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1、NOWNEXTWhat to do Now, What to do NextCovid-19: Life sciences industry anchor response Leading with Integrity in Response to Covid-19 NOWNEXTWhat to do Now, What to do NextCovid-19: Copyright2020AccentureAllrightsreserved. COVID-19 is a global crisis, evolving at unprecedented speed and scale. The l
2、ife sciences industry is at the epicenter of developing tests and treatments and getting them to the people that need them around the world. At this critical time, life sciences companies are challenged to continue to advance treatments across therapeutic portfolios while ensuring supply, protecting
3、 employees, and adapting for business continuity and innovation. Copyright2020AccentureAllrightsreserved. As the life sciences industry works, invests and collaborates tirelessly to fast-track testing and treatment for COVID-19, they must also continue to advance their pipelines and rethink ways of
4、bringing treatments to patients- people depend on it. As a result of social distancing, an unprecedented separation between patients and healthcare providers (HCPs) is necessary to mitigate the spread of COVID-19. As a result, life sciences companies must virtualize their reach and engagement to the
5、m relationships with healthcare providers and caring for people depends on it. The supply chain is impacted as life sciences companies manage challenges supplying clinical trials and overcoming logistical hurdles while ensuring quality and safety in manufacturing. Life sciences companies must adapt
6、their supply chains to address these issues peoples health depends on it. People working in life sciences are adapting to new ways of connecting. People are less able to convene in person to advance scientific progress, educate healthcare providers and provide patient care and support. The industry
7、must be flexible utilizing new technologies and virtual environments in the workforce human well-being and business continuity depend on it. Our simple message Leading with Integrity in Response to Covid-19: Life sciences industry anchor response 3 These are unprecedented times where the integrityan
8、d trustin life sciences companies is on a global stage - ourfuture depends on it. Life sciences companies are already acting. This document outlines how to advance thoseefforts. Copyright2020AccentureAllrightsreserved. Perhaps more than ever before, the integrityand trust in life sciences companies
9、is on a global stage. Its a once in a generation chance to do things differently. Leading with Integrity in Response to Covid-19: Life sciences industry anchor response 4 Copyright2020AccentureAllrightsreserved. Lead with integrity and trust The life sciences industry can realize new levels of trust
10、 by demonstrating integrity and leadership in providing greater patient care, resiliency and productivity during this unprecedented time. In this climate of crisis, your responses and actions determine both how you lead in the near-term and how you can pave the way for future progress. Leaders will
11、seize this time to take swift action and proactively prepare the organization to continue to manage its core business while ensuring a continued focus on patient health and treating COVID-19. As you prepare and plan your response, wed like to share our latest thinking on how the industry could manag
12、e the human and business impact. We have identified four anchor actions that may contribute to advancing this objective. Collectively, they help us respond with the utmost integrity and demonstrate resilienceall in the name of better patient care. Leading with Integrity in Response to Covid-19: Life
13、 sciences industry anchor response 5 Copyright2020AccentureAllrightsreserved. Advance treatment pipeline vaccines and biologics that are more demanding to produce, store and distribute. If required, quickly address shortcomings in scenario planning capability to allow for ongoing simulations. Define
14、 and implement additional Business Continuity Protocols to protect employees and ensure continued operations at critical sites. Conduct simulations of unlikely scenarios that assess operations and value chain risk as disruption becomes more severe and global in nature. Address the impact of addition
15、al border closures and reduction in freight options on lead times that could require changes in inventory position. Assess demand for COVID-19 related treatments as well as for other medications that could see significant demand drops due to behavioral changes like social distancing and limited acce
16、ss to medical treatment. Assesses additional Business Continuity Protocols to protect employees and continue operations critical for manufacturing, packaging and distribution centers. Establish an ongoing operating capability to further strengthen end- to-end scenario modeling and enable continuous
17、scenario planning, risk mitigation and a robust sense how will you participate? While digital capabilities for trials have been available for the past several years, widespread adoption has been slow. COVID-19 will tip the industry into a new norm, requiring upfront engagement of patients to design
