There are multiple complex challenges that the population health sector faces to improve
the health of the community, and the sector must work efficiently and effectively to make
the most of the committed funds, sometimes in contexts of uncertainty. This article
explores, through the case study of the South Australian COVID-19 Vaccine Hesitancy
Project, the application of pillars from the Lean Start-up model of setting a clear
vision, and creation of a series of minimum viable products to enable work with the
community to commence as quickly as possible. This article draws parallels between this
corporate model and the notion of evaluative thinking as well as adaptive evaluation
approaches, demonstrates the interest from population health program and policy actors in
adaptive practices and proposes a continuing opportunity for the evaluation profession in
this space.