EYEFORPHARMA PHILADELPHIA

ShowguideGoing Long

on Value:Christi Shaw,

Novartis, on becoming a healthcare partner

Making Pharma Personal:

Paul Perreault, CEO& MD, CSL Behring on connecting

with patients

Pharma's hidden

talentreveals itself

INSIDE:

A NEW PHARMA

Sheraton Philadelphia Society Hill

Trusted partnerships that prioritize patient value

May 2-3rd #efpPhilly #trustpharma

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Awards Co-SponsorsKeynote Sponsor

ADVANCING HEALTH ENGAGEMENTTransforming commercial models through end-to-end multi-channel marketing.

At Aptus Health, we transform commercial models through end-to-end multichannel marketing.

From insight to outcome, our unique approach helps life science companies create new digital models to achieve their business goals and empower better decision-making among their target audiences – supporting better outcomes.

Our clients have access to the world’s largest online healthcare communities, including Univadis: with over 3 million members across 63 specialties in 90 countries, and MedHelp: the world’s largest consumer online health community and platform, with more than 140 million annual users.

www.aptushealth.com

ADVANCING HEALTH ENGAGEMENTTransforming commercial models through end-to-end multi-channel marketing.

At Aptus Health, we transform commercial models through end-to-end multichannel marketing.

From insight to outcome, our unique approach helps life science companies create new digital models to achieve their business goals and empower better decision-making among their target audiences – supporting better outcomes.

Our clients have access to the world’s largest online healthcare communities, including Univadis: with over 3 million members across 63 specialties in 90 countries, and MedHelp: the world’s largest consumer online health community and platform, with more than 140 million annual users.

www.aptushealth.com

ContentsEditorial

6The Roadmap Towards Product Launch Excellence

8Man with a Mission

9Making Pharma Personal

12How to Change Course, Refit the Pharma Boat and Remain Afloat

22Social Media: A New Fix for Pharma

25Dropping the Veil

26Diversity in Collaborations and Patient Outcomes

28Learning to Trust

31Go Long on Value

35Patient-Centered Culture by Design

36Building Patient Through Orchestrated Customer Engagement

eyeforpharma Awards

16Meet the Judges

17Most Valuable Patient Initiative or Service

18Most Valuable HCP or Healthcare Initiative

19Most Valuable Pharma Collaboration

20Customer Innovator Award

21Lifetime Achievement Award

Conference Guide

4General Information

37Meet the Speakers

40Sponsor & Exhibitor Acknowledgments

42Upcoming Events

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Man with a Mission

yeforpharma’s U.S. Managing Director, ULRICH NEUMANN, explains why the mission to make companies more open and valued is so important.

Why is eyeforpharma’s work, in your opinion, vital?There are plenty of instances where pharma’s work has made significant improvements to global health. However, it is not enough. These improvements are the industry's raison d'être, it is why it exists. What worries me is that we are blighted by a poor reputation - and still see ‘trust’ as something aspirational. At eyeforpharma, it is our role to find the best work that pharma does and shine a light on it – so that it becomes the ‘new normal’ within our industry, creating change not just on a singular basis but as a mass movement that lifts everyone. That’s why we put together a conference like Philadelphia; our speakers are willing to share their insights and experiences, and our award winners are the previously unsung heroes that we all need to celebrate and, possibly, emulate. What do you hope attendees will leave the Philadelphia conference with?An action plan. Conferences are useless unless concrete action is taken and real change is made. We are not satisfied if everyone simply had a good time – we want, we need this event to mean something. Indeed, we can talk all we want about how the patient comes first, but if pharma stays with a worn-out business strategy that only promotes products, all the chatter surrounding customer focus and patient value is just hot air. Is that enough?I want everyone who attends to leave with the motivation and an understanding of the partnerships he or she needs to build – and how to build them. It sounds ambitious, but I want our attendees to become the warriors who go out there and fight the battles that need to be fought. You have recently interviewed a lot of senior pharma executives on what makes them tick. Have you noticed any patterns?I’ve discovered the feeling among many leaders that their company is no longer just a drug manufacturer. They don’t negate their company's purpose, but they are equally excited

