Barriers remain to patient centricity

KEY TAKEAWAY: According to IMS a majority of companies have attempted patient-centric initiatives but only a third have reported any success.  We keep hearing about patient centricity but the pressure on sales has ensured that most patient centric strategies are too much about conversion than helping patients.

IMS reports that nearly 70% reported that their organization has not been adequately successful with patient-centric initiatives , and only 4% reported a high degree of success.  Why?

Furthermore, 58% believed that their companies did not adequately resource their Patient Centricity efforts.

The Real Barrier(s)

IMS further reports that 73% have experienced more than one barrier in their organization. This should not be a surprise to anyone in a culture where the first question asked is usually “what’s the ROI?”.

What is so puzzling is that pharma marketers usually don’t get a cup of coffee without doing research yet 25% of them feel that they can’t uncover patient insights.  However, let’s be clear about the lack of a patient focused strategy: 71% have a hard time measuring the ROI of implementing a patient centric strategy while 58% believed that their companies did not adequately resource their Patient Centricity efforts.

What is patient centricity?

Does pharma really understand what patient centricity is?  50% of pharma people selected multiple definitions while nearly 60%* said there is not a consistent definition of Patient Centricity in their organization

According to Senn Delaney “patient-centricity should not be confused with patient engagement and its emphasis on patient compliance. Genuine patient-centricity means understanding the patient’s experience of his or her condition – what the individual patient values and needs and what is most likely to result in a positive healthcare outcome in that context. The insights gained by listening to the voice of the patient can be applied at every stage of a pharma company’s efforts, from drug discovery to winning regulatory approval to post-market disease management. As a result, the company will be able to bring drugs to market that better react to patient needs (and may increase reimbursement and price, as well as prescribed volume for precisely that reason), better align with the reward-for- outcomes that governments and payers insist upon, and help patients and providers achieve better outcomes.

If pharma is serious about patient centricity the organizational structure needs a makeover.  Market research has to do a better job to uncover patient insights and management needs to stop measuring against sales.  Patients want and need pharma’s help to navigate the complex world of health care, but let’s stop pretending that pharma is patient centric except for a few brave companies who get it.

 

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