Mckinsaey paperDec在数字时代制药企业如何生存 How pharma can win in a digital world.docx

1、Mckinsaey paperDec在数字时代制药企业如何生存 How pharma can win in a digital worldHow pharma can win in a digital worldBy David Champagne, Amy Hung, and Olivier LeclercArticle December 2015The digital revolution is well under way for pharma companies. We spoke with 20 leading executives tofind out how they copea

2、nd what they do to stay ahead.The digital revolutioncontinues to transform healthcare fundamentally, and many people believe that a tipping point is finally within reach. In 2014, digital health investments topped $6.5 billion, compared with $2.9 billion a year earlier.1The critical question now for

3、 pharmaceutical companies is how to stay ahead of these changes. To answer it, we sought to learn the trends and implications of digital health by interviewing 20 thought leaders across a variety of segments, including analytics, biotech, data, pharma, providers, technology, and venture capital. The

4、 consensus is that as healthcare continues to digitize, pharma companies must transform themselves in basic ways to stay competitive. Successful ones will rethink their business and operating models, transform their cultures and capabilities, and adopt a new, longer-term mind-set that fosters innova

5、tion and bold strategic moves.2These conclusions stem from three important themes that we took away from our conversations:1. Dramatic changes in the traditional roles and dynamics of healthcare stakeholders have fundamental implications for pharma companies.2. It is time to reimagine them as soluti

6、ons companies, not asset companies.3. The technology is ready, but pharma companies must change if they are going to enable and harness it more successfully.These themes strongly suggest that success in the new digital environment will require three big shifts: forging ahead beyond the pack mentalit

7、y and embracing experimentation and risk taking, developing a collaborative culture and challenging barriers to sharing, and reinventing companies by building capabilities beyond traditional healthcare and updating the operating model.Emerging themesDramatic changes in the traditional roles and dyna

8、mics of healthcare stakeholders have basic implications for pharma companies. The digital revolution has spawned a consumer revolution symbolized by an increasing demand for connectedness and information. Consumers with new technology tools are becoming more active and self-directive, which changes

9、their interactions with providers, payors, and pharma companies. As a result, new and unfamiliar forms of behavior will fundamentally affect the pharmaceutical business: Individuals are starting to control their own health treatments. Patients are becoming more than just passive recipients of therap

10、ies. “Healthcare will be driven much more by consumers than physicians, with patients increasingly coming to their doctors with more information, parameters they measured at home, and an informed opinion about how they should be treated,” says Dr. Bertalan Mesko, medical futurist and author ofMy Hea

11、lth: Upgraded(Webicina, September 2015) andThe Guide to the Future of Medicine(Webicina, 2014). Dan Goldsmith, the chief strategy officer of Veeva Systems, a cloud-based life-science business-solutions company, takes the idea further. “In the next 3-5 years,” Goldsmith says, “instead of patients jus

12、t being informed and more inquisitive, they will be actively designing the therapeutic and treatment approaches for themselves with their physicians.”As patients assume greater control over their own health, including the therapeutics they take, pharma companies must recognize this new decision-maki

13、ng power and develop better ways to engage them. Thats not easy. Li Ma, vice president of strategy and investment at Alibaba Health Information Technology, says that “many pharmacos are trying to engage patients. But it is difficult because they often dont know exactly who their patients are and als

14、o have a hard time determining exactly what engagement model resonates with their patients.”Some pharma companies already recognize the growing importance of connecting with patients and are doing something about it. As the customer-experience director at one top pharma company says, “We use differe

15、nt approaches, depending on the target audience, to reach patients across a number of channels that relate specifically to their preferences. We observe patient behavior via online communities, participate in dialogues on research communities, have in-home visits, observe patientphysician interactio

16、ns, and use quantitative methods to analyze trends and adjust content as needed to drive better engagement.”If pharma companies want to go beyond engagement and truly encourage changes in health behavior, they will need to create different kinds of solutions. Although many solutions, particularly ap