about developing solutions to broader healthcare challenges. Some say openly it’s time to prioritize health outcomes over branded products. I've been impressed by these individual visions and hope that they will be communicated without being watered down. It seems that we now have a band of leaders more committed than at any previous point to create sizeable disruption and push through internal resistance. Over the years in Philadelphia, we have talked a lot about new commercial models. How will this year’s theme, ‘Customer Partnerships that Prioritize Patient Value’ create a difference?New commercial models drive departmental success; however we’ve chosen to focus specially on partnerships which prioritize value because that’s the central motivation. It's a different mindset, a new pharma. Get that right and the business plan, or the commercial model, writes itself. Given the scale of the undertaking, you must already be thinking about 2017. What are you excited about seeing on the next agenda?Assuming a successful 2016, I think we need to address the elephant in the room – where are the actual partners? Effectively, the conference needs to go beyond being a talking shop for pharma and into a deal-making platform for stakeholders. Only that way will pharma ever become synonymous with healthcare. But we’ll need help, and I’d encourage anybody who has read this far to offer their suggestions to me. What inspires you?For me, in my position, there is nothing more satisfying than taking people out of their corporate silos into a multi-disciplinary setting, and providing them with ‘aha’ moments. It’s amazing how so many incredible people are stuck in incredibly limited roles. What makes me want to put the hard work in is having them together in a room where everyone talks as equals, seeing them thrive in a spirit of collaboration and opportunity. Ultimately, I’d love to say that meaningful partnerships that go on to thrive would never have existed without the platform we created.

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Making Pharma

Personalwasn’t always an executive, so I started in the business, and I know patients and their families personally, across the country,” he begins. “At different levels of jobs that I’ve had in the organization, I’ve interacted with patients on a very direct and one-on-one level. And I was around when there were shortages of products for patients, and patients were

getting sick, and some died. And I was trying to access products for these patients - even from competitors, because it was about taking care of the patients. And today, I get pictures and postcards of them, their graduations from high school, and weddings, and these sorts of things.”

PERSONAL STAKEAll this means that, while Perreault obviously drives CSL Behring’s patient-centric strategy at the executive level, there is something deeper going on for him. “I have a personal stake in this,” he says simply. The company is a global leader in plasma protein biotherapeutics, which are used to treat serious and rare conditions such as hemophilia and von Willebrand disease, immune deficiencies and genetic emphysema. “I tell people that they should work every day like a patient’s life depends on it because it usually does,” he continues. “The medicines we make are non-discretionary; these are life-saving, life-extending products.”

PAUL PERREAULT, CEO of CSL Limited, which includes CSL Behring, talks to Ulrich Neumann, U.S. Managing Director of eyeforpharma, about the need for pharma to connect with patients – and what big companies can learn from smaller players.

Bigger players in the pharma industry can learn much from a company like CSL Behring, he believes, not least in terms of zeroing in on core competencies. “I think it’s about the focus,” Perreault begins. “In order to make a difference, you have to focus on things that you really understand well.”

Perreault has been quite vocal about the need for innovation – but warns against “grasping at straws to try to grow”. “If you’re struggling for growth, or you don’t have a solid growth strategy, people tend to do things like multiple acquisitions,” he suggests. “And when they buy things, they're, a lot of times, buying things they don’t necessarily understand deeply.”

DEEP UNDERSTANDINGHe suggests that CSL’s world-class expertise in coagulation and immunology has led to deep understanding of the science in these areas. “We tend to really focus on those areas to try to bring the next generation of these products in,” he says. “That’s what I mean about innovation, because we do understand the science deeply, and I think that’s important: the science is what’s going to drive further innovation into this area.”

As part of this approach, he insists it is important not to get distracted by whatever hot topic has gripped pharma in any given week. The company has not been tempted to go into immuno-oncology, for instance, preferring to licence to Janssen an antibody it had developed. “They can bring this product forward much faster than we can,” he adds.

