CLN Daily 2026
Strong laboratory ideas do not always become funded initiatives. During the ADLM 2026 Wednesday session, “From bench to boardroom: Crafting business plans that drive laboratory strategy,” moderator Victoria Zhang, PhD, MBA, DABCC, FADLM, will highlight how lab professionals can frame proposals that resonate with healthcare leadership.
“I often say that the laboratory speaks the language of science and operations, while the C-suite speaks the language of organizational outcomes. A successful business plan translates one into the other," said Zhang.
The session will focus on transforming scientific concepts into compelling business plans that align with institutional priorities and earn executive support.
Melissa Allen, MS, will speak about why laboratory leaders should understand key financial and strategic concepts before proposing new initiatives. Although laboratorians are highly trained in science and operations, many receive little formal education in financial analysis, return-on-investment calculations, or organizational decision-making. Developing these skills can help them present winning proposals that demonstrate measurable value.
Drawing on practical experience, Zhang will emphasize that many worthwhile laboratory initiatives fail not because they lack scientific merit, but because they are not prepared in ways that decision-makers can easily evaluate. Successful proposals connect laboratory improvements with organizational goals such as improved patient outcomes, operational efficiency, workforce sustainability, quality metrics, and long-term strategic growth.
Because laboratory medicine increasingly competes for limited healthcare resources, it’s important to place every justification for a new instrument, service, or staffing request within a larger institutional context, according to Zhang and Allen. Effective business plans therefore require laboratorians to translate technical benefits into financial and clinical impact.
This goes beyond simple cost analyses. While bringing a send-out test in-house remains a classic justification, modern business cases frequently include broader considerations such as reduced turnaround time, improved patient access, better integration across health systems, quality improvements, and support for emerging technologies like artificial intelligence.
Throughout the session, the speakers will encourage attendees to think strategically rather than transactionally. A strong proposal begins with identifying an organizational problem and then developing a realistic solution supported by clinical evidence, operational feasibility, and financial modeling. Clear communication and alignment with institutional priorities are essential elements of success.
The session will conclude with a practical message for attendees at every career stage. Scientific expertise alone is no longer sufficient to advance our field. Lab professionals must develop persuasive business plans that communicate the value of their ideas and collaborate with healthcare executives to secure resources and implement meaningful innovations.
As healthcare systems continue to face financial pressures while investing in new technologies, the ability to bridge science and strategy has become an increasingly valuable skill. Attendees of this session can expect to leave with practical frameworks they can immediately apply within their own organizations to move promising laboratory ideas from the bench to the boardroom.