User research on a budget is better than none at all: Running lean user research in pharma and healthcare
by Graphite Digital 10 August 23User research on a budget is better than none at all: running lean user research in pharma and healthcare
In an ideal world, every digital product in pharma and healthcare would be shaped by deep, ongoing user research. Multiple markets. Large sample sizes. Longitudinal insight. The reality is usually very different.
Budgets are tight. Timelines are compressed. Compliance adds complexity. And research is often one of the first things scaled back or postponed.
The result? Teams make assumptions. Decisions rely on internal opinion. And products risk missing the needs of the people they’re meant to support.
Lean user research isn’t a compromise. Done well, it’s a practical, credible way to reduce risk, build confidence, and make better decisions — even with limited time and budget.
Why user research is often deprioritised
In pharma and healthcare, research is rarely questioned in principle. Most teams understand its value. The challenge is feasibility.
Common blockers include:
- Pressure to move quickly
- Uncertainty around what’s ‘allowed’ in regulated environments
- Difficulty accessing HCPs or patients
- The perception that research only counts if it’s large-scale
When research is positioned as a heavyweight activity, it becomes easy to defer. Lean research reframes it as something achievable, and essential.
Some insight is always better than none
No research doesn’t mean neutrality. It means decisions are driven by assumptions, past experience, or the loudest voice in the room.
Even small amounts of direct user input can challenge internal bias, surface unknown issues, and prevent teams investing heavily in the wrong direction. A handful of conversations with real users will always be more valuable than perfect logic built in isolation.
Lean research isn’t about statistical certainty. It’s about directional confidence.
What lean user research actually looks like
Lean research focuses on learning the most important things, as quickly and efficiently as possible.
That usually means:
- Smaller sample sizes
- Shorter research cycles
- Tightly scoped questions
- Using qualitative insight to inform decisions early
In practice, this might involve five or six HCP interviews rather than fifty. Or quick usability testing on a prototype rather than a fully built platform. The aim is to spot patterns, friction, and unmet needs — not to prove a hypothesis beyond doubt.
Start with the decisions you need to make
One of the biggest mistakes teams make is starting with methods instead of questions.
Lean research works best when it’s anchored to a clear decision. For example:
- Is this concept worth progressing?
- Does this journey make sense to real users?
- Where are people getting stuck?
When research is framed around a decision, it becomes easier to scope appropriately and justify the effort internally.
Prioritise moments that matter
Not every part of a digital experience carries the same weight. Some moments have a disproportionate impact on trust, confidence, and engagement.
In pharma and healthcare, these often include:
- Onboarding and access
- Understanding value early
- Completing key professional tasks
- Interpreting complex or sensitive information
Lean research should focus on these high-impact moments first. Improving a small number of critical interactions can have far more effect than polishing the edges of an entire platform.
Work with what you already have
Many organisations are sitting on useful insight without realising it.
Customer support queries, analytics, CRM data, medical information requests, and feedback from reps all offer clues about user needs and frustrations. While this doesn’t replace direct research, it can help teams spot patterns and prioritise where to dig deeper.
Combining existing data with a small amount of fresh qualitative research often provides enough insight to move forward with confidence.
Research doesn’t have to be complex to be compliant
Regulation is often cited as a reason research can’t happen. In reality, many lean research activities are low risk when designed carefully.
Testing usability, language clarity, navigation, or early concepts is very different from gathering clinical data or promotional feedback. Clear objectives, careful moderation, and appropriate review processes usually make lean research both feasible and compliant.
The bigger risk is launching experiences that haven’t been tested at all.
Involve teams early and often
Lean research is most effective when it’s visible. Inviting stakeholders to observe sessions, listen to recordings, or review short summaries builds shared understanding quickly.
Hearing user feedback first-hand reduces debate, aligns teams, and speeds up decision-making. It also helps shift research from a ‘nice to have’ into a practical part of delivery.
Imperfect insight still reduces risk
Lean research won’t answer every question. It won’t remove all uncertainty. That’s not the goal.
Its value lies in reducing avoidable risk. Catching confusion before build. Identifying unmet needs early. Avoiding costly rework later.
In environments where budgets and timelines are constrained, this kind of risk reduction is often where research delivers the greatest return.
Building a culture of continuous learning
Perhaps the biggest benefit of lean research is cultural. When teams see that research can be fast, focused, and useful, it stops feeling like a barrier.
Small, regular research efforts build momentum. They normalise listening to users. Over time, they create better instincts, better questions, and better outcomes.
You don’t need a perfect research programme to start learning. You just need to start.
In pharma and healthcare, where decisions have real-world impact, user research on a budget isn’t a shortcut. It’s a responsible, practical way to design with people — not just for them.