Getting out to see patients is another area where he believes pharma can improve. “I’ve been in other pharma companies before, and I see where people get into rooms, and they start talking about how they’re going to impact the market, and what the next product is going to be, and all the rest,” he explains. “But they never actually connect it back to the patient, and go out and talk to the communities, and the patients, and

SPEAKER:Find Paul on the Keynote Stage on May 3rd

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understand what their needs are. We can’t sit in a conference room and understand what the needs are if we haven’t actually gone out and talked to the customer.”

HEARING THE PATIENTIn the rare disease space, it is not uncommon for patients to know more about their condition than doctors themselves do. “They spend a lot of time actually researching it themselves, so when they go to the physician, they are armed with a lot of information because a lot of times they’ve been misdiagnosed or undiagnosed, and have searched for years to try to find the diagnosis,” he continues.

This means that pharma does have a role in educating patients – but can also act as a facilitator, adding value for the community. “Many hemophilia patients have never met another patient with hemophilia,” he says. “So we, as a company, try to connect them, and we do that through our website, and we have a ‘moms-to-moms’ program, where mothers can talk to other mothers with boys with hemophilia. We run events where families can meet each other and talk about their disease.”

CSL staff – including sales reps – are involved in these and other efforts, volunteering for events such as bike rides and walks. This is all part of the process of creating a patient-centric company, he believes.

Perreault tries to ensure that a personal narrative thread runs throughout the business. For example, CSL has a number of products based on plasma proteins, and local patients interact with donors at the company’s network of plasma collection centers. “Patients and their families will come in and speak to the donors about the importance of donating plasma, and the life-saving therapies that are being created - almost literally from the vein of the donor, then delivered back to the vein of the patient,” he explains. “So it’s a very complete circle in that way.”

The firm also hosts patient tours at its manufacturing sites, and Perreault recalls a global finance conference in Germany which was addressed by two patients. “It was enlightening for them to hear the patients, and it was really meaningful,” he says. “Without patients, we don’t have a business. And you go to different countries around the world and they say: ‘Well, the government is a big customer of ours’. And I say: ‘the government is not the customer actually - governments don’t buy anything unless there are patients in need’. It all comes back to the patient.”

ADDING VALUEPharma’s contribution is largely measured in dollars, of course. Healthcare systems all over the world are under budgetary pressure, and companies must be clear about what they are offering.

“You need to bring products that are bringing additional value to patients over what’s currently available,” Perreault

On his personal motivation:“It’s absolutely the patients. My motivation is to get up every day, get out to work, and make sure the patients are going to have access to our therapies.”

On acquiring Novartis’ flu vaccine:“It’s a very, very hard business. But we have deep expertise in flu, and we think we can make it work as a separate company, without all of the other childhood vaccines that say, GSK or Sanofi participate in. So we have to be focused in order to make it work.”

On the pharma CEOs he admires:“Pascal Soriot from AstraZeneca is very visionary, and thinks long term about where he’s going and what he wants to do with the organization. Fred Hassan (former CEO of Schering-Plough)…has always been an inspirational leader.”

On his business philosophy:“I tell people that they should work every day like a patient’s life depends on it because it usually does.”

PAUL PERREAULT IN HIS OWN WORDS

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begins. “And with that, I think you have to price appropriately.”The fact that medicines are only about 10-20% of the

total healthcare cost does not stop pharma being constantly pressured on price too. “We’re an easy target, and I understand that, because we send a bill every month to the pharmacies, and to the hospitals, and it’s easy to find us - we don’t move around,” he continues. “But the healthcare system itself has so much waste, and a complexity, that it’s hard to pull other costs out of the systems.”

Pharma needs to adapt to the reimbursement challenge – and other challenges, such as how to maximize efficiency while maintaining its patient focus. Using iPads with doctors, or making use of webinars and teleconferences, has helped CSL engage stakeholders in a variety of different ways, Perreault adds.

