Si on pouvait visualiser la situation amoureuse sur Facebook, de l'industrie pharmaceutique et des réseaux sociaux, on pourrait lire certainement : "C'est compliqué". Pourtant, un mariage entre eux est bien envisageable ! Voici 3 prérequis, selon moi, pour que ce mariage se transforme en parfaite idylle. Parmi les réticences à l’utilisation des réseaux sociaux par l'industrie…
$248 million in cash from Sanofi, and the same amount in a capital contribution by Verily (not in cash) have breathed life to a new company — Onduo — where the two equal partners will wage battle with a formidable enemy: diabetes.
That part — Google’s life science business and a well-known diabetes drug maker is collaborating to create a startup targeting type 2 diabetes patients initially — is clear.
However, what exactly the platform is and what products will emerge from this new company based in Cambridge, Massachusetts, is far from crystal clear.
Apparently even to the executives involved.
“The reality is that we don’t have a product to start with,” declared Joshua Riff, the CEO of Onduo, in a Google Hangouts interview from Germany, on Monday. “The exact product we don’t know what it is because we haven’t built it because we haven’t identified all the problems that we are trying to solve.”
That’s where the partnerships with Sutter Health in Northern California and Allegheny Health Network of western Pennsylvania come in. As Onduo builds modules that will ultimately be integrated into its platform, they can be tested for type 2 diabetes patients in a clinical care setting.
Pfizer has launched a new mobile app for patients suffering from depression that it hopes will enable them to take a more active role in managing their condition.
The firm wants its new Moodivator app to complement treatment and says it can do so in a simple and efficient way.
The free iPhone app allows patients to set goals, track their moods using a simple scale and share their progress with their care team.
It also includes information about one of Pfizer's prescription treatments for depression, but the company says the app is not intended to take the place of doctors' care or advice.
Successful business model innovation requires an understanding of how business models evolve.
Many attempts at business model innovation fail. To change that, executives need to understand how business models develop through predictable stages over time — and then apply that understanding to key decisions about new business models.
Understanding the interdependencies in a business model is important because those interdependencies grow and harden across time, creating another fundamental truth that is critical for leaders to understand: Business models by their very nature are designed not to change, and they become less flexible and more resistant to change as they develop over time. Leaders of the world’s best businesses should take special note, because the better your business model performs at its assigned task, the more interdependent and less capable of change it likely is. The strengthening of these interdependencies is not an intentional act by managers; rather, it comes from the emergence of processes that arise as the natural, collective response to recurrent activities. The longer a business unit exists, the more often it will confront similar problems and the more ingrained its approaches to solving those problems will become. We often refer to these ingrained approaches as a business’s “culture.”
La farmacéutica francesa y Alphabet, matriz del gigante de Internet, desarrollarán dispositivos y servicios para el control de la diabetes. La farmacéutica francesa Sanofi y Verily Life Sciences (antes Google Life Sciences), filial de Alphabet, han creado la sociedad conjunta Onduo para el desarrollo de soluciones que combinen dispositivos, medicina, software y otros servicios dirigidos a mejorar la calidad de vida de las personas con diabetes. Esta nueva sociedad, un ejemplo más de los lazos que están surgiendo entre los sectores farmacéutico y tecnológico en el área de salud, tiene previsto invertir 500 millones de dólares. Entre los productos a la venta figurarán dispositivos conectados como plumas de insulina y servicios online.
Digital technology has increased the pace of change in consumer and patient expectations, but most pharma and healthcare organisations haven’t moved quickly in response.
Consumers are taking control over their own healthcare and driving change, preferring a more convenient way to get medical services and access information.
According to Deloitte Consulting, healthcare and pharma marketers spent just $1.4bn on digital ads, a figure that lags marketers in other industries.
One of the consequences of this digital underinvestment is that this has created opportunities for third parties to become the go-to resources for consumers and physicians looking for healthcare information online.
Our new Embracing Digital Transformation in the Pharma and Healthcare sectors reportlooks at the opportunities and challenges faced by organisations looking to respond to competition, and the changing needs of their customers and the approaches they are taking.
The research is based on interviews with senior digital professionals across a range of pharmaceutical, biotech and consumer healthcare companies which included Alere Inc, Fermenta Biotech Limited, GSK Consumer Healthcare, MSD AP, Lenovo Health, Ogilvy Commonhealth Worldwide, Roche Products Limited and Takeda Pharmaceuticals.
It was also supplemented with data from our own research looking at digital trends for 2016 and beyond, along with third party research.