18、trials, and at-scale adoption of the best of digitally enabled remote clinical studies. Now more than ever, to best serve our patients, the industry needs to transform clinical trials to leverage the power of data and analytics at scale and improve the experience of sites through technology. Approvi
19、ng treatments for COVID-19 will take time both for the immediate crisis and to prepare for future outbreaks. Yet patients continue to need access to therapies for other unmet medical needs. During this time when your ability to run clinical trials has been greatly disrupted by COVID-19, how will you
20、 enable access, safety and participation for patients in clinical trials? How will you continue to progress the pipeline? How will you embrace new approaches to collaborate and problem solve the unknown? Not only are academic hospitals experiencing limited or paused enrollment as they maintain capac
21、ity to handle COVID-19, but patients also face multiple challenges just trying to continue participation in trials. Life Sciences companies are actively addressing the challenge of developing a COVID-19 treatment, with +300 trials across +62 companies and a target 78,000 patients to recruit to fulfi
22、ll the effort*. As we look forward over the next few months, 6,500 clinical trials are at risk of being disrupted. * Leading with Integrity in Response to Covid-19: Life sciences industry anchor response 13 *Source: Informa Pharma Intelligence + Accenture Research 1 2 Copyright2020AccentureAllrights
23、reserved. Advancepipeline treatment & patient care NOW: ENGAGE ,EMPOWER, ENABLE PATIENT ACCESS TO CLINICAL TRIALS NEAR TERM: RATIONALIZE CLINICAL TRIAL PRIORITIES, LEAN ON VIRTUAL NEXT: RETHINK THE CLINICAL TRIAL EXPERIENCE, ACCELERATE SCALE Redefine clinical trial prioritization based on unmet pati
24、ent need, study progress, supplies availability, and business objectives. Rationalize portfolio and reallocate resources, respecting balance of trial sites bandwidth against portfolio demands. Assess protocols for utility and feasibility of quick win remote capabilities (risk-based and remote patien
25、t monitoring) for safety and other assessments. Conduct assessment of capabilities for analytics-driven study management at scale. Leverage call centers and virtual methods to empower patients and provide information on access to clinical trials, care and investigational therapies. Assess cross-func
26、tional operational disruptions, including clinical supplies and alternative treatment delivery methods. Balance compassionate use for non- trial-eligible patients or discontinued patients with safety considerations. Apply Health Authority guidance for consistent clinical trial implementation to main
27、tain safety, GCP compliance and trial integrity. Reimagine the clinical trial experience by proactively co- creating the trial design with patients. Scale digital capabilities for remote- enabled trials to build resiliency into operations and care continuity. Prioritize creating full-scale digital c
28、apabilities which speed time to insights for decision making and drastically reduce site burden. Re-examine where you hold your clinical trials and the selection of alliance sites and service providers. Leading with Integrity in Response to Covid-19: Life sciences industry anchor response 14 Copyrig
29、ht2020AccentureAllrightsreserved. Virtualizehealthcare professional & patient engagement Start by recognizing not all customers are impacted uniformly. Healthcare providers on the front line tasked to treat COVID-19 patients are operating in a vastly different reality than oncologists delivering lif
30、e-critical treatment to immunocompromised patients or primary care physicians shifting to a virtual care model. Given this, your approach must be agile and adaptive in very tangible ways. Many patients are immediately struggling to find care virtually for their conditions unrelated to COVID-19. Any
31、tangible solutions to help these patients, or the HCPs who care for them, will be welcome and likely to redefine the industry role in patient care beyond the crisis. The way life sciences companies respond with near term solutions will have a lasting impact on how the industry engages with its custo
32、mers and how the industrys reputation. Most major companies have asked field teams to stay home and engage customers remotely when appropriate. This is a responsible first step, but it also means we may soon have markets flooded with field teams contacting HCPs virtually. For example, there are appr
33、oximately 65k sales reps in the US alone. In addition, there is a likely surge in HQ driven digital promotion. For example, one Top 10 company increased email campaign volume in China by 25% during the crisis. This may result in a collective “lock out” digitally and has the possibility to be hurtful