CHANGING ENVIRONMENT“The sales environment is changing, but it’s also an interesting point for us because we’re not in primary care,” he explains. “So we’re not trying to reach thousands of general practitioners, or family practitioners. We’re very focused on these areas of either hematology or immunology where we don’t have massive sales forces to reach the audience we’re trying to get to. So it’s really an interesting way that we’ve adapted.”

Having staff on the ground is still vital, however. “This is a people business, and you do have to have that face-to-face,” he says. “And those relationships, the understanding of what the customer actually needs is really the imperative that we need to try to drive forward. It’s not just going out, and just canvassing the area with tons of sales people. It’s really a focused effort to bring quality information, quality science to the physicians in that one-on-one environment.”

Perreault cites Apple and Google as companies which have seen the importance of successfully reinventing themselves for a changing world, and believes that pharma could learn from them, re-learning skills. “It’s about really re-segmenting the business, and re-segmenting the markets that you work in,” he suggests.

FUTURE LEARNINGThere is much to learn from within pharma too, of course. AstraZeneca’s Pascal Soriot and Fred Hassan, former CEO of Schering-Plough, are fellow CEOs whom he admires, and are among the people he has taken “bits and pieces from” over the years. Intriguingly, another person he talks to regularly is Tom Gorman, CEO of pallet shipping company, Brambles. This may seem like an odd fit but there is a lot of common ground. “We both happen to be Americans that are running Australian-based companies,” Perreault says. “Tom and I have a lot in common in that sense, because you have different attitudes around the world, and as a global organization, you really have to make sure that you’re paying attention on a global basis.”

But in the end, however you structure your business, it all comes back to the real customers, he insists. “We have to deliver on our promise to patients, and work every day like their lives depend on it, because they are depending on us to make sure that these products are accessible, that they’re constantly looking at innovating the product – and, hopefully, cures one day,” he says.

He has a simple message for staff. “If you want to work at CSL, pay attention to the patient,” Perreault concludes. “If you don’t want to work at CSL, just tell me that the patient doesn’t matter, and I’ll help you find a job somewhere else.”

“ I was around when there were shortages of products for patients, and patients were getting sick, and some died. And I was trying to access products for these patients - even from competitors, because it was about taking care of the patients.” PAUL PERREAULT

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n their just-published book Healthcare Disrupted – Next-Generation Business Models and Strategies, Jeff Elton, Managing Director in Accenture Strategy and Anne O’Riordan, Global Industry Senior Managing Director of Accenture's Life Sciences industry group describe how the industry faces a “tsunami of change” that is pounding through the healthcare sector. But will we be swamped?

It’s a question that has been exercising the best commercial minds in pharma for a while now. On the one hand, we need to establish new commercial models built on a strategic approach to customer interaction and move away from simply tactical initiatives designed to shore up the systems of the past, however well they once served us. On the other hand, the trick remains how to maintain business as usual, as we seek to implement a transformation towards those new commercial models.

A further complicating factor is that the relationship between strategy and implementation in the field has always been fraught – it takes time for the message to get through if it ever does at all. For instance, KAM is a proven option for addressing the market changes that we’re seeing, but it’s a long-term approach that takes many years to embed successfully, and it is a methodology that has often been poorly understood.

So, what do we do in the meantime? Luckily, we do have several tools in our chest that can help, ranging from organization redesign at one extreme to less radical enhancements to our existing operating processes – and let’s not forget the impact of digital. Essentially, the pharma boat faces the complex and difficult task of undergoing a complete refit while still at sea, but it is possible.

VALUE, DIFFERENTIATION AND SOLUTIONSThis approach implies that we are able to adapt the field force to drive sales while simultaneously building on meaningful engagement with physicians despite declining face time. It requires a move toward B2B and B2B2C models while also honing and adapting existing processes and tactical approaches. As we are all aware, one of the keys to future success is establishing the value of our solutions in the minds of customers; and, of course, another is to successfully differentiate our offerings from those of the competition.

Elton explains: “We don’t see any scenario where there’s going to be a return to the volume-based or fee-for-service-based models of the past and we will see whole regions that are

How to change course, refit the pharma boat,and remain afloat6 eyeforpharma Philadelphia speakers offer their perspectives on negotiating the choppy waters that lie ahead for the industry.