For more insight, Econsultancy subscribers can download the full report, but here are several key trends and insights emerging from the study.
The biggest challenge to treating patients with diabetes isn’t doling out medications, it's making sure that people control their habits. Poor diet and lack of exercise generally create complications with the disease. To combat the problems, researchers in the diabetes division of Sanofi US took an unusual step for Big Pharma: they went social, jumping into online networking with a Facebook page, Twitter presence, and eventually three different engagement platforms.
"Treatment is an important aspect to blood sugar management, but it isn’t the only aspect," says Laura Kolodjeski, Sanofi’s diabetes community manager, who has become the virtual face of the company. "There is a huge community of people already that live with diabetes and are connecting and sharing [online] to improve each other’s experience with the disease."
Sanofi now helps direct and police those interactions online. The company won’t release total visitor numbers, but it has about 4,000 followers on Facebook and another 4,000 on Twitter, all of whom are sharing links to broader content. And for better or worse that community is going to grow: About 8 percent of Americans or roughly 26 million people have diabetes, and the Centers for Disease Control predicts that as many as one third of us could have the disease by 2050.
But the social frontier is potentially prickly for Sanofi because the FDA has not yet written the rules about how pharmaceuticals are allowed to engage with potential customers and patients. The only guidelines came out in a December 2011 advisory statement declaring that while allowing virtual comments about things like off-label uses isn't technically illegal, it's shady territory; basically, pontificate at your own risk. "We are working on the area and it's something we feel is important but we don't have a specific timeline right now," says Ernest Voyard, senior regulatory council at the FDA's Office of Prescription Drug Promotion.
For Sanofi, drawing up their own social media strategy is also a defensive move: In 2010, the company's cancer division suffered a PR nightmare after a patient, who claimed to have experienced permanent hair loss from one of their treatment drugs, posted complaints and photos on that group's unmonitored Facebook page. John Mack, the editor of Pharma Marketing News, which tracks shifts in the pharmaceutical industry, says such hits are common anytime you try to pioneer a new space. "They've had some rough times, but they are learning a lot," he adds.We really allowed the community to help identify what might be useful to them and where they might go next
Mack considers Sanofi a leader in the category, especially compared with the offerings from other companies. Diabetes juggernaut Novo Nordisk sponsors IndyCar driver Charlie Kimball to tweet @racewithinsulin, including when he injects with their products. And Pfizer's ThinkScienceNow blog about developments and advances in research is wonky but not exactly customer friendly.
Sanofi has created a template they hope will eventually be deemed both acceptable to the FDA and cool for customers. The lessons they've learned in the last two years is a valuable addition to The Social Media Roadmap from our current issue.
When she took over as social media director, one of the first things Kolodjeski did was post a bio with a photo of herself online at DiscussDiabetes to show who was moderating. She also disclosed that she wasn’t diabetic. Why? To build trust, the kind community members might not have for a faceless company run by mostly non-diabetics. The message: "If Laura is going to work every day to solve [issues] on our behalf, then others must be doing the same," Kolodjeski says.
To explain their business interest, Kolodjeski also interviewed Dennis Urbaniak, the head of the company’s U.S. diabetes business unit to explain what he calls the "360-degree partner" principle—an effort to inspire others to talk more and tap into that as a focus group for new ideas.
LET USERS SHAPE EXPANSION
Sanofi launched their diabetes Facebook and Twitter handles in September 2010 mainly to offer news updates about the company and its offerings. On Facebook, any clinical questions were directed to a separate tab and often answered privately. On Twitter, medical concerns were covered via direct message. What was missing was a way to collect various poster’s lifestyle tips and inspirational messages all in one place. In January 2011, the company launched DiscussDiabetes to address that. They also run their own stories about successes, including highlights from A1C Champions, another company sponsored group of diabetics who have maintain the best or "A1C" target range of blood sugar levels.
By March of this year, the company took a look at the discussions that were being generated and realized that terms like A1C weren’t actually as universally understood as they once thought. To speed that learning curve, they launchedDiabetepedia, which provides both simple definitions and links to other sites showing how terms are actually used in other online conversations.
The final step: After noticing how activity at Diabetepedia was spiking, Sanofi launched another site collecting lots of the content they were already linking to all in one place. The DX, which launched at the end of May, hosts daily dispatches by both Kolodjeski and stable of already popular bloggers (none of whom are paid directly) that include everything from a diabetes related comic strip to mommy blogs for parents with diabetic kids. "We really allowed the community to help identify what might be useful to them and where they might go next," Kolodjeski says.
