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How to improve patient outcomes with digital health  #hcsmeufr #esante #digitalhealth


Digital health solutions that work in the real world must also be designed to effectively support the patient’s tasks and goals, while being engaging to use. In other words, they need to be built with patients, not for them, say Alex Butler and Gavin Birchnall.
Florian Morandeau's curator insight, May 15, 6:07 AM

Managing disease and improving outcomes for patients using digital health.

Essais de #médicaments : les modèles informatiques plus prédictifs que les expérimentations animales ? #hcsmeufr #Esante 


On le sait, la mise sur le marché d'un nouveau médicament passe par de longs essais, d'abord sur l'animal, puis sur l'homme, afin de vérifier son efficacité thérapeutique et déceler d'éventuels effets indésirables. Mais ces essais sur l'animal, outre le fait qu'ils rencontrent une opposition d'ordre éthique de plus en plus grande de la part de l'opinion publique, restent souvent insuffisants pour comprendre tous les effets d'une nouvelle substance car l'organisme humain, très complexe, ne réagit pas toujours comme celui d'un rat de laboratoire
GIE_GERS's curator insight, May 15, 5:10 PM

On le sait, la mise sur le marché d'un nouveau médicament passe par de longs essais, d'abord sur l'animal, puis sur l'homme, afin de vérifier son efficacité thérapeutique et déceler d'éventuels effets indésirables. Mais ces essais sur l'animal, outre le fait qu'ils rencontrent une opposition d'ordre éthique de plus en plus grande de la part de l'opinion publique, restent souvent insuffisants pour comprendre tous les effets d'une nouvelle substance car l'organisme humain, très complexe, ne réagit pas toujours comme celui d'un rat de laboratoire

Transformation numérique des entreprises: les managers et les équipes aux commandes ! –


Dans le monde professionnel, il existe un véritable retard d’adaptation.
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What is the real value of digital #pharma marketing?  #hcsmeufr #esante #digitalhealth


This position paper focuses on the evolution of pharma marketing in the context of the expansion of digital channels
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Significant social media trends for 2018 for #Pharma  #hcsmeufr #esante #digitalhealth


Social Media is the most dynamic digital marketing channel that keeps evolving on macro and micro levels. Be it the advent of AR/VR or data security on Faceboo…
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Voluntis et Roche réinventent l'accompagnement des patients atteints de cancer grâce aux solutions digitales  #hcsmeufr #esante 


Voluntis et Roche réinventent l'accompagnement des patients atteints de cancer grâce aux solutions digitales D’importantes étapes ont été franchies dans la mise au point de ZEMY, solution compagnon digitale développée depuis 2015 par Roche Pharma France en partenariat avec Voluntis afin d’améliorer l’accompagnement des patientes atteintes de cancer du sein. 

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Pharma Social Media Best Practices: Reaching Out Within Regulatory Restrictions  #hcsmeufr #esante #digitalhealth


Not so long ago, pharmaceutical companies would shy away from social media. As a regulated industry, it wasn’t surprising that pharma might want to avoid the regulatory and reputation risks that come along with the open, generally unmoderated, exchanges on social media.

But these days that’s changed. Pharma can be seen Facebooking and Tweeting along with the rest of the healthcare industry. What happened? Do the benefits of social media now outweigh the risks for pharma? Has pharma found a way to engage in the uncontrolled environment of social media and stay out of trouble with regulators?

Let’s take a look.


Social Media: What’s Changed for Pharma?

Social media has become part of everyday life for the vast majority of people. This includes pharma’s customers: patients, their caregivers, and healthcare providers. By making it easy to find and access health information, social media has given patients and their caregivers additional avenues for managing their health concerns. Healthcare providers also find value in social media through collaboration with peers and patient groups.