“ We’re still in the change agent role, educating business teams” CHAPMAN RICHARDSON

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table with solutions that maximize positive outcomes and reduce cost, and I’m happy to say that we have a few examples of this including several outcomes-based contracts within oncology, heart failure and multiple sclerosis.

Take heart failure. We’ve been working with the government over the last year to develop outcomes-based contracts that track the impact of therapy utilization on overall healthcare costs. Heart failure is the number one driver of cost for patients above 65 in America; it costs $30bn every year. If we can reduce this while helping patients live longer and healthier lives, we all succeed. But it also means that if we don’t create outcomes, we need to give the money back.

Let’s talk about how pharma companies interact with their customers. In 2030, will pharma still reach out to physicians through sales reps, and consumers through TV ads? When it comes to tech, already today 42%

Go long on

CHRISTI SHAW, the U.S. Country Head and President of Novartis Pharmaceuticals Corporation talks to the U.S. Managing Director of eyeforpharma, Ulrich Neumann, about trust, patient input, delivering value and the role of diversity in creating a new pharma industry.

ULRICH: A lot has changed in our industry over the past five years. What do you think has been the most impactful trend?CHRISTI: As I think about the last five years, relative to the nearly thirty I’ve been in this industry, one big trend stands out: the role the Payer and Pharmacy Benefit Manager have in selecting treatments. That, of course, includes the government since the Affordable Care Act was passed. I spend more time on the Hill than ever before, to make sure the value of our medicines are understood and that innovation can get to the patients that need it most.

Many leaders I speak to say their companies aren’t just drug manufacturers anymore. Some now openly say that they prioritize health outcomes over branded products and that their role is now to be a trusted partner in healthcare. What does this transformation mean to you?If we start with the patient in mind, that is when trust starts to build. Looking across the industry, whether pharma, provider, payer, or patient advocate, we all win when we work together towards this. As a trusted partner, we need to come to the

SPEAKER:Find Christi on the Keynote Stage on May 2nd

value

of patients use social media to look up drugs, and over 40% of these patients say that this information informs their health decisions. So when it comes to 2030, I don’t know that people will actually use TVs in their houses.

In terms of the sales force, we must become more efficient and effective. To me, that means hiring people on the street with more scientific knowledge, who are equipped with real-time data to answer physician’s questions. In the longer-term, we won’t have reps or medical field operations, but we will have one human contact for doctors that is the resource for real-time data. Effectively, while digital is obviously increasing, I do not see that human interaction is going to go away.

You’ve talked before about patient centricity and the need to become a trusted organization. What does it mean to translate this global vision in such a huge organization into operational reality?A great question. Two years ago, I would have said, “I’m not sure.” But we’ve actually managed to achieve a lot. For starters, we’ve looked at our success not in terms of dollars, but in terms of the numbers of patients that can be helped.

We’ve also taken steps to understand the patient journey from an emotional standpoint. Our top 120 leaders recently went through a virtual patient day with weighted vests, ankles and breathing through a straw. We wanted them to know what it is to take the stairs or to go grocery shopping as a patient with heart failure.

So they could experience how much pressure we put on patients to self-educate, we also gave them patient education materials and tested them. When we saw that 75% of questions were answered incorrectly, you really realize how much we are expecting from our patients. The reaction is so palpable; we’ve had participants cry as they see the realism of what patients have to go through.

Could you confidently say that these activities have changed best practice?Yes, and I have an example. Something we have changed at Novartis is to include the patient from the beginning of the process to the end. When we start developing a protocol for a clinical trial, we now put patients on the trial steering committee from the very start, taking their input along the way.

It is difficult though. When you see how many amendments you have to make in a trial, and when you know that each amendment will take time and add cost, this naturally leads to a reluctance to involve patients, as people think they will slow down and complicate the process of getting the product to market.

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But it is my belief that by including the patient sooner, we will create products that are better designed towards patient needs, and better prepared with patient data that meets the expectation of payers.

