PARTNERSHIPS PAVING THE FUTURE OF HEALTHCARE
eBookPARTNERSHIPS PAVINGTHE FUTURE OF HEALTHCAREBasel/Hotel Sorell MerianM o n d a y, M a y 2 0 , 2 0 1 9
PARTNERSFORCHANGETABLE OFCONTENTSWRITTEN BY LINDA ENNS AND JESSE LEE4On May 20 in Basel, Switzerland, The BlocPartners broughtREWIRING THEHEALTHCARESYSTEMHow technologyis changing thehealthcare paradigmtogether experts from the healthcare, pharma and advertisingindustries to discuss the best path forward for navigating thepartnerships that are paving the future of healthcare.6Disruption in the healthcare industry is ongoing, transformingSEEING THEWHOLEPICTUREWhy partnerships arecrucial to innovationthe way healthcare is experienced. Big players in the consumermarket, such as Apple and Amazon, are looking to maketheir mark in healthcare. At the same time, the industry isbenefiting from increasing knowledge from medical research,technological advances, and pharmaceutical breakthroughs.8THE NEWRULES OFCOMMUNICATIONS:What is required todisrupt and engagewith your audience10What will makeyou swipe righton a potentialagency relationshipOn the cusp of something truly groundbreaking, pharmaceuticaladvertising needs to decide on the role it will play. How canagencies position themselves to help foster the partnershipsto bring about change? How can they help to transform thehealthcare universe to benefit all of its participants?If you weren’t able to join us, this eBook offers a digestiblesynopsis of the talks and panel discussions held that day atthe Hotel Sorell Merian. If you were able to join us, thank youand enjoy this recap of the event.eBook2RFPs OF THEFUTURE:
eBookIf your agency’s global holding company is holding you back, don’t walk—run—to thenearest BlocPartner. Our world-class talent, present in 29 markets, offers solutionsthat are locally sourced and globally effective, without all the bureaucratic barriers.Let’s be greater together: theblocpartners.com.3
eBookREWIRING THEHEALTHCARE SYSTEM:How technology is changing the healthcare paradigmIs the medical device ofthe future already in yourpocket? The smartphonecould be the driver of thenext wave of innovation inhealthcare, Lucien Engelentold event attendees.Engelen shared his vision for the healthcare landscapetoday, which he thinks is on the cusp of a “Copernicanmoment” — a dramatic shift from an institution-centric,protocol and logistics-based service model — to one thatputs the patient at the top of the hierarchy.One new factor driving that change is the vast amountof patient health data now available, and consequently, thequestion of who owns and controls that health data. “Datain the hands of citizens not only creates citizen sciencebut also creates a change of authority,” said Engelen.The emergence of rich health data has both healthoutcomes and economic benefits. “Ninety-four percentof all costs in the Netherlands are going toward treatingdisease,” Engelen observed. “We know that 50% of all thediseases are preventable, but prevention only gets 6% ofthe total budget. We need to look at how we could preventpeople from having a life event, like a COPD exacerbationfor instance, that’s also very expensive on the back end.”Ethical debates will need to occur as the idea of patientdata ownership is defined. While the General Data Protection Regulation (GDPR) is addressing some of the concernsover privacy, Engelen believes it will take a generationKeynote Speaker:Lucien Engelen, global strategist, digital healthTransform Health and Deloitte Center for the Edge4
eBookgo to the doctor’s or nursing office, or a package of datahas to travel that route. However, the strange thing is thateverything the health industry does is based or has to becompliant to the other 20% — the art of medicine.”Engelen encouraged healthcare institutions to be activein shaping their role, rather than take a wait-and-seeapproach. “In healthcare, we often sit and wait for thenext bus,” he noted. “Then all of a sudden it gets real, thescience kicks in, the reimbursement system works andpeople are demanding it. And the next bus will be full.That’s where we say, ‘Now, we have to change it,’ andthat’s when you’re too late.”Slow adoption could have economic costs beyondthe cost of missing out on the next big thing. As Engelenexplained, “Innovation in healthcare is not expensive.Keeping the old stuff up and running — that’s what makesit expensive.”Healthcare institutions may not have the luxury ofwaiting. Nontraditional health companies such as Apple,Google and Amazon are already making real investmentsinto the healthcare space. “I don’t think that the change inhealthcare will come out of healthcare itself. It will comefrom the edge. It will come from outside in, like we haveseen in other sectors such as Taxi and Hotellerie. Applealone has more cash in the bank than all the healthcareinsurance organizations in the Netherlands together, perquarter. So, if they need something, they’ll buy it.”Engelen cited the mysterious new healthcare venturerecently announced by Amazon.com, Berkshire Hathawayand JPMorgan Chase as an