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Patient centricity is the buzzword of this decade, and necessarily so: it either underpins, or is an inevitable result of, all the forces shaping today’s rapidly evolving healthcare landscape.
Patient centricity is the buzzword of this decade, and necessarily so: it either underpins, or is an inevitable result of, all the forces shaping today’s rapidly evolving healthcare landscape. Payers’ efficiency-driven obsession with outcomes requires an enhanced focus on patient adherence and care management; new digital technologies are enlightening consumers and empowering them to proactively engage in their treatment choices just as growing financial pressures (and an increasingly public debate on drug pricing) compel them to. With longer life expectancy has come the need to properly manage chronic diseases, while at the same time, genomics-driven personalized medicine, disease segmentation, and continued interest in ultra-rare disorders are driving the focus of many R&D programs down to smaller patient groups and, at the extreme, individual patients.
Patient engagement already happens in some therapy areas, notably rare diseases. But it is inconsistent and patchy across the broader therapeutic spectrum. The shift to more widespread, systematic patient centricity will not be a straightforward one for a highly regulated industry that has grown used to dealing with providers and payers, rather than the end users of its products. Beyond the significant cultural and organizational changes required to reshape how many companies operate lies a perhaps more significant challenge: no-one knows what a truly patient-centric pharmaceutical organization looks like, nor indeed whether it is achievable.
The multiple experiments underway to test patient-centric approaches – spanning discovery through to commercialization, and involving both traditional and newer stakeholders – will slowly help answer those questions. It is already clear, though, that meaningful patient centricity requires new mindsets, new kinds of data, and new levels of cooperation and trust.
5 EXECUTIVE SUMMARY
5 Drivers and resistors of patient centricity
5 Patient centricity in practice
5 Patient centricity means changing organizations and cultures
5 Selected case studies along the value chain
7 DRIVERS AND RESISTORS OF PATIENT CENTRICITY
7 Patient centricity is more mindset than process
8 Drivers and resistors
9 Drivers
15 Resistors
17 Bibliography
22 PATIENT CENTRICITY IN PRACTICE
22 From discovery to commercialization
25 Bibliography
27 PATIENT CENTRICITY MEANS CHANGING ORGANISATIONS AND CULTURES
27 New ways of thinking
27 Changing the language
27 Top-down and bottom-up leadership
27 Lessons from other industries
28 Technology enables patient centricity and demands new treatment paradigm
28 Focus on outcomes, business will follow
28 Patient centricity playbooks are emerging
28 Bibliography
30 SELECTED CASE STUDIES ALONG THE VALUE CHAIN
34 UCB: re-organizing around patients
35 Sanofi: diffusing patient-centric innovation
36 LEO Pharma: leading the pack in patient centricity
38 Actelion: new approaches to patient-relevant trial measures
39 AstraZeneca: engaging patients in research
40 Novo Nordisk: a patient-centric heritage
42 Shire: spreading patient centricity beyond rare diseases
43 Bibliography
45 APPENDIX
45 About the author
45 Scope
45 Methodology
22 Figure 1: Patient centricity can improve each stage of the pharmaceutical value chain, from
discovery through commercialization
30 Figure 2: Key strategic recommendations and takeaways from patient centricity case studies
8 Table 1: Drivers of and resistors to patient centricity in pharma
31 Table 2: Selected case studies of patient centricity
Table 1: Drivers of and resistors to patient centricity in pharma
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