Pew Research Center reports that among internet users:

  • 80% have searched online for health information, including info on diseases and treatments
  • 24% have consulted online reviews of particular drugs and treatments
  • 25% have watched an online video about health or a medical issue

Patients, their caregivers, and healthcare providers all look to social media for information and support. PWC Health Research Institute reports that among survey respondents:

  • 34% say that info they found on social media would affect their taking certain medications
  • 40% say that info found on social media would affect how they coped with a chronic illness or their approach to diet and exercise

Patients, caregivers, and healthcare providers all turn to social media for health information that helps them understand and address their health concerns. – Source


Despite regulatory concerns and risks to company reputation, pharma has come to realize that social media provides a way to reach more people, raise brand awareness, and discover what people really want from them. In fact, because of how other industries engage with their customers via social media, pharma now recognizes that people expect to reach every company and their customer service department (pharma included) via Twitter.

With this evolution in social media’s role, pharma has found that staying on the sidelines presents its own set of risks.


Pharma’s Social Media Landscape

While pharma’s overall engagement is growing on social media, when looking at individual pharmaceutical companies, you will see differing approaches and levels of engagement. This makes it hard to characterize pharma’s social media activity in a single, ubiquitous manner.

As pharma’s social media participation has become established, pharma continues to see its following grow. – Source


In its 2018 Social Check-up on pharma, Ogilvy CommonHealth reports that while pharma companies are posting less frequently to social media, their audiences on various platforms are still growing.

Unmetric undertook the project of tracking and analyzing pharma’s activity on social media. For the five years leading up through 2016, Unmetric tracked and analyzed the social media activity of these 16 pharma brands: Abbott, Abbvie, Allergan, AstraZeneca, Bayer, Boehringer Ingelheim, Bristol-Myers Squibb, Eli Lilly & Company, GSK, Johnson & Johnson, Merck, Novartis, Novo Nordisk, Pfizer, Roche, and Sanofi.

Unmetric found a couple of characteristics unique to pharma:

Pharma is picky about which social media platforms it uses.

Pharmaceutical companies don’t automatically establish a presence on every major social media platform available. – Source


Pharma’s activity was tracked on Twitter, LinkedIn, Facebook, YouTube, Pinterest, and Instagram.

When it comes to social media, pharmaceutical companies don’t automatically establish a presence on every major social media platform. On average, pharma is active on five out of the six major social media platforms tracked.

Being present on Twitter and LinkedIn was most common. Facebook and YouTube were next most common. Pinterest and Instagram were least common with less than half of pharmaceutical companies establishing a presence there.

Pharma is selective about the type of information it shares on social media.

Pharma limits and silos the information it shares on social media. – Source


Unmetric identified four categories of topics commonly discussed by pharma on social media:

  • Corporate social profiles
  • Careers in pharma
  • OTC brand profiles
  • Branded community properties

Each of these topics tend to be contained in their individual silo. For example, nearly every company shares corporate profile information on social media. But, recruiting and human resources (i.e., careers in pharma) are generally handled by a separate social media account and/or on a separate social media platform, most likely LinkedIn.

None of the pharmaceutical companies profiled by Unmetric publish information in all four silos, reflecting how pharma picks and chooses among topics discussed in social media.

Unmetric attributes this siloing of topics and the limited company participation to pharma’s regulatory environment.


Pharma’s Regulatory Environment

Pharmaceutical companies operate in a complex regulatory environment. These companies are monitored by, and answer to, multiple federal agencies for a variety issues.

The Federal Drug Administration (FDA) regulates the availability and safety of drugs (both prescription and OTC) and medical devices, making every pharmaceutical company subject to its regulation and oversight.

In social media. the FDA is particularly concerned about adverse events and off-label use. Pharmaceutical companies are required to report any adverse events that come to their attention to the FDA. As for off-label use, pharma is prohibited from endorsing or encouraging any suggestion or advice given to use a drug in a manner other than what it was formally approved for by the FDA.

Pharma is also concerned about regulations related to HIPAA, or the Health Insurance Portability and Affordability Act. Administered by the Department of Health and Human Services’ (HHS) Office of Civil Rights (OCR), HIPAA enforces the privacy rights of individuals when it comes to their protected health information. The primary aim of HIPAA is to keep personally identifiable health information secure.

Pharma companies themselves are not listed among the groups HIPAA applies to (i.e., health plans, healthcare clearinghouses, and healthcare providers that conduct healthcare transactions electronically). Yet out of an abundance of caution, pharma operates on social media within HIPAA constraints.


