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Developing IQVIA’s positions on key trends in the pharma and life sciences industries, with a focus on EMEA.
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EMEA Thought Leadership
Developing IQVIA’s positions on key trends in the pharma and life sciences industries, with a focus on EMEA.
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Middle East & Africa
EMEA Thought Leadership
Developing IQVIA’s positions on key trends in the pharma and life sciences industries, with a focus on EMEA.
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We believe in the UK’s potential to become a global leader in the life sciences sector, and our investments announced in the 2018 Second Life Sciences Sector Deal further support the UK Government and the industry’s aim to make that potential a reality.
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Blog
What key launch activities should the life sciences industry consider to be successful in 2021?
Moving towards an Integrated Care Systems framework for delivering health and social care in England
Feb 26, 2021
The NHS is evolving into an integrated system of care that is better equipped to meet the differing needs of local populations across the country. As discussed in our previous blog, Integrated Care Systems (ICSs) are a ‘vehicle’ to deliver the NHS Long Term Plan (LTP). By 1st April 2021, all 42 ICSs are expected to be operational, with legislative changes to follow making these statutory organisations.
The integration of services brings profound changes to the way healthcare is commissioned and provided. Furthermore, the integrated framework to health care brings forward a more collaborative method to local strategy, priorities and complex decision-making and alignment across all key stakeholders. The ‘working-in-silos’ approach where primary care, specialist care and social care were separate is no longer viable.
For the UK life sciences industry, keeping up with these shifting tectonic plates is proving one of the priority considerations for 2021 and is shining a light on operating models and brand strategies. Industry is, and rightly so, asking themselves:
- How do we align businesses and resource to work effectively with our only customer?
- What mindset, structural models and skillsets do we need to develop quickly to align and fit into this new landscape?
- What is the support required beyond the traditional ‘supplier’ status?
- What is the NHS unlikely to achieve in the short-medium term without additional infrastructure support and innovation?
- What is the ‘art-of-the-possible’?
In order to address these questions, the life sciences industry should consider the following strategic activities as part of their launch plans:
Activity 1: Align the brand value proposition to the priorities of the COVID-19 recovery plans, LTP and local population health needs - i.e., what problem(s) or unmet need(s) are being solved? The creation of ICSs means that the decision-making landscape has become more complex with regional and local decision makers playing an increasing role in developing treatment pathways to support local adoption of new treatments.
Activity 2: Create suitable ‘runways’ for pipeline medicines to land. Is the current service delivery model suitable to drive the access and uptake required from both the manufacturer and NHS’ perspectives? If not, what needs to change and who is accountable? Only if the medicines can land successfully will the brand value proposition be able to help deliver the LTP ambitions and drive healthier populations, reach more communities, tackle unwarranted variation and address inequalities.
Activity 3: Engage with the key stakeholders and decision-makers at national and sub-national level. Who are they? Who is responsible for access and uptake of your brand(s)? What are their priorities? Understanding the multi-layered customers at national and sub-national level and delivering compelling value propositions to align with their individual priorities in the right sequence is going to be fundamental to access and uptake. Stakeholder mapping will become even more essential as stakeholders will not all be uniform across different Systems. More localised strategies may prove advantageous, targeting the needs of Systems and Places. Furthermore, it may become advisable to outline practical solutions that can positively impact patient experience and reduce burden on the NHS by enabling people to have greater control of their own care.
Understanding the rationale behind the above activities and implementing these in future launch strategies will be essential to maximising access and uptake. Understanding the unmet needs and demands of the current health and social care system at both national and sub-national/local levels will guide the life sciences industry as to where investment is best placed. We are actively collaborating with our partners in the life sciences industry to help implement these activities across a range of therapy areas. We consider that in the near future, there is potential for life sciences organisations to become an active partner of an ICS!
To Learn more
- Read our blog, How can data and technology support 'Integrated Care Systems' and the new model of healthcare delivery?
- Read our blog, A new dawn for the commissioning of health and social care in England
- For more information on how Integrated Care Systems will impact market access strategies and programmes, please feel free to contact us.