Understand how we got here — and how to move forward.

Our Take

Drive Structural Heart Program Performance


The structural heart market is changing rapidly, including expanded reimbursement, new indication approvals, and growing volumes. TAVR (transcatheter aortic valve replacement) is now foundational to cardiovascular service lines, and leaders are looking to strategically expand their structural heart service portfolio to meet today’s market demand. Read on for our take on the future of structural heart programs and how to both manage and capture projected demand.


Three strategies to drive structural heart program performance

 To keep pace with the evolving structural heart market, programs must capitalize on strategies that both drive program efficiency internally and differentiate their program externally. Leading programs will accomplish this not just for TAVR but also across a diversified structural heart service portfolio. Based on our conversations with structural heart leaders across the country, below are three strategies to stay competitive in the structural heart market.

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This report is sponsored by Edwards Lifesciences. Advisory Board experts wrote the report, maintained final editorial approval, and conducted the underlying research independently and objectively.

  • strategy

    Elevate efficiency across the entirety of your structural heart program

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  • strategy

    Enhance and expand channels to future patients

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  • strategy

    Differentiate your program to compete in tomorrow’s market

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Conversations you should be having

Again, clinicians can be sensitive to AI of any kind in the clinical care setting. Too many clinicians think that AI and automation will make their jobs worse—either by introducing a clunky solution that requires more work on their part or by creating a workflow that replaces human touch with a digital solution. And without clinician support, any attempts to deploy these technologies will be unsuccessful. As you start to invest in and deploy these solutions, it’s important to remind clinicians that the ultimate goal is to help them do their jobs better and to make their work more enjoyable.

  • Analyze current growth constraints and assess opportunities to reasonably extend capacity of current staff and ancillary services to manage demand across structural heart procedures.
  • Define a differentiated value proposition to the market across structural heart procedures and reach new patients through unique marketing and communication channels.
  • Deepen physician referral networks by consistently connecting with referring physicians and making it easy for them to refer to your program.
  • Understand how health equity impacts structural heart programs and invest in addressing upstream and downstream impacts of the social determinants of health in CV care.

These conversations should uncover areas where structural heart leaders will need to promote their program and secure additional investment to capitalize on growing demand and successfully compete in their market.


About the Sponsor

Edwards Lifesciences is the global leader of patient-focused innovations for structural heart disease and critical care monitoring. We are driven by a passion for patients, dedicated to improving and enhancing lives through partnerships with clinicians and stakeholders across the global health care landscape. For more information, visit and follow us on Facebook, Instagram, LinkedIn, Twitter and YouTube.

Learn more about Edwards Lifesciences

This report is sponsored by Edwards Lifesciences, an Advisory Board member organization. Representatives of Edwards Lifesciences helped select the topics and issues addressed. Advisory Board experts wrote the report, maintained final editorial approval, and conducted the underlying research independently and objectively. Advisory Board does not endorse any company, organization, product or brand mentioned herein.

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