Pharma bears some responsibility to make sure any influencers they engage makes the required FTC-mandated disclosures. – Source


Pharma is also subject to the same FTC guidelines for influencers and marketers as with any other industry. Ads and endorsements must be clearly identified. Relationships with influencers that include any exchange of value, monetary or otherwise, must be disclosed. Pharma bears the responsibility to make sure these requirements are met in all their social media campaigns.


Social Media Best Practices Within a Regulatory Environment

As a heavily regulated industry, pharma faces a couple of particular challenges when engaging in social media. Beyond the risks to their company’s reputation inherent in unmoderated social media, pharma must also manage the risk of regulatory violations. Both risks can be costly and disruptive to the company.

But, there are a few things pharmaceutical companies can do to address these risks.

Involve the company’s regulatory department in managing social media.

Do this up front, and not when a social media or regulatory crisis erupts.

The specialized knowledge the regulatory department brings to social media management is invaluable.

The regulatory department can untangle what is actually required from what is perceived as required. By providing operational guidelines and staff training, the regulatory department enables those producing social media content or managing the company’s social media accounts to do their job with confidence. When the inevitable social media crisis does erupt, the regulatory department can provide informed guidance on how to best respond to regulators.

By partnering with regulatory, many of the risks associated with social media can be mitigated – if not completely eliminated.


Strategize your approach to various topic types.

Do this up front, and again, not in the middle of a social media crisis.

Klick Health identifies 14 key topic types, what it calls “important buckets,” that pharma companies should be prepared to address in social media.

They are:

  • Positive health story
  • Negative health story
  • Financial information
  • Requests for more information
  • Adverse Events and product complaints
  • Response to suicide and suicidal posts
  • Positive page comments
  • Negative page comments
  • Treatment questions and comments
  • Alternative treatments
  • Mention of any branded product
  • Derogatory language
  • Offensive language
  • Threats

Being prepared to respond to potentially difficult topics on social media can help manage the risks. – Source


Strategizing how to respond in advance enables those managing the company’s social media accounts to respond more quickly and with greater assurance of minimizing the risks of missteps that will further damage the company’s reputation or regulatory standing.

Really listen to what social media is saying to pharma.

Social listening is a valuable tool. It allows companies to tap into the insights and desires of their customers. For pharma this means investigating the mindset of patients, their caregivers, and healthcare professionals.

Beyond finding fans and monitoring their reputations, pharmaceutical companies can also uncover potential social media risks early on and avoid being blindsided by a crisis.


Social Media Engagement in a Regulated Environment Can Be Managed

As pharma continues to engage in social media, it will reap the benefits that come from having a direct connection with its customers. Social media allows pharma to tap into its customers’ insights and desires, potentially influencing pharma’s future business direction.

Being in a regulated industry, however, does add more complexity to managing social media engagement for pharma. But this complexity can be properly managed, and the risks minimized with upfront planning and strategizing that is informed by regulatory knowledge.

How are you navigating the regulatory system with your current social media strategy?

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2017 une excellente année pour les big pharma et leurs actionnaires –  #hcsmeufr #esante


Entre 2016 et 2021, la croissance du marché mondial du médicament sera comprise entre 3 et 6 % selon les pays et les régions du monde. Alors qu’il y a 11 ans, les ventes mondiales de produits pharm…
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Les patients revalorisent la réputation de la Pharma –  #hcsmeufr #esante 


La société anglaise d’études Patient View a publié son panorama de la réputation des firmes pharmaceutiques telle que l’analysent et l‘estiment les associations de patients de 95 pays. En 2017, la …
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Medical affairs: Key imperatives for engaging and educating physicians in a digital world #hcsmeufr #esante #digitalhealth


As the trend toward medical affairs (MA) becomes an even more significant part of biopharmaceutical companies, MA teams have emerged as key players not only in advancing the success of their companies, but also in helping to improve patient outcomes. Underpinning this role is their ability to engage customers—especially physicians—effectively via digital channels.

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Traditionally, however, MA teams have relied heavily on face-to-face interactions to fulfill their brief. Today, though, physicians are willing to invest less time in meeting people in person to obtain information, so the MA role is challenging as digital begins to transform the way teams engage customers. MA leaders are rethinking how they operate in an increasingly digital world driven by the following signs of the growth in digital in healthcare.

