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

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

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MckinsaeypaperDec在数字时代制药企业如何生存Howpharmacanwininadigitalworld

Howpharmacanwininadigitalworld

ByDavidChampagne,AmyHung,andOlivierLeclerc

ArticleDecember2015

Thedigitalrevolutioniswellunderwayforpharmacompanies.Wespokewith20leadingexecutivesto findouthowtheycope—andwhattheydotostayahead.

Thedigitalrevolution continuestotransformhealthcarefundamentally,andmanypeoplebelievethatatippingpointisfinallywithinreach.In2014,digitalhealthinvestmentstopped$6.5billion,comparedwith$2.9billionayearearlier.1

Thecriticalquestionnowforpharmaceuticalcompaniesishowtostayaheadofthesechanges.Toanswerit,wesoughttolearnthetrendsandimplicationsofdigitalhealthbyinterviewing20thoughtleadersacrossavarietyofsegments,includinganalytics,biotech,data,pharma,providers,technology,andventurecapital.Theconsensusisthatashealthcarecontinuestodigitize,pharmacompaniesmusttransformthemselvesinbasicwaystostaycompetitive.Successfuloneswillrethinktheirbusinessandoperatingmodels,transformtheirculturesandcapabilities,andadoptanew,longer-termmind-setthatfostersinnovationandboldstrategicmoves.2Theseconclusionsstemfromthreeimportantthemesthatwetookawayfromourconversations:

1.Dramaticchangesinthetraditionalrolesanddynamicsofhealthcarestakeholdershavefundamentalimplicationsforpharmacompanies.

2.Itistimetoreimaginethemassolutionscompanies,notassetcompanies.

3.Thetechnologyisready,butpharmacompaniesmustchangeiftheyaregoingtoenableandharnessitmoresuccessfully.

Thesethemesstronglysuggestthatsuccessinthenewdigitalenvironmentwillrequirethreebigshifts:

forgingaheadbeyondthepackmentalityandembracingexperimentationandrisktaking,developingacollaborativecultureandchallengingbarrierstosharing,andreinventingcompaniesbybuildingcapabilitiesbeyondtraditionalhealthcareandupdatingtheoperatingmodel.

Emergingthemes

Dramaticchangesinthetraditionalrolesanddynamicsofhealthcarestakeholdershavebasicimplicationsforpharmacompanies.Thedigitalrevolutionhasspawnedaconsumerrevolutionsymbolizedbyanincreasingdemandforconnectednessandinformation.Consumerswithnewtechnologytoolsarebecomingmoreactiveandself-directive,whichchangestheirinteractionswithproviders,payors,andpharmacompanies.Asaresult,newandunfamiliarformsofbehaviorwillfundamentallyaffectthepharmaceuticalbusiness:

∙Individualsarestartingtocontroltheirownhealthtreatments.Patientsarebecomingmorethanjustpassiverecipientsoftherapies.“Healthcarewillbedrivenmuchmorebyconsumersthanphysicians,withpatientsincreasinglycomingtotheirdoctorswithmoreinformation,parameterstheymeasuredathome,andaninformedopinionabouthowtheyshouldbetreated,”saysDr.BertalanMesko,medicalfuturistandauthorof MyHealth:

Upgraded （Webicina,September2015）and TheGuidetotheFutureofMedicine （Webicina,2014）.DanGoldsmith,thechiefstrategyofficerofVeevaSystems,acloud-basedlife-sciencebusiness-solutionscompany,takestheideafurther.“Inthenext3-5years,”Goldsmithsays,“insteadofpatientsjustbeinginformedandmoreinquisitive,theywillbeactivelydesigningthetherapeuticandtreatmentapproachesforthemselveswiththeirphysicians.”

Aspatientsassumegreatercontrolovertheirownhealth,includingthetherapeuticstheytake,pharmacompaniesmustrecognizethisnewdecision-makingpoweranddevelopbetterwaystoengagethem.That’snoteasy.LiMa,vicepresidentofstrategyandinvestmentatAlibabaHealthInformationTechnology,saysthat“manypharmacosaretryingtoengagepatients.Butitisdifficultbecausetheyoftendon’tknowexactlywhotheirpatientsareandalsohaveahardtimedeterminingexactlywhatengagementmodelresonateswiththeirpatients.”

Somepharmacompaniesalreadyrecognizethegrowingimportanceofconnectingwithpatientsandaredoingsomethingaboutit.Asthecustomer-experiencedirectoratonetoppharmacompanysays,“Weusedifferentapproaches,dependingonthetargetaudience,toreachpatientsacrossanumberofchannelsthatrelatespecificallytotheirpreferences.Weobservepatientbehaviorviaonlinecommunities,participateindialoguesonresearchcommunities,havein-homevisits,observepatient–physicianinteractions,andusequantitativemethodstoanalyzetrendsandadjustcontentasneededtodrivebetterengagement.”

Ifpharmacompanieswanttogobeyondengagementandtrulyencouragechangesinhealthbehavior,theywillneedtocreatedifferentkindsofsolutions.Althoughmanysolutions,particularlyapps,havebeendevelopedinthepastfewyears,notallcanbeadopted.AsDr.ToddJohnson,theCEOofNoble.MD,putsit:

“Appsthatfacethepatientbutaredesignedtosolvepharma-companybusinessneedsshouldneverexist.Conversely,themarketdesperatelyneedsappsthatfocusonpatientand/orproviderneeds—realneedswithameasurableimpactonhealthqualityandcost.Ifthoseappsalsomeetbusinessneeds—asasecondaryortertiaryoutcome—theyhaveachanceofbeingadopted.”