34、 instead of productive. The industry must take immediate and future next steps to make this shift quickly that is empathetic to their customers and responsible to their business. The human impact of COVID-19 is immense. Patients are distanced from providers and care. Healthcare system capacity is be
35、ing tested. A virtual, but human focus is more important than ever. Life sciences companies must continue innovating science and technology, while demonstrating empathy and respect for the deeply personal situation patients and healthcare providers face. Leading with Integrity in Response to Covid-1
36、9: Life sciences industry anchor response 15 1 2 Copyright2020AccentureAllrightsreserved. Virtualizehealthcare provider & patient engagement NOW: REFRAMESUPPORT FORPATIENTS BASED ON IN-CRISIS NEEDS NEAR TERM: CREATE TANGIBLE WAYS TO MAINTAIN APPROPRIATE ENGAGEMENT NEXT: BOLSTER VIRTUAL ENGAGEMENT TO
37、OLS AND STABILIZE OPERATIONS Be there. For example, create awareness that practices can rely on hub support services further, receive samples digitally, or use the digital disease resources you have for their patients. Extend programs. For example, extended working hours to triage COVID-19-specific
38、medical questions or ramping up virtual peer-to-peer programs for HCPs who need to connect. Strengthen technology and acumen. Virtual tools are new at scale, so close gaps in things like virtual field engagement features and training. Scale new channels. Such as SMS with HCP and patients. Prepare co
39、ntent. Create therapeutic area-specific COVID-19 content and expedited review processes. Get Organized. Create a command center across commercial and medical, defining how to triage incoming requests, roll out solutions and content. Listen. Gather on the ground insights from field teams and inbound
40、contacts from HCPs and patients to understand how each is newly impacted. Communicate. Provide briefs to field teams on when to engage virtually and how to do so appropriately, with approved messages with empathetic offers of support. Simplify. Build the “one -stop- shop” summary of everything a cus
41、tomer might need from you and where to find it on one page. Make human roles more digital. New virtual ways of working have impact on talent, expectations, metrics, and more. This includes sales, medical, reimbursement, and account management. Make digital more human. Evaluate learnings from this ex
42、perience on how being more supportive and less focused on pushing content can be sustained. Evaluate implications to launches. New constraints and innovations on the engagement model will need to be solidified so that awareness doesnt get muted when new treatments are needed. Future proof operations
43、. Call planning, recording, medical engagement tracking, incentive compensation are all impacted by a dramatic ramp in virtual engagement. Leading with Integrity in Response to Covid-19: Life sciences industry anchor response 16 Copyright2020AccentureAllrightsreserved. How we can help you?Here are j
44、ust a few ways. VIRTUALIZE HCP & PATIENT ENGAGEMENT Social monitoring for disease management & Information Assurance Patient journey virtual support Virtual HCP engagement (e.g., WeChat) Virtual Agent Contact Center Automation Access patient populations ASSURE SUPPLY & DELIVERY Supply Chain Disrupti
45、on Analyzer Conduct and assess disruption scenarios Stand up a rapid response control tower Analyze treatment demand and supply requirements Quick-turn security applications Quickly access med device marketplace for COVID-19 ADVANCE TREATMENT PIPELINE & PATIENT CARE Backbone of patient data manageme
46、nt and risk analysis for clinical trials Enable in home and virtual patient care during trials Support telehealth and mobile applications for patients Honest-broker patient data & analytics management Decentralize trials through tele visit capabilities (Medable) EMPOWER EMPLOYEES & BUSINESS CONTINUI
47、TY Create an Elastic Digital Workplace Workforce Planning & Scenario Modeling Build Data Driven Operating Models Quickly set up Microsoft Teams to connect millions of healthcare workers Quickly scale call centers using Amazon Connect Here are some of theEcosystem & Ventures Partnerswe can collaborat
48、e with to help you achieve your goals: Leading with Integrity in Response to Covid-19: Life sciences industry anchor response 17 Copyright2020AccentureAllrightsreserved. Tytcocare Conversa Salesforce Gyant SAP Veeva Resilinc SAP Microsoft AWS Google Salesforce Microsoft Veeva Medable Varian/Noona Ar
49、bita Contacts Stuart Henderson Senior Managing Director Global Life Sciences Sanskriti Thakur Senior Principal Global Life Sciences Research Lead Petra Jantzer, PhD Managing Director, Europe Life Sciences Lead Aman Bajaaj Managing Director, Asia Pacific Life Sciences Lead Brad Michel Managing Director, North America Life Sciences Lead Copyright2020AccentureAllrightsreserved. DISCLAIMER:Thisdocumentisintendedforgeneralinformational purposesonlyanddoesnottakeintoaccount the readers specific circumstances, and may not reflect the most current developmen