example. “Haven,” accordingto the firms, will improve access to primary care, simplifyinsurance and make prescription drugs more affordable.Engelen urged the healthcare industry to think of the powerthese big corporations have, and what that implies for thefuture. “Playtime,” he stated, “is over.”Engelen sees pharmaceutical institutions, in particular, as having an enormous opportunity before them tomake meaningful contributions to health data innovation. “However, they have to take skin in the game andgo beyond the tons of pilots in pharma nowadays andreally go beyond the pill,” he said. “We’ve managed inhealthcare to take one wheel or one part of that total careand we need to step into that more holistic perspective.When do we start to really start working on personalizedhealth or maybe even value-based health? Where ispharma in this?”“Innovationin healthcare isnot expensive.Keeping theold stuff up andrunning — that’swhat makes itexpensive.”— Lucien Engelenbefore the industry figures out how to operationalize allof the digital information. “There will be some problemsand they will correct it. At the end of the day, we don’thave to rush it. But we need to make sure that we havethose debates,” he said.Engelen showcased emerging technology with clearapplications for augmenting, or potentially usurping, thehealthcare organization’s current role. One included avirtual human, already in use as a customer interface forMasterCard. Engelen hypothesized how a virtual doctorvisit, while seemingly a novelty now, could quickly makehealthcare services much more accessible. “Just think, 10years from now, how this is going to change the interactionnot only in meetings but also for virtual visits,” he posed.Another imminent shift is the dramatic redefinition ofhealthcare service. “If you look into the broader perspectiveof what healthcare is today, approximately 80% is bluntlogistics, seen from a patient’s perspective,” Engelenexplained. “A patient has to take a day off, burn fossilfuel, find a parking spot — probably the last one — to5
eBookSEEING THEWHOLE PICTURE:Why partnerships are crucial to innovationMAX BRICCHIGABRIELA BURIANGlobal HeadSeizure Freedom, UCBDirector and Founder,GB Biomed Advisors GmbHALICIA L. BYERANDREW CAVEYPharmaceutical MarketingConsultantGlobal Program Head,Novartis OncologyJEFF DUFOURKALLE KÄNDCountry Manager andInternal MedicineBU lead Switzerland, PfizerManaging Partner,Kaper PharmaEWALD VAN DER VENDANNY BUCKLANDManaging DirectorHealth and Nutrition Division,Modi-MundipharmaModerator,Health JournalistThe increasingoverlap between theworlds of medicalresearch, technologyand health managementis becoming fertileground for innovativecollaborations.Danny Buckland, moderating this panel of industry leaders,posed, “What partnerships can we help pharma form, andhow can we help them navigate those relationships?”During this session on partnerships, the issue of trustcame up frequently. Gabriela Burian stressed the need foropen dialogue, suggesting that the parties involved talkabout elements typically not described in an RFP or in acontract. “Both sides are equally a giver and a taker —I’m learning from you and you’re learning from me. Thistype of exchange is what builds that trust and makes thepartnership more productive,” she said. “The contractualrelationship is just an administrative part.”Are pharmaceutical companies taking as much advantage of partnering opportunities as they could? Apparentlynot, according to Ewald Van Der Ven, who would like tosee more of it. “There are so many new players coming inwanting to take a slice of the pie. I think there’s a clear desireand objective to improve an overall healthcare/wellnessenvironment that will benefit and ultimately save moneyat the same time if partnering with large pharmaceuticalis made possible.”6
eBookReflecting on Lucien Engelen’s vision of transformedhealthcare through emerging technology, Van Der Ven saidthese missed opportunities are partly because there is sucha lack of understanding within the pharma industry aboutwhat these other potential partners even do and thereforewhat the value of such collaborations can be. “It’s just adifferent language.”One area that needs improvement is ensuring that patientsare a part of the partnership equation. Patient value drivesthe partnerships, said Max Bricchi. “Every pharma company is talking about patient centricity. Now, the question ishow do you get that from a simple statement to somethingactionable that drives company culture.”Patients need to be included at a local level, Burian added.“How patients feel about healthcare in different regionsof the world is fundamentally different from what we maycreate at a global team level.”