The Six Dimensions Framework

Six dimensions of coordination capacity, built from analysis of 69+ peer-reviewed studies on healthcare team coordination across 25+ countries.

Each dimension measurable. Each one improvable.

Why this matters

Each advance in HER2-positive breast cancer changed what the team had to do around one patient. Trastuzumab arrived with cardiac monitoring attached. The combination regimens that followed demanded more precision in planning.

The antibody-drug conjugates in use today require genetic confirmation, toxicity protocols and monitoring for brain involvement, across several specialists at once.

The treatments changed.

The infrastructure did not.

What held the system together was absorbed by the people closest to the gaps. It runs on informal knowledge, personal relationships and workarounds accumulated over years. It has no job description. It rarely appears in a dataset.

The Six Dimensions Framework names where that coordination lives and where it breaks.

→ Why now

Picture a woman of 45, a mother of two, diagnosed with breast cancer. The genetic analysis comes back HER2-positive.

→ In 1995, that result carried the worst outlook of any breast cancer

→ By 2005, trastuzumab had moved into early-stage treatment and roughly halved the risk of the cancer returning

→ By 2015, the CLEOPATRA regimen had added more than a year of survival in metastatic disease

→ By 2025, antibody-drug conjugates and targeted therapies could control brain metastases

For a woman like her, a diagnosis once measured in months can now leave years of watching her children grow up.

Where this comes from

The Six Dimensions Framework emerged from analysis of 69+ peer-reviewed studies on healthcare team coordination across 25+ countries. We have recognised six patterns that appear independently across the research literature, each with its own vocabulary, now unified into a single lens.

The framework emerged from research. The study measured it in practice.

The Cancer Care Coordination Study asked cancer care professionals across European regions and beyond how their teams stand on these dimensions. Data collection closed on 20 August 2026. The findings are presented at EONS19, within the ESMO Congress 2026, in Madrid on 24 October 2026.

→The study

Something you can do

The coordination challenges in your team did not arrive overnight and will not go away overnight. You have a sphere of influence. Inside that sphere, you can act, try something small and see what happens.

You do not need a programme to start.

You need one experiment.

An experiment that tells you something important about where the real constraint is. The point is not the intervention. The point is learning what works in your system.

→ What you can do

Experiment. Pick something within your reach. Try it once.

If it shifts something, keep it

If it partially works, tweak it

If it does not work, pivot