∙Theclinicalenvironmentwillchangefundamentally. Asconsumersbecomemoreengagedandcareenvironmentsmorecomplex,physicianswillneednewskillsandtools.“Howdoctorsspendtheirtimewillchangedramatically,”saysVinodKhosla,foundingCEOofSunMicrosystemsandfounderofKhoslaVentures.“Theywillshifttospendingasmallerproportionofitorderingdiagnosticsandinterpretingresults,andmuchmoreonthesocialelementsofhealthcare—helpingpatientsandfamiliesthinkthroughtreatmentoptions.”

Physicianswillalsohavetointegrateincreasinglymassivequantitiesoftraditionalandnontraditionalhealthdata—forexample,hundredsoffragmentedelectronichealthrecords,aswellasdatafromthousandsofwearabledevicesandother“quantifiedself”technologies.Thisadvanceiscrucialbecause“wearabledevicesthattodayarestillinthemorerecreational-gradestatearechangingincrediblyrapidlyintoresearch-gradeand,ultimately,clinical-grade”tools,notesDr.EricSchadt,foundingdirectorofIcahnInstituteatMountSinai.

Inthenearfuture,physiciansmayreceiveaconstant,dailystreamofdatafromsomepatients.TheDiovanhypertensionpill,withtheembeddedProteuschip,isalreadyintrials,withstellarpatient-complianceresults.3Thechiprecordsthetimewhenthepatienttakesapillandtransmitsthisinformationfrominsidethebodytoapatchthepatientwears.（Thepatchalsocapturesotherphysiologicaldata.）Thisinformationcanbesharedwithasmartphone,alaptop,andthecloud,sothepatientandprovidercanaccessit.SuchdevelopmentshavepromptedDr.KrishnaYeshwant,generalpartneratGoogleVentures,toconcludethat“physiciansneedtooperateinamorecomplexenvironmentwithanever-growingrangeoftools.Physiciansneedapackageofsolutionstonavigatethisenvironment.”

∙Patients’brandloyaltydwindlesascostconsciousnessrises. Peoplearenowmuchlessloyaltobrandsandcompanies—boththeirinsurancecompaniesandthepharmacompaniesthatmaketheirmedicines.“Theaveragetenureforamembertobeonanindividualinsuranceplanisnowsomethingliketwotothreeyears,”saysSanjayMathur,CEOofSiliconValleyDataScience.Thereasonsvary,frommorefrequentjobswitchingtoemployersthatadoptnewplanstocutcosts,henotes.“Inthefuture,noonewillcarewhatbrandofdrugtheywilltake.Andwithdevice,behavior,andhealth-proxydataavailable,theirmethodofselectingdrugswillchangedramatically.”Theincreasedcostconsciousnessofpatientsexacerbatesthistendency:

theycomparewhattheywouldpayfordifferentplansandtheefficacyandpricepointsofdifferenttreatments.

∙Pharmacompanieswillloseexclusivecontrolovertheirvaluestories.Asthelinesamongpayors,providers,andpharmacompaniesblur,carefullycontrolledtrialdatawillnolongerbethesolesourceofoutcomedata.Thedynamicsbetweenplayersareevolving:

payorsareexpandingintoareasthatprovidersandpharmacompaniestraditionallyowned（forexample,payorsareinsomecasesexcludingdrugscompletelyfromtheirformularies）.“Withhealthdatabecomingmorereadilyavailableinamoredigestibleform,payorsandprovidersalikewillhavemoreinformationtolinkdrugstooutcomesandinformvalue-basedpricing,”saysAmyAbernethy,MDandPhD,thechiefmedicalofficerandseniorvicepresidentofoncologyatFlatironHealth.“Thehealthcareindustrywillstarttomerge,andthelinesacrossstakeholderswillblurveryquickly,”addsDr.WolfgangLippertofS’sHealthcareandLifeSciencesIndustryBusinessUnit.“Payorswillbecomeincreasinglylikeprovidersinofferinginterventionsandhomecare,andincreasinglylikepharmainanalyzingdataandpressure-testingvalue,”hepredicts.

Forpharmacompanies,itwillnotbeenoughtoacceptthattheywon’tcontinuetofullycontroltheirproductdata.Toaccessreal-worlddatafrommanysources,theywillalsoneedtoprovideotherswithmoreaccesstotheirowntrialdataandtocollaborateasappropriate.AsNeerajMohanofBlackstoneGroupsays,“Pharmacompaniesmaythinktheyneedtokeeptheirdatasecure,butnotbeingtransparentaboutclinicaltrialswillinfactputthemataperilousdisadvantageinfrontofpatientgroupsand,eventually,regulators.”

Reimaginepharmaplayersassolutionscompanies,notassetcompanies

Ashealthcarestart-upsandtechnologygiantsmoveintowhatwastraditionallythepharmaceuticaldomain,pharmacompanieswillneedtorevamptheirvaluepropositionssignificantly.Dr.Krishn