GIVE USERS EVEN MORE CONTROL
The medical glossary at Diabetepedia doesn’t just provide standard definitions to complex terminology, users are encouraged to submit their own entries, creating a sort of slang dictionary that makes complicated stuff more relatable to newcomers. For instance, glucoaster: that’s shorthand for "a rollercoaster of blood glucose levels, with blood sugar lows followed by blood sugar highs." User contributions have helped the database grow by 30 percent to include more than 150 terms, all of which make it easier to users themselves to better convey thoughts in future postings.
The company also considers each media outpost an exclusive "channel," which means there is lots of cross-posting of content from different platforms to make sure users who only tune into one place are being best served. "We certainly have people that overlap but for the most part people have selected which channel they feel represented by and communicate through," Kolodjeski says. But at each stop, the company still tries to crowdsource bigger ideas.
This year, they asked users to help set priorities for the company’s annual Data Design Diabetes Innovation Challenge, which asks individuals, businesses and non-profits to create new initiatives for using big data to help others struggling with the disease. To help brainstorm for that, Sanofi’s social media troop was given the chance to visit a competition homepage and answer questions about what aspects of life with the disease might be consistently overlooked or ignored. Their answers were used to shape a final guideline for contestants that solutions must address the overall wellness and family life of patients, not just symptom mediation. The winner: a program created by the n4a Diabetes Care Center that matches people with certain cost or risk profiles directly to the services they might need to slow the progression or expense of the disease. Mood problems can be addressed by better disease management, hopefully cutting into the 18 percent of all diabetics who require hospitalization each year.
After realizing just how open users are to sharing and connecting, Sanofi also launched their own new product, the iBGStar, a personal blood glucose monitor that plugs directly into an iPhone or iPod Touch with an app that saves data and maps correlations between blood sugar levels and meal times, carb and sugar intake, and physical activity. Users can share results with their family or email them to health care providers. But the product, which hit the market in May 2012, wasn’t just inspired by early community actions; ensuing reviews and comments in their own forums will help refine future updates. "It’s a big hit with the online community," Kolodjeski says. "It’s also given us a great opportunity to prove back to them that if we hear someone comment about something, we have the ability to engage in a public manner."
Correction: An earlier version of this article said that iBGStar came on the market in 2011, it was released in May 2012.
Researchers have enrolled 2,000 people with metastatic breast cancer in 7 months using a social media-enabled, direct-to-patient model of recruiting. The study is using social media and blogs to drive patients to a website where they can consent to share medical records and genomic data with the researchers.
A team from the Broad Institute and the Dana-Farber Cancer Institute set up the study to address the lack of genomic data from the tumors of patients with metastatic breast cancer. This situation is a consequence of many breast cancer patients being treated in community care settings. Faced with this shortfall in knowledge, the researchers designed a study that allows patients to consent to share parts of their tumor biopsies, medical records and saliva samples using at-home spit kits.
The design of the data-gathering elements of the trial free participants from the need to visit a study site. This makes it easier for the researchers to enroll subjects, but only if they can contact patients and persuade them of the value of participating. Like Pfizer ($PFE) before it, the Broad/Dana-Farber team has used social media to enroll subjects in its virtual trial. But, while the approach proved to be flawed for Pfizer’s trial, the strategy pursued by Broad and Dana-Farber is working for its study.
With enrollment topping 1,200 in three months and 2,000 in 7 months, the trial has turned heads. “[This is] incredibly, incredibly rapid enrollment,” Dr. Sumanta Pal, a medical oncologist at City of Hope, said in a statement. Pal, who is not involved in the study, thinks the trial represents a proof of concept for the direct-to-patient approach. “If this paradigm continues to enjoy the success it has thus far, the patient-driven model is something we can implement across disease types,” he said.
Pal’s statement is very different in tone than those made at the end of the Pfizer study, which was axed early because of slow enrollment. Yet the divergence in performance is not primarily to do with the social media aspects of the trials. Pfizer was successful at getting people to its website--perhaps in part because of the high profile of the study--but large numbers of potential participants dropped out at each step of the filtering process.
More than 20,000 people viewed Pfizer’s study introduction website, 1,519 met the inclusion/exclusion criteria but ultimately 8 patients were randomized. The Broad-Dana-Farber team is yet to share a breakdown of numbers for its enrollment funnel, but a lower dropout rate would be unsurprising. Pfizer’s virtual trial was a randomized, placebo-controlled, Phase IV study. The Broad/Dana-Farber effort is a simpler, data-gathering project that asks less of its participants.