructured interviews were audio-recorded, transcribed verbatim, and analyzed using reflexive thematic analysis. Reporting was guided by the COREQ (Consolidated Criteria for Reporting Qualitative Research). Diffusion of innovation theory and systems thinking informed interpretation, while a context-actor-mechanism-outcome lens was used to examine how institutional conditions shaped innovation processes. No patient data were collected.
Results: Five interrelated themes were identified. First, leadership support existed at a symbolic level, but middle-management translation and risk tolerance were inconsistent. Second, innovation was constrained by workload, fragmented systems, and weak operational support, which meant that project work was often treated as discretionary rather than embedded. Third, knowledge transfer and commercialization pathways were fragmented; participants repeatedly described unclear routes from idea generation to prototyping, regulatory review, and market engagement. Fourth, incentives and innovation capability were misaligned with institutional expectations, particularly for clinicians and trainees. Fifth, Vision 2030 created strategic legitimacy and momentum, but participants also cautioned that an overreliance on consultant-led or vendor-led approaches could weaken internal capability building. These findings informed a preliminary framework centered on governance, knowledge transfer, partnership structures, workforce development, and phased implementation rather than a validated institutional model.
Conclusions: At KSUMC, digital health innovation is shaped not only by technology availability but also by organizational culture, intermediary structures, governance design, and the extent to which innovation work is made operationally feasible. The framework proposed here should therefore be understood as a preliminary planning model derived from one qualitative case study. Its main contribution is to specify how knowledge transfer, commercialization, and institutional capability building can be integrated into a digital health strategy within a Saudi academic medical center.
(© Mohammed Alshehri, Abdulrahman Mohammed A Altowaijri, Sara Alsubait, Saleh Binsaleh. Originally published in JMIR Formative Research (https://formative.jmir.org).)
References: J Healthc Leadersh. 2024 Nov 04;16:455-472. (PMID: 39524481)
J Technol Transf. 2025;50(6):2509-2531. (PMID: 41322427)
Implement Sci. 2022 Oct 29;17(1):75. (PMID: 36309746)
Health Policy Plan. 2021 Nov 11;36(10):1715-1717. (PMID: 34131699)
BMC Health Serv Res. 2015 Feb 21;15:71. (PMID: 25885110)
Adm Policy Ment Health. 2015 Sep;42(5):533-44. (PMID: 24193818)
J Med Internet Res. 2017 Nov 01;19(11):e367. (PMID: 29092808)
Qual Health Res. 2016 Nov;26(13):1753-1760. (PMID: 26613970)
Int J Qual Health Care. 2007 Dec;19(6):349-57. (PMID: 17872937)
J Healthc Leadersh. 2025 May 07;17:173-187. (PMID: 40357423)
Qual Health Res. 2017 Mar;27(4):591-608. (PMID: 27670770)
J Pharm Policy Pract. 2025 Jan 21;18(1):2449051. (PMID: 39845746)
J Health Organ Manag. 2022 Jun 20;36(9):179-195. (PMID: 35788441)
BMJ Open Qual. 2024 May 27;13(2):. (PMID: 38802269)
Health Care Manage Rev. 2022 Jul-Sep 01;47(3):236-244. (PMID: 34319279)
BMC Med Res Methodol. 2011 Jun 27;11:100. (PMID: 21707982)
J Clin Transl Sci. 2021 May 17;5(1):e148. (PMID: 34527288)
BMC Health Serv Res. 2024 Nov 13;24(1):1399. (PMID: 39538200)
Contributed Indexing: Keywords: Saudi Arabia; Vision 2030; case study; digital health; innovation hub; intellectual property.; knowledge transfer; strategic planning; thematic analysis
Entry Date(s): Date Created: 20260715 Date Completed: 20260716 Latest Revision: 20260905
Update Code: 20260905
PubMed Central ID: PMC13372295
DOI: 10.2196/92526
PMID: 42456179
Database: MEDLINE
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  Data: Strategic Planning for a Digital Health Innovation Hub at a Saudi Academic Medical Center: Qualitative Case Study.
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  Data: <searchLink fieldCode="AU" term="%22Alshehri+M%22">Alshehri M</searchLink>; Center of Excellence in Biotechnology Research, King Saud University Medical City, King Saud University, RGSA 8707, Riyadh, Riyadh Region, Saudi Arabia, +966 54 220 5822.; QFBA, Northumbria University, Newcastle upon Tyne, England, United Kingdom.<br /><searchLink fieldCode="AU" term="%22Altowaijri+AMA%22">Altowaijri AMA</searchLink>; Executive Strategic Planning Department Corporate Transformation & Investment Department, King Saud University Medical City, Riyadh, Riyadh Region, Saudi Arabia.<br /><searchLink fieldCode="AU" term="%22Alsubait+S%22">Alsubait S</searchLink>; Professor, Department of Restorative Dental Sciences, College of Dentistry, Consultant, Dental University Hospital, King Saud University, Riyadh, Riyadh Region, Saudi Arabia.<br /><searchLink fieldCode="AU" term="%22Binsaleh+S%22">Binsaleh S</searchLink>; Division of Urology, Department of Surgery, Faculty of Medicine, King Saud University Medical City, King Saud University, Riyadh, Riyadh Region, Saudi Arabia.
