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ideals
to
execution
The Ashfield Patients & Pharma
Future Forum explores the reality
of patient-centricity in 2016 and
whats next for pharma
Patient-centricity issue
June 2016
Edition 1
Ashfield
Healthcare Communications
Introduction
Since eyeforpharma, Barcelona 2015, we have heard industry,
vendors, specialists, advocacy groups and patients talking about
patient-centricity: what is it? What does it mean for the industry
and the wider healthcare environment? What does it mean for
patients? What will it look like in the future?
However, one question thats been
missing recently is Why does it
matter? The reason this question
is no longer prominent is that we
have moved past the phase where
we are looking for a rationale to
Estimated annual
pharmaceutical revenue
loss of $546bn due
to nonadherence
Estimated cost of
nonadherence for EU
governments annually
is 125bn1
1.
www.efpia.eu/topics/peoplehealth/patient-adherence
2.
Nonadherence
contributes to nearly
200,000 premature
deaths in Europe1
Andrew Schorr,
Patient Power
We convened a panel of 12
representatives from pharmaceutical
companies, including large broad
portfolio companies as well as
smaller/mid-sized more specialist
providers, in a mix of patient-centred
roles from Chief Patient Officer
through to regional and functional
patient leads. We ran a 2-week
online expert panel earlier this year,
Is there an optimal
approach?
It was clear from every participant on the panel
that the whole industry is embracing patientcentricity, however we can see that there is a wide
range of approaches with different drivers.
When asked about their vision, some panel members clearly had a patient
outcome focus, whereas others focused on how patient engagement would
help them to achieve commercial aims, and some focused on perception.
The patient
community
persistently
perceives the
company as patientcentred, and that
our innovations
improve the life and
health of patients
Global Patient Affairs
Lead
To become the
patient-preferred
biopharma
company
Patient Value
Integration Lead
50%
No
Interestingly, these 50/50 splits
did not correlate with each other,
or with our split of larger broad
portfolio companies versus smaller
specialist ones, and crucially the
presence or absence of a
50%
Yes
figurehead Patient Officer, or
a patient engagement framework,
did not seem to give any indication
of how successful those companies
had been so far in delivering on
their strategy.
To be drivers
of innovation
Better healthcare
for the 21st century
To understand
our customers
But were
businesses!
How do we balance the need to make a profit,
to be answerable to shareholders and provide
a secure environment for future medicine
development with a patient-centric approach?
Our panel was clear about this key question. In essence, the two need to
go hand-in-hand, and transparency in the way companies are delivering
patient-centricity, and their reasons for doing so, are essential.
At eyeforpharma Barcelona 2016, the #trustpharma theme was
prominent and we continue to hear it from all parts of our industry.
10
Compliance and
the legal/regulatory
framework
Measurement and
defining success
Cultural change
12
13
14
15
Whats next?
Everyone is on the journey towards patient-centricity, but with a
range of different approaches time will tell what works best but
it is likely that different approaches for individual company and
patient needs is a good thing.
What is clear is that weve reached
the point where we can and should
stop asking why patients? and
why now? these were the
questions of 2015. For 2016 and
beyond, the challenge is making
16
j.fearnhead-wymbs@ashfieldhealthcare.com
17
Ashfield
Healthcare Communications
18
Ashfield Healthcare
Communications,
part of UDG Healthcare plc
UDG Healthcare 2016
Ashfield
Healthcare Communications