“Pharmaceutical companies, per definition, are dealingwith drugs. But frequently, the company’s mission is toimprove healthcare, not just to produce better drugs. If themission statement is ‘We improve healthcare,’ then pharmacompanies need to refocus their activities.”When it comes to investing in digitalization, it is perhapsthe health systems that could have the most influentialpartnerships with governments in the U.S. and in othercountries, according to Alicia Byer. “They have fewer hurdlesbecause they already do it on their websites and they canbring people along in that way,” she said.Looking forward five to 10 years, collaborations betweendrug companies and agencies will be especially important ascombination therapies in oncology become more and morecommonplace, reported Dufour. “Traditionally, combinationswere always between drugs made by the same company.I think that’s going to be very different in the future andagencies can be a bridge between companies,” he noted.He also sees partnerships in gene therapy becoming partof the next wave of innovation. “We have some stuff in thepipeline. It’s incredible when you see the efficacy data.”Van Der Ven offered a more holistic view of pharma’s rolein the near future. “Pharmaceutical companies can take aleading position in overall disease management that goesbeyond drugs. Nutrition is one area. A healthy social envi-“If you only engage patient unions on acountrywide, European or worldwide level,you’re missing out big time. That’s the reasonfor us to always invite patients to the table,and I think local agencies can help with that.”— Lucien EngelenWhen the panelists were asked about where the futureof healthcare lies, “digitalization” played a starring role inthe conversation. But what that even is depends on whoyou ask. To begin with, Burian would stop calling it artificialintelligence. “I would just call it data that helps you live better. You would have a specialist with access to everythingand within one half-an-hour visit, virtual or physical, youwould obtain an understanding of your disease and thenecessary solutions.”Andrew Cavey thinks pharma companies are certainlycurrently focused on digital, but for many companies thisis still geared toward driving their own strategic objectives. “Right now, there is a big culture shift happening inpharma, and rightly so, for every single employee to thinkabout ‘digital.’ My perception is that most companies arefocused on using digital to drive their innovation, insightsand productivity, rather than revolutionize the healthcaresystem as a whole.”Kalle Känd agreed, stating that a refocus is needed ifimproved healthcare is what pharma is trying to achieve.Above photo (left to right): Ewald Van der Ven and Jeff Dufourronment is another. If you look at how medical doctors arebeing educated, I think there is also an opportunity to bringin the latest inventions — the latest way of approachingdiseases and disease management as a whole and notjust with drugs alone.”7
eBookTHE NEW RULES OFCOMMUNICATIONS:What is required to disruptand engage with your audienceAs the healthcare landscapechanges with the emergenceof new technologiesand the appearance ofbigger players, whatshould agencies do toprepare? Patrick Collister,a former lead of The Zoo,Google’s creative thinktank, discussed howbiopharmaceuticaladvertising should adaptto be successful in today’scommunication business.According to Collister, there’s a new kind of disruptionin advertising, and it’s from healthcare startups who areappealing to the patient audiences they know. “Startupsare talking to agencies because now they understandthat it’s not just about awareness and about advertising.It is actually about learning to communicate with people.”The growing value of this communication has led toincreased focus on marketing and advertising as a revenuestream in its own right. “Advertising has moved from beingabout putting messages in the press to creating relevant,branded products and services,” he continued.Keynote Speaker:Patrick Collister, founderCreative Matters8
eBook“In the old days,clients spent 90%of their advertisingbudget on media and10% on content.go to the doc. You’ve got all these questions: what thehell is cholesterol? You go straight to your mobile phoneto call the pharma company and there is no one there toanswer questions. These are the fault lines in advertising.”3. Using search data is key.To integrate advertising with people’s needs, know howthey feel in real time. “We now live at a time where you candeliver the right message to the right person at the righttime and in the right place. When people go online, theyask questions that they wouldn’t ask any other living humanbeing because they’d be embarrassed or ashamed, andthat data is really revealing of what people genuinely thinkand do. Those insights almost always lead to an idea. Ifyou can innovate off the back of that idea, then you havethe very modern paradigm of brand communication.”BMW Films changedall of that 11 yearsago when they spent90% of their budgeton content.”4. Reward people withpositive experiences.Collister described a collaboration between a pharmabrand, an Alzheimer’s charity and a gaming company tocreate a game for tracking spatial recognition and awareness. The goal was to collect data for helping optimizetreatment. An artificially intelligent chatbot was createdto treat depression, using the principles of cognitivebehavioral