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  Data: Background: Rapid digital transformation is reshaping health care, but many digital initiatives struggle to deliver sustained organizational value when they are introduced as stand-alone technologies rather than as part of an institutional strategy. In Saudi Arabia, Vision 2030 has intensified pressure on academic medical centers to strengthen digital capability, localize innovation, and reduce dependence on externally driven solutions.<br />Objective: This study aimed to examine organizational factors shaping digital health innovation at King Saud University Medical City (KSUMC) and to develop a preliminary strategic planning framework for a digital health innovation hub tailored to that setting.<br />Methods: We conducted a qualitative exploratory case study at KSUMC between April and June 2025. Fourteen stakeholders from clinical, administrative, research, governance, educational, and innovation-related roles were recruited using maximum variation purposive sampling. Semistructured interviews were audio-recorded, transcribed verbatim, and analyzed using reflexive thematic analysis. Reporting was guided by the COREQ (Consolidated Criteria for Reporting Qualitative Research). Diffusion of innovation theory and systems thinking informed interpretation, while a context-actor-mechanism-outcome lens was used to examine how institutional conditions shaped innovation processes. No patient data were collected.<br />Results: Five interrelated themes were identified. First, leadership support existed at a symbolic level, but middle-management translation and risk tolerance were inconsistent. Second, innovation was constrained by workload, fragmented systems, and weak operational support, which meant that project work was often treated as discretionary rather than embedded. Third, knowledge transfer and commercialization pathways were fragmented; participants repeatedly described unclear routes from idea generation to prototyping, regulatory review, and market engagement. Fourth, incentives and innovation capability were misaligned with institutional expectations, particularly for clinicians and trainees. Fifth, Vision 2030 created strategic legitimacy and momentum, but participants also cautioned that an overreliance on consultant-led or vendor-led approaches could weaken internal capability building. These findings informed a preliminary framework centered on governance, knowledge transfer, partnership structures, workforce development, and phased implementation rather than a validated institutional model.<br />Conclusions: At KSUMC, digital health innovation is shaped not only by technology availability but also by organizational culture, intermediary structures, governance design, and the extent to which innovation work is made operationally feasible. The framework proposed here should therefore be understood as a preliminary planning model derived from one qualitative case study. Its main contribution is to specify how knowledge transfer, commercialization, and institutional capability building can be integrated into a digital health strategy within a Saudi academic medical center.<br /> (© Mohammed Alshehri, Abdulrahman Mohammed A Altowaijri, Sara Alsubait, Saleh Binsaleh. Originally published in JMIR Formative Research (https://formative.jmir.org).)
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  Data: J Healthc Leadersh. 2024 Nov 04;16:455-472. (PMID: <searchLink fieldCode="PM" term="%2239524481%22">39524481)</searchLink><br />J Technol Transf. 2025;50(6):2509-2531. (PMID: <searchLink fieldCode="PM" term="%2241322427%22">41322427)</searchLink><br />Implement Sci. 2022 Oct 29;17(1):75. (PMID: <searchLink fieldCode="PM" term="%2236309746%22">36309746)</searchLink><br />Health Policy Plan. 2021 Nov 11;36(10):1715-1717. (PMID: <searchLink fieldCode="PM" term="%2234131699%22">34131699)</searchLink><br />BMC Health Serv Res. 2015 Feb 21;15:71. (PMID: <searchLink fieldCode="PM" term="%2225885110%22">25885110)</searchLink><br />Adm Policy Ment Health. 2015 Sep;42(5):533-44. (PMID: <searchLink fieldCode="PM" term="%2224193818%22">24193818)</searchLink><br />J Med Internet Res. 2017 Nov 01;19(11):e367. (PMID: <searchLink fieldCode="PM" term="%2229092808%22">29092808)</searchLink><br />Qual Health Res. 2016 Nov;26(13):1753-1760. (PMID: <searchLink fieldCode="PM" term="%2226613970%22">26613970)</searchLink><br />Int J Qual Health Care. 2007 Dec;19(6):349-57. (PMID: <searchLink fieldCode="PM" term="%2217872937%22">17872937)</searchLink><br />J Healthc Leadersh. 2025 May 07;17:173-187. (PMID: <searchLink fieldCode="PM" term="%2240357423%22">40357423)</searchLink><br />Qual Health Res. 2017 Mar;27(4):591-608. (PMID: <searchLink fieldCode="PM" term="%2227670770%22">27670770)</searchLink><br />J Pharm Policy Pract. 2025 Jan 21;18(1):2449051. (PMID: <searchLink fieldCode="PM" term="%2239845746%22">39845746)</searchLink><br />J Health Organ Manag. 2022 Jun 20;36(9):179-195. (PMID: <searchLink fieldCode="PM" term="%2235788441%22">35788441)</searchLink><br />BMJ Open Qual. 2024 May 27;13(2):. (PMID: <searchLink fieldCode="PM" term="%2238802269%22">38802269)</searchLink><br />Health Care Manage Rev. 2022 Jul-Sep 01;47(3):236-244. (PMID: <searchLink fieldCode="PM" term="%2234319279%22">34319279)</searchLink><br />BMC Med Res Methodol. 2011 Jun 27;11:100. (PMID: <searchLink fieldCode="PM" term="%2221707982%22">21707982)</searchLink><br />J Clin Transl Sci. 2021 May 17;5(1):e148. (PMID: <searchLink fieldCode="PM" term="%2234527288%22">34527288)</searchLink><br />BMC Health Serv Res. 2024 Nov 13;24(1):1399. (PMID: <searchLink fieldCode="PM" term="%2239538200%22">39538200)</searchLink>
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