  • How physicians are consuming medical content is evolving. As physicians have become digital consumers in their everyday lives, they are also changing the way they consume medical information in their professional lives and embracing the convenience of digital channels that provide content on demand.
  • There is an increasing need for education and high-quality information, given the proliferation of specialty and more complex medicine. Moreover, there are escalating external demands to demonstrate the additive value of therapies, along with increasingly stringent requirements related to transparency and compliance. These requirements stem from a variety of sources, including legislation targeting the transfer of value, such as the European Federation of Pharmaceutical Industries and Associations (EFPIA) code and the Sunshine Act in the United States, which requires disclosure to the Centers for Medicare and Medicaid Services (CMS) of any payments or other transfers of value made to physicians or teaching hospitals.
  • Opportunities for using digital and delivering content are multiplying with the availability of more sophisticated electronic channels and the advent of new technologies such as virtual reality. At the same time, the emergence of miniaturized devices and sensors, which enable collection of granular real-world patient data that can be integrated using analytics platforms, now affords greater transparency regarding product effects and their use.

Physicians’ use of digital content for discussion, research, and collaboration continues to grow: nine out of ten physicians believe their time spent on digital for professional purposes will grow in the next year.1Today, physicians globally spend at least 1.5 hours online per day conducting research, with at least half of that on social media. We found that 72 percent of doctors believe that social media channels improve the quality of patient care and more than 30 percent use them for professional purposes, often preferring open forums to physician-only online communities. For example, in the neurological disease space, physicians who used SERMO—a social network for physicians to collaborate and share ideas—were 53 percent happier with the job they do. Meanwhile, 38 percent of physicians who do not currently use social media believe they will use it for professional purposes in the next two years. Doctors’ reasons for using various channels are even more fascinating. Today, physicians seek digital journals and publications to understand disease mechanisms and learn about new therapies; however, 61 percent of those using social media consider it an equally or more effective way to obtain answers to specific case-related questions or concerns.

Patients have long gravitated to digital with 90 million patients discussing health topics online. In the United States, 80 percent of patients carry out online research prior to a consultation, and four out of five patients would share their data to receive better care.2Interestingly, however, despite the emergence of digital for both patients and physicians, physicians do not always understand the role and importance that digital resources play for their patients (Exhibit 1).

Exhibit 1

Meanwhile, physicians’ expectations for the quality of engagements continue to grow exponentially: 81 percent of physicians are dissatisfied with their interactions with biopharmaceutical companies, and over 40 percent no longer perceive a “need” for medical support from pharma. Driving this dissatisfaction is a perceived lack of personalized, relevant content (28 percent) and appropriate communication channels (17 percent), as Exhibit 2 indicates. This disruption has been caused, in part, by global advances in data availability and enhanced analytics capabilities, which have enabled companies across all industries to create personalized experiences. Indeed, there is a gap opening up in relation to the use of analytics to improve physician satisfaction between research and knowledge vendors on the one hand and biopharmaceutical companies’ medical affairs organizations on the other; this will continue to commoditize what MA groups traditionally have provided, and apply pressure to use advanced analytics to be more effective in their engagement.

Exhibit 2

Despite these clear trends—and continuing discussion of how digital will transform the customer engagement model along with medical affairs’ contribution to it—adoption has been slow, and its impact remains unclear. In fact, McKinsey research exploring adoption of digital by medical affairs teams at biopharmaceutical companies found that:

  • 50 percent of biopharmaceutical companies view their digital strategy as “conservative”—that is, preferring face-to-face interaction with limited deployment of new technologies.
  • 40 percent support the “status quo”—that is, equipping medical science liaisons (MSLs) in the field with basic tablet technology, building customer tools, and slowly moving to virtual formats.
  • Only 10 percent of pharmacos report that they are “investors” in digital for MA—that is, supporting tools that enable real-time exchange between corporate headquarters and field medical or facilitating immediate access to information for MSLs and opinion leader physicians, and moving relationships into virtual formats.

