3 key takeaways from the Patient Centred Pharma Forum 2018:

Embedding the mindset, building capabilities and managing performance to deliver greater patient value

Written by Rosie Pigott

How far have we really come in driving the cultural change needed to put the patient at the centre of medicines development? Do we have the right capabilities internally to enable this change? How do we measure if what we put in place truly delivers value to patients?

These are three key patient centricity questions facing our industry today, and were the focus at this year’s Patient Centred Pharma Forum in Europe, facilitated by Kinapse.

The Patient Centred Pharma Forum 2018 brought together independent patient activists with industry representatives from Astellas, AstraZeneca, Ferring, GSK, Ipsen, Janssen, MSD, Novartis, Pierre Fabre, Sanofi and Viiv Healthcare. The Forum of  patient representatives and industry leaders discussed these key areas of evolution in patient centricity, which are summarised below:

1. Embedding the Patient Centric Mindset

Cultural change is necessary for the sustainability of industry. Although the Pharma mindset has clearly transformed in recent years, we are still relatively early in the shift towards becoming patient-oriented. Along with a general resistance to deviating from established ways of working, a ‘fear culture’ still exists around patient engagement from a legal compliance perspective, and there is a real or perceived lack of resources to enable change.

“Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.”

The group discussed critical success factors and best practices for embedding the patient centric mindset, recognising there isn’t a ‘one-size-fits-all’ approach. These factors fit broadly into four categories:

  • Engagement: Proactively engaging the organisation at all levels around what patient centricity means to them, supported by a clear vision, objectives and preferably visible senior sponsorship

  • Partnering: Developing meaningful partnerships with patients that span all stages of the lifecycle, and collaborating across industry to effect change across the wider ecosystem

  • Operations: Establishing the framework, tools and feedback mechanisms to facilitate transformation in ways of working

  • Investment: Demonstrating on-going investment in all of the above, as well as the people and skills needed to re-orient the business around patients

2. Moving from a foundational to a fit-for-future capability model for patient centricity

In parallel with this cultural shift, the internal capabilities required to deliver greater value to patients are also evolving. Increasingly engaged external stakeholders and the insights they bring, along with the greater role of digital, are encouraging companies to re-think their patient centric capabilities. A capability model put forward by Kinapse was reviewed by  the forum participants, and is summarised below:

  • Strategy: Moving from developing a clear patient centric strategy and vision to co-creating them with patients

  • Engagement: Moving from communicating around patient centricity to fostering relationships externally and building traction internally

  • Patient Centric Expertise: Moving from contributing to traditional patient focused activities to developing best practise and partnership models

  • Insights: Moving from providing qualitative insights to analysing and integrating qualitative and quantitative data to shape the strategy

  • Process Excellence: Moving from developing tools and templates to establishing a continuous improvement and feedback mechanism

3. Building an effective patient value performance management framework

There is a clear movement towards embedding the patient centric mindset and capabilities but how do we measure if what we are putting into place is actually delivering what it sets out to do: providing greater value to patients? In order to do this, we need common definitions of patient centricity and patient value across the industry, tangible objectives for patient centricity efforts and a clear idea of what success looks like to develop a fit-for-purpose performance management framework.

 “If you can’t measure it, you can’t improve it.”

The participants debated the dimensions for patient value KPIs, as proposed in the Kinapse white paper on Managing Performance in Patient Centricity. These are based on the quality measures in healthcare, which have been translated into external ‘lagging’ indicators and internal ‘leading’ indicators for measuring patient value:

Summary of proposed patient value KPI categories from the Kinapse white paper on Managing Performance in Patient Centricity

We would like to thank all those who participated in the session for their valuable engagement.

For further detail on embedding the mindset and building patient centric capabilities, contact Rosie Pigott at rosie.pigott@kinapse.com.

For further detail on building an effective patient value performance management framework, contact Neil Croft at neil.croft@kinapse.com.

Quotes provided by Peter Drucker.

Download white paper

Managing Performance in Patient Centricity:
Making the link between value for patients and value for the pharmaceutical industry


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