We’ve talked about pharma’s reputation, but when it comes to healthcare costs, there are obviously lingering concerns about affordability and access. Drug pricing has become a big issue in the presidential campaign. How do you solve the puzzle when it comes to value and price? We are in a new dawn of what some are calling the hyper-innovation age. We saw 44 drugs approved in 2014 by the FDA, which was an 18 year high. At Novartis, last year alone, we had 11 FDA approvals. But although you see the innovation, patients aren’t able to access the same level of innovation that they have in the past.

Of course, we should be utilizing generics where possible. We need a patent life for innovative medicines, but when this is over, we need to ensure that generics are available at high quality and affordable cost.

The danger is, when you look at drug pricing in isolation, it has the risk of preventing future innovation from coming to the market. My belief is that patients should have access to innovative medicines as soon as they are available.

In 2014, about $90bn was saved by drugs going off patent and only $40bn was added to the healthcare system in branded products. That $40bn went somewhere, but now in the age of innovation when we need it, it doesn’t exist. Short-term quarterly or annual measurements of expenditure do not capture this, so we need to shift to a longer-view perspective. We shouldn’t limit innovation when it happens.

“ But it is my belief that by including the patient sooner, we will create products that are better designed towards patient needs, and better prepared with patient data that meets the expectation of payers.” CHRISTI SHAW

www.eyeforpharma.com/philadelphia

One common view is that although pharma does have to cover a lot of sunk investments to get a product to the market, the costs of failure shouldn’t be bundled into the prices of successful launches. We shouldn’t argue to place the burden for failed investments onto the consumer. How would you respond to this?I do not believe the consumer should be burdened. If they pay for insurance, they should not be prevented from getting access to innovative medicine. For example, my sister is suffering stage 3 multiple myeloma; there is no stage 4. In order to get her next prescription, she has to wait until she has finished the last one. That has caused her to miss several days, one time six days, until she got the medicine. There is too much bureaucracy around it.

My sister is simply trying to stay alive. We have to better manage innovative products and also recognize that the value of medicine happens over a period of time. Once they go generic, they will remain generic for centuries.

It is 2016, and pharma is still a very male-dominated sector. Why does it take so long to achieve gender parity? It doesn’t have to take so long. I have been in this position for two years and right now on my leadership team, 60% are female, and many of them are running billion dollar businesses.

If you look at the decision makers in healthcare, 80% of family healthcare decisions are made by a woman. Our business should reflect that in order to serve these consumers the way we need to; it is a business imperative.

People also have the data on how much better business is done when women sit on the board with men. This conversation also extends to diversity, and when I look at our leadership team, I see that we have over 30% minority talent. It is so important to have different experiences from a personal and business standpoint. In the years I’ve been working, especially in the last two years at Novartis, I see it being a key competitive performance metric, and it does lead to results.

So what is the challenge? I say it is holding people accountable. There are fantastic women out there, choose them for the top jobs because they are there for them.

I’d like to end on a personal note. What career would you have pursued had you not become a change maker in healthcare at Novartis?You know, I truly feel blessed, I’m a farm girl from Iowa and the first person to go to college in my family. In high school, I was an exchange student to Germany and I remember that I left with my father telling me, “what do you want to be when you grow up?”- because you’re going to college, and you’re not staying there forever.

On the secret to innovation“Never let success get to your head and never let failure get to your heart.”

On the limits of financial incentives“It's easy to get caught up chasing the bottom line, but I've found that you can only motivate your associates so far with financial incentives. True motivation comes from a deeper purpose.”

On the importance of gender equality:“It is important to pay it forward and support other women who have the potential to contribute so much to healthcare decisions.”

CHRISTI SHAW IN HER OWN WORDS

I really thought about what I loved. I saw my father as a businessman; I knew that I’d loved business, and I was pretty good at it, having been in business since I was 13.

But I also wanted to do something for the world. My mother was a big humanitarian, she lived her life as a homemaker but also a philanthropist.