While opaque compliance regulations may account for some of this caution, other causes include the investment required to update technology infrastructure, as well as a widespread MA mind-set that views digital as a “nice to have” rather than critical, in order to support isolated initiatives.

The current rate of adoption is reflected in digital’s limited impact, with many physicians dissatisfied with the current state of affairs. McKinsey research among physicians found that two-thirds of medical professionals complain they are bombarded with generic digital content and are seeking more personalized, tailored, and user-friendly information (for example, short videos). At the same time, there is an expectation that MA teams can do more to provide unbiased digital content.

These perceptions and unfulfilled needs raise a critical question for medical affairs: how should teams deploy digital technologies in their customer engagement model to help physicians and improve patient outcomes? Like all of us, doctors use digital as part of their daily lives, yet dedicated biopharmaceutical digital platforms have tended to fall flat in the eyes of physicians. In practical terms there is trade-off between building the perfect tool and making use of what exists or, indeed, small investments focused on actually making physicians’ professional lives easier. For instance, digital MSLs were tried a couple of years ago but largely dropped because they weren’t busy enough and there were over concerns around regulatory guidance—the consequence is that this has made medical leaders reluctant to act. Accordingly, it is clear that there is an opportunity to evolve the traditional physician engagement model to provide the right digital content—data or insights—to physicians, either directly through owned, proprietary channels, or through third-party channels, which fit in providers’ workflow. What is less clear is the path to achieving a digital medical affairs model. A switch to a test-and-learn mindset would enable medical leaders to try out and learn from digital approaches to customer engagement, to identify the next generation of digital field medical teams.

This article proposes the stepping stones along such a path. We identify five imperatives that can help the medical affairs function to master customer engagement in a digital world.

1. Start with your customer

Every digital engagement design has to start with the customer at the center, while clearly making a link back to the product or disease area. Medical affairs teams are well positioned for this role with their detailed understanding of customers—physicians and patients—as well as the product. Such deep understanding of the customer allows MA teams to uncover insights that enhance product strategy, which can then be implemented by the commercial and medical affairs functions. Accordingly, companies should seek to develop clear processes that enable MA teams to maximize the benefits of their privileged position vis-à-vis physicians by uncovering and feeding back insights that shape commercial strategy to ensure it meets the needs of customers.

In this context, medical affairs teams need to develop a profound understanding of physician journeys in both quantitative and qualitative terms; general journey descriptions are useful but deeper understanding of individual journeys is even more useful. Combining the two (we call this “quantified experience design”) can bring granular understanding of how physicians spend their day. This includes identifying when, how, and through which channels they consume medical information; how they interact with other stakeholders; and when they engage with biopharmaceutical companies.

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Quantitatively, this can be achieved primarily by mapping the physician journey. To do this, we need to identify physician segments—machine learning being the most sophisticated way to achieve this—and link them to customer relationship management (CRM) data as well as other datasets to understand the core drivers of satisfaction. Each physician experiences two journeys: 1) the patient-encounter journey; and 2) the knowledge-accumulation journey. It is important to note that the various steps on the journey vary in their significance to different physician segments (Exhibit 3). Appreciating this is the first “step” toward understanding how best to satisfy the physician’s requirements.

Exhibit 3

Collaborative platform phactMI aggregates information to speed responses to healthcare professionals (HCPs)


To really get “under the skin” of why these steps contribute so much to satisfaction, we need to understand both the rational and emotional aspects of every stakeholder journey. These can only be revealed through deep immersion in the stakeholder experience. We can then seek to uncover unmet needs or identify “micro moments” during which there are opportunities to add value—so-called “moments of truth.” Our research has shown that the current medical information world is fragmented and that physicians prefer to have a single source of information, which they can use when they need to make quick queries; for example, platforms like UpToDate are fairly handy for rapid information search. PhactMI, a collaboration of biopharmaceutical company medical information (MI) departments dedicated to supporting physicians in their commitment to provide quality patient care, is an important first step toward providing a comprehensive online information source—see sidebar “Collaborative platform phactMI aggregates information to speed responses to healthcare professionals.” Beyond this, physicians still rely largely on web searches and scientific publications, but acknowledge that information could be presented in a more engaging way such as short videos on personalized, modern platforms.