17、ps, have been developed in the past few years, not all can be adopted. As Dr. Todd Johnson, the CEO of Noble.MD, puts it: “Apps that face the patient but are designed to solve pharma-company business needs should never exist. Conversely, the market desperately needs apps that focus on patient and/or

18、 provider needsreal needs with a measurable impact on health quality and cost. If those apps also meet business needsas a secondary or tertiary outcomethey have a chance of being adopted.” The clinical environment will change fundamentally.As consumers become more engaged and care environments more

19、complex, physicians will need new skills and tools. “How doctors spend their time will change dramatically,” says Vinod Khosla, founding CEO of Sun Microsystems and founder of Khosla Ventures. “They will shift to spending a smaller proportion of it ordering diagnostics and interpreting results, and

20、much more on the social elements of healthcarehelping patients and families think through treatment options.”Physicians will also have to integrate increasingly massive quantities of traditional and nontraditional health datafor example, hundreds of fragmented electronic health records, as well as d

21、ata from thousands of wearable devices and other “quantified self” technologies. This advance is crucial because “wearable devices that today are still in the more recreational-grade state are changing incredibly rapidly into research-grade and, ultimately, clinical-grade” tools, notes Dr. Eric Scha

22、dt, founding director of Icahn Institute at Mount Sinai.In the near future, physicians may receive a constant, daily stream of data from some patients. The Diovan hypertension pill, with the embedded Proteus chip, is already in trials, with stellar patient-compliance results.3The chip records the ti

23、me when the patient takes a pill and transmits this information from inside the body to a patch the patient wears. (The patch also captures other physiological data.) This information can be shared with a smartphone, a laptop, and the cloud, so the patient and provider can access it. Such developmen

24、ts have prompted Dr. Krishna Yeshwant, general partner at Google Ventures, to conclude that “physicians need to operate in a more complex environment with an ever-growing range of tools. Physicians need a package of solutions to navigate this environment.” Patients brand loyalty dwindles as cost con

25、sciousness rises.People are now much less loyal to brands and companiesboth their insurance companies and the pharma companies that make their medicines. “The average tenure for a member to be on an individual insurance plan is now something like two to three years,” says Sanjay Mathur, CEO of Silic

26、on Valley Data Science. The reasons vary, from more frequent job switching to employers that adopt new plans to cut costs, he notes. “In the future, no one will care what brand of drug they will take. And with device, behavior, and health-proxy data available, their method of selecting drugs will ch

27、ange dramatically.” The increased cost consciousness of patients exacerbates this tendency: they compare what they would pay for different plans and the efficacy and price points of different treatments. Pharma companies will lose exclusive control over their value stories.As the lines among payors,

28、 providers, and pharma companies blur, carefully controlled trial data will no longer be the sole source of outcome data. The dynamics between players are evolving: payors are expanding into areas that providers and pharma companies traditionally owned (for example, payors are in some cases excludin

29、g drugs completely from their formularies). “With health data becoming more readily available in a more digestible form, payors and providers alike will have more information to link drugs to outcomes and inform value-based pricing,” says Amy Abernethy, MD and PhD, the chief medical officer and seni

30、or vice president of oncology at Flatiron Health. “The healthcare industry will start to merge, and the lines across stakeholders will blur very quickly,” adds Dr. Wolfgang Lippert of Ss Healthcare and Life Sciences Industry Business Unit. “Payors will become increasingly like providers in offering

31、interventions and home care, and increasingly like pharma in analyzing data and pressure-testing value,” he predicts.For pharma companies, it will not be enough to accept that they wont continue to fully control their product data. To access real-world data from many sources, they will also need to

32、provide others with more access to their own trial data and to collaborate as appropriate. As Neeraj Mohan of Blackstone Group says, “Pharma companies may think they need to keep their data secure, but not being transparent about clinical trials will in fact put them at a perilous disadvantage in fr

33、ont of patient groups and, eventually, regulators.”Reimagine pharma players as solutions companies, not asset companiesAs healthcare start-ups and technology giants move into what was traditionally the pharmaceutical domain, pharma companies will need to revamp their value propositions significantly. Dr. Krishn