therapy. But the innovation that really hit homethe idea of experiential reward, according to Collister: abox that gives the latest football scores while you brushyour teeth. Which brings us to the fact that he has a rulefor his fourth rule: “If you’re going to use technology, forGod’s sake, make it useful, usable and/or delightful.”In short, Collister challenges the advertising industry to continue moving away from the old way of doingthings. “The agencies you’ve got in the room today havemoved away from advertising, which is about insertingmessages in media in front of you. It’s about integration,search, reward, usefulness and getting people to try newthings. It’s about disruption. The role of the agency in allof this today is fundamental because agencies are nolonger about creating beautifully crafted TV commercials.Agencies are now at this intersection between technology,between brands and between people. In many ways, adagencies are kind of badly named. They really are managers of change.”— Patrick CollisterWhat are the new tricks that Collister, a self-proclaimedold dog, has learned? There are four, which he calls the“new rules” of advertising.1. Talk about the brand’s values.Especially in the pharmaceutical industry where trusthas been on the decline. Collister cited an ad campaignthat showcased the partnership between Google and apharma company to promote the health of children indeveloping countries. “If you stand for something, if you’rean ethical brand and you do good, it is really, really goodfor business,” he said.2. Integrate.“I’m talking about integrating in people’s lives,” he said,describing how 28% of holidays in the U.K. last year werebought by people while they were sitting on the toilet. “Thepoint being that now we can consume media throughoutthe day, wherever we are.” This makes the concept of“hero, hub, help” exceptionally important in today’s industry: grab people’s attention, keep them coming back formore with valuable content on the hub and answer theirquestions. For one campaign about lowering cholesterol,a branded film about a community in Rutland generated alot of attention and millions of views. The disconnect? “You9
eBookRFPs OF THE FUTURE:What will make you swipe righton a potential agency relationshipPHILIP ATKINSONALICIA L. BYERAgile Transformation leader,RocheMarketing Director,Regeneron/SanofiCECILIA DALEYALFONSO LÓPEZEuropean Brand Director(Eliquis), PfizerRegional MCM ManagerEurope , LEO PharmaNILESH MEHTABALLY (BALWER) POONILifecycle Leader,Ophthalmology, RocheEU Procurement Lead,Otsuka EuropeWhen a panel of expertswho have worked onboth the client andagency side discusswhat they think is crucialfor a world-class agencyrelationship, it’s a goodidea to take notice.Opinions were varied, but all reflected the passionthat can only come from personal experience — goodand bad.Philip Atkinson is looking for a relationship basedon trust, credibility, information and partnership. “It’sa linear equation,” he said. “It’s about knowingcontent. Credibility as the multiplier is doing thatconsistently and that really needs to be consistencyin values, consistency in behaviors and consistency inclient-facing stuff. Then the self-interest, which is thedenominator — people need to believe you’re workingon their side.”To obtain that trust, Atkinson advocates frequentcommunication. “I think it’s hugely important not onlyto set expectations in advance of actually starting work,but to review those expectations in three months, andagain in six months, because most of those expectationswill change.”Bigger companies often undergo restructuring, anotherreason for agencies to stay on top of their relationships,SIMON RHIND-TUTTModerator, Managing Partner,Relationship Auditsand Management10
eBookNilesh Mehta added. “When you have personnel changesyou can have changes in strategy. I think that’s where theagency is beholden to come back and really forge thatface-to-face relationship again.”have to slowly move that company toward it little by little.”Alicia Byer thinks more solid relationships could be builtif agencies ceded to in-house agencies the minor changesto materials that so often create significant increasesin the cost of the original project. But Patrick Collisterdisagreed. “I did a lot of work recently with a client thattook all of their advertising in-house and the quality ofthe work plummeted, because what the agency offersis loyal opposition. I think the really valuable part of theclient–agency relationship — when it works well — ismanaged conflict. It’s like electricity. It’s going constantlybackwards and forwards. It’s an AC/DC current but whathappens is that the light goes on.”An observation that independent agencies provide mores
partnerships that are paving the future of healthcare. Disruption in the healthcare industry is ongoing, transforming the way healthcare is experienced. Big players in the consumer market, such as Apple and Amazon, are looking to make their mark in healthcare. At the same time, the industry is
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