2. Develop a winning digital channel strategy, not a series of ‘one-off’ efforts

Armed with a deep understanding of its customers, as well their own team’s position and capabilities, medical affairs organizations can then develop a winning engagement strategy for the digital world. This needs to be comprehensive and well coordinated—encompassing both digital and face-to-face channels when needed as part of an integrated strategy—rather than a collection of projects in isolation. One fundamental issue concerns which digital channels MA wants to own and which third-party channels could be used to build a presence where stakeholders already congregate. For example, forums where companies cannot control the content would require an effective partnership strategy. Other considerations include:

  • How do you make content personal? Simply adding more “digital noise” to the already fragmented medical information/education system will neither help differentiate companies nor make information more visible.
  • For owned channels, content needs to be “sticky,” which means producing content in compelling formats such as physician preferred short three-minute videos or advanced user-centric designs for digital channels and tools, including a simple but engaging interface and the ability to personalize content.

Clarifying these strategic goals and delivering a memorable customer experience, often by doing relatively simple things to achieve those goals, will enable MA to become leaders in digitally engaging physicians—much like companies from other sectors such as consumer goods or personal technology that have been able to achieve success with their customers.

3. Build a content-development engine that continuously delivers fresh insights

A common pitfall for medical affairs is that there is too much focus on channels and too little focus on content strategy—content must be the cornerstone of every digital strategy with digital channels being the enabling tool. Moreover, content should clearly be high quality and unbiased, because these characteristics drive trust and adoption. Too often, biopharmaceutical companies publish generic content from common vendors, a policy that does not allow them to differentiate themselves. This leaves users dissatisfied and needing to look elsewhere for answers to their questions.

Furthermore, the status quo is now to offer curated content. With many of the digital sources that physicians are now using—whether for generic news or medical information—the content is tailored to their needs. However, the digital content offered by medical affairs is often lagging. When presented correctly, digital engagement can be more effective than traditional print media. Consider how major newspapers such as the New York Times have gained over 60 percent more digital readers in their website this year and are on track to double digital revenue from 2014 to 2020.3The digital channel can be powerful, because it can be personalized in real time: the right message at the right time, based on physician patterns. This offers a perfectly tailored sequence of information, in sharp contrast to today’s status quo—preparing material in advance and hoping it is the right content, in the right order.

Channels are important, of course, and the right content needs to be strategically placed throughout the year using the right channels, while taking into consideration factors such as information from medical conferences and journals. Having a high-velocity, disciplined content development process is critical, and this requires MA to make intelligent choices about sourcing and packaging of content. Tailored content can become very expensive, very quickly, so repurposing internal content or being creative about content sourcing (for instance, crowdsourcing of content through online medical community platforms) would be a smart approach. Overall, tailoring communications and content to the different physician segments (for example, opinion shapers, versus rising starts, versus general practitioners) is the key to effective engagement. These groups will likely require different types of content, level of detail, and sophistication to find the output appealing.

4. Measure, measure, measure

Inferior and poorly targeted content does not engage the user and is ultimately wasted. So how do you know if your strategy is delivering the expected impact? Analytics is the answer—for example, linking CRM data on engagement and outputs with data on patient outcomes derived from electronic medical records. The ability to capture and interpret a variety of metrics is a prerequisite to both setting an initial digital strategy and adapting it in real time. Capturing the value of digital content to your stakeholders, and thus to your company, can be achieved using a variety of approaches.

  • Generating user insights—The capacity to personalize platforms depends upon the ability to collect user experience information (in a manner that complies with privacy laws and terms of use) about how physicians engage with digital platforms and their content. Analyzing individual stakeholder patterns uncovers their preferences and enables content providers to make adjustments to best serve individual users as well as enhance overall digital strategy. Every digital interaction generates data that can be used to derive insight. Machine learning can be used to determine the perfect content pattern in order to answer questions such as “What does my physician want to discuss?” or “What is the most effective way to discuss it?”. Natural language processing can be used to understand the most frequent things physicians are emailing and calling about. The feedback can then be used in the deployment of teams and content creation.
  • Measuring impact—MA teams must also capture clear operational and impact metrics related to their digital offerings. Continuous measurement of operational usage includes number of visits and downloads, as well as time spent per page. Quality metrics such as content quality rating and usability ratings also provide valuable feedback. Best-practice companies would go further and look at the role digital engagement has on other channels in order to determine the downstream call rate, the repeat visit rate, and how sessions change from one to another.