So I came back saying I wanted to be in pharmaceuticals; I wanted to help patients lead a healthier and better quality life. I think it is a great feeling of accomplishment at the end of every year, when I think about how many more patients we have helped than the year before. So I truly cannot think of another job that I would have wanted to achieve. This is really what I wanted to do.

If you had one piece of advice for young graduates who are considering the pharma industry, what would it be?The younger generation isn’t making a single decision when they leave college, they have the openness to make several changes throughout their careers.

I think what is open to them in the pharma industry is that you can make changes in what you are doing in your day-to-day and still stay in the same industry. You can be a medical doctor, in clinical trials, in quant, real world outcomes, communications, public relations, finance, legal, general management or so many other roles. You can lead large groups of people or be an individual contributor. Whatever you’re looking at doing, you can actually come to pharma and have a lifelong career, but change and still be interested day-to-day in what you do.

What successful business leaders do you take inspiration from?I admire Sheri McCoy, CEO of Avon Products, a wonderful mother, a great business woman and someone who participates in the community. She’s a role model and great source of inspiration on how to combine many roles. Another person is Ann Rubenstein Tisch, the founder of the Young Women's Leadership Network. It’s an organization that operates all-girls public schools and supports life-changing programs that empower students to break the cycle of poverty and go to college. I fundamentally agree with her that education is a great equalizer. So I see these women as successful business leaders, but also admire how they use their platform to help others. That’s the type of leader who inspires me.

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“ It is so important to have different experiences from a personal and business standpoint. In the years I’ve been working, especially in the last two years at Novartis, I see it being a key competitive performance metric, and it does lead to results.” CHRISTI SHAW

ranslating patient centricity into organizational reality will require concurrent changes in strategy, structure, and culture. Of these three important factors, culture change is likely to

present the greatest challenge to pharmaceutical companies. eyeforpharma’s whitepaper, “Patient-Centered Culture by Design” provides insight into how pharma companies are embedding the patient agenda into their Organizations, while also highlighting the principles and frameworks to be adhered to in order to successfully build a patient-centered organization.

It draws on case studies and expert insight to provide actionable recommendations for embedding patient-centered focus into the culture of pharmaceutical organizations. Evidence is provided that organizations can be patient-centered by design. Advice is provided on shaping a patient-centered culture, hiring and training people with shared values, finding leaders who have the vision to drive such a culture forward, and measuring the success of efforts to embed culture change. The barriers to a patient-centered culture are identified in order to provide strategies to avoid them.

Based on evidence both within and outside the pharma industry, a model is offered for successfully embedding the patient agenda into organizational culture:

1. SHAPING A NEW CULTURE by defining the purpose and expected behaviors within an organization, and setting up reinforcing systems that are patient-focused. This can require a change in business models, communication, and service designs. ‘Transformation Offices’ and ‘Talent Organizational Architects’ can help facilitate change.

2. HIRING AND TRAINING PEOPLE WITH SHARED VALUES by teaching employees how to find the ‘sweet spot’ (where it is win-win-win for patients, HCPs, and the company), rewarding and incentivising based on improved patient outcomes, training in ethical engagement through partnerships, attuning employees to the challenges of patients, and fostering diversity.

3. PATIENT-CENTERED LEADERSHIP that is transformative, purpose-driven, empathic, and based on a foundation of trust, with leader selection being around competencies and attributes.

4. MEASURING PATIENT-CENTERED FOCUS via The Four R’s (retention; relationships; referrals; returns to labour), KPIs (external and internal impact factors), and cultural measurements such as patient/employee satisfaction and leadership outcomes.

5. RELAPSE PREVENTION through strategies such as cross-functional teams to prevent silos, removing de-motivating factors, and maintaining momentum of change via the Four Pillars of Change, among other recommendations.

Real change towards a patient focus is only possible with a top-down approach that pushes the new patient agenda and allocates the necessary resources and talents to drive patient-centric performance within the industry.

Extract taken from eyeforpharma’s Whitepaper Patient-Centered Culture by Design. Download it from eyeforpharma.com/patient_by_design

Patient-centered culture by

design

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