    Finally, impact metrics such as sentiment and recommendation scores can provide insight into whether the content actually improved clinical practices or patient outcomes. Identifying a range of metrics to capture and monitor will help MA teams determine whether their strategy is achieving its goals, and also whether the digital channel mix is optimal for those goals. Our observation is that very few biopharmaceutical companies continuously measure and optimize operational metrics such as visits, conversion rates, and time spent. All three of these metrics are needed in order to optimize digital engagement.

  • Integrate measurements into a 360-degree feedback loop—Even with measurement, many organizations fall short in their ability to bring the results back in, and “course correct.” This can be achieved by establishing a “360-degree command center,” a dedicated set of one or two teams who are reviewing the results globally and ensuring that the key findings are integrated into future strategy. This acts as a “SWAT team” to identify root causes of issues and key drivers of performance, with a mandate to guide local medical teams accordingly, based on global insights. Taking this a step further, firms could consider augmenting the command center with technical integration application programming interfaces (APIs) that ensure there is a feedback loop for digital channels.

5. Deploy digital to become more agile in anticipating and responding to needs

Inevitably, however, organizations can spend too long developing and testing, rather than just implementing. Overall, we require a change in mind-set: we need to try out new ideas and keep learning rather than looking for the “perfect” solution, which can take so long to develop that it’s no longer perfect—just a significant investment. Organizational agility takes many forms and can be enhanced both through the structure and culture of the organization as well as the tools and systems deployed. A successful digital culture inevitably includes early iterative testing of offerings with stakeholders. The mindset required is: “Don’t let perfection be the enemy of the good.” Instead of requiring a perfect platform, agile teams will launch a prototype that can be continuously tested and refined through user feedback. This approach requires a mind-set shift for most MA teams: a “test, learn, and can do” attitude stands in direct contrast to traditional processes, which are heavy on committee consensus and long proposals. This fresh way of working is critical to developing a compelling digital experience.

Biopharma FrontiersRead the collection

In terms of tools and systems, one way to transform stakeholder engagement is to empower MA and MSLs with a physician “next-best-action” recommendation system. The veracity of data and effectiveness of machine learning can further empower medical affairs, whereby the insight generated can be integrated into a next-best-action system—a common practice in mature industries such as banking. Such analytically enabled next-best-action systems can transform the current outdated engagement model into one that is proactive by helping to prioritize visits for known opinion leaders and responding to proactive outreach.

Addressing common questions can create exponential value. Which physicians should we communicate with, and with what frequency? What is the best channel for the communication: is it face-to-face, email, video chat? What topic should be discussed, and explicitly how? What are the current specific pain points for my physician and how do I address them? All of these questions can be answered with machine learning, predicted in real time, for each physician to guide their engagement. MSLs could rely on daily use of the recommendation system as a new “brain companion” designed to help increase the effectiveness of the field medical team and, importantly, the satisfaction of the physicians they engage.

Another important element is forward-looking agility. Medical affairs’ digital strategies are often largely reactive, based upon current physician preferences and stated interests, and addressing current sources of medical information, education, and engagement. However, while satisfying current user needs is obviously necessary, it is equally important to identify developing demand trends such as the desire to use patient-focused big-data analytics as well as new sources of medical content such as virtual reality for surgeries. Just as Uber has transformed the for-hire transport business by having private persons deploy their underutilized vehicles, we can imagine something similar emerging in the healthcare sector with the use of big data to profile patients, improve clinical decision making, and enhance medical information distribution and education.

These five imperatives can guide medical affairs toward achieving digital mastery. It should be noted that digital capabilities are also needed elsewhere in the organization, and would be difficult for MA to develop them in isolation. The medical affairs organization should work hand in hand with commercial to redesign the go-to-market model to integrate digital and nondigital channels more effectively. Furthermore, they should consider digitization to improve major multi-step, time-critical processes such as material review, knowledge management, grant management, and digital knowledge management tools.

A winning digital strategy means taking a wider industry perspective. Medical affairs teams can and should find ways to collaborate with MA teams within other companies. Platforms can originate with specific biopharmaceutical companies and potentially evolve to become cross-industry platforms. At the same time, medical affairs organizations should be specific with regulatory bodies about what they are trying to achieve—in this way they can work to redefine compliance rules for the digital age.

Without a digital refresh, biopharmaceutical companies remain at a disadvantage and risk being disintermediated by new market entrants as the preferred source of healthcare information. New rules of engagement designed specifically for the digital world will spark innovation within MA to facilitate delivery of the tailored and unbiased content that physicians and other stakeholders are now demanding to help them improve patient outcomes.

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Drug pipeline: 1Q18


Box 1: Historic US regulatory approvals by drug class


Approvals were down last quarter. Vertex (Cambridge, MA, USA) got a green light for its small-molecule combination to combat cystic fibrosis; Theratechnologies (Montreal, Quebec, Canada) and Sun Pharmaceuticals (Mumbai, India) received registrations for monoclonal antibodies (mAbs) to treat HIV and psoriasis, respectively. A gene therapy suffered a clinical setback in Duchenne muscular dystrophy. Decisions await several new therapeutic modalities, including short-interfering RNA (siRNA) and ASO therapies against transthyretin-related (TTR)-hereditary amyloidosis; an antibody–drug conjugate for hairy cell leukemia, a nanobody against thrombotic thrombocytopenic purpura and the first new anti-malarial in 60 years.

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Les laboratoires pharmaceutiques entament un bras de fer contre Trump 


Le président des Etats-Unis compte faire baisser les prix des médicaments et les rendre plus accessibles aux Américains. De leur côté, les... - L'Usine Santé
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Can the healthcare industry really expect to drive patient engagement?  #hcsmeufr #esante #digitalhealth


Increasing patient engagement as a tool for improving care and outcomes has been a tough code to crack for the healthcare industry. This is particularly true in comparison to the consumer engagement models adopted by companies such as Facebook, Amazon, and Netflix.
“It's unclear whether or not we'll ever achieve comparable levels of success,” said Paul LeVine, VP for analytic services for TrialCard, speaking at the Formulary, Copay and Access Summit in San Francisco April 11-12. During his presentation, “If patient engagement is the holy grail we all seek, what does it really provide us?,” he urged the time has come to adjust expectations and design targeted, timely, and simple interventions to address the inherent barriers to patient engagement.
“It is not necessarily a reasonable comparison to say we should be as good as Facebook,” LeVine explained. “We are never going to get that. If we can adjust our expectations, be smart, and design the kind of targeted approaches that play to our strengths and where the patient needs it the most, we are probably going to be better off.”
LeVine opened his presentation with a quote from Health Affairs that defines patient engagement: “Engagement generally captures the notion that patients are involved in the process of their care — actively processing information, deciding how best to fit care into their lives, and acting on their decisions.”
However, there is no universally agreed upon definition of patient engagement, which may be part of the challenge facing the healthcare sector. IBM cites 22 different reasons that compel patients to engage. These include health conditions, health cost planning, accessibility and availability, medical management, and social interaction. Athenahealth offers a more streamlined perspective: “Patient engagement is active collaboration between patients and providers.”
There is evidence the use of portals is increasing, LeVine noted. 
74% of patients are able to pay their bills through portals, compared to only 56% in 2013
45% of patients scheduled appointments through portals, compared to 31% in 2013
44% of patients now refill their prescriptions through portals, compared to only 30% in 2013
63% of patients communicate with providers through portals, compared with 55% in 2014
37% of portals provide patient-generated health data, versus 14% in 2013 
While the portal adoption rate is increasing, it is only when one compares it to engagement statistics from consumer platforms such as Facebook, Netflix, and Amazon that the disparity becomes clear. For example:
67% of Facebook users check the social media platform at least once daily (Statista, 2017)
23% of Netflix users stream something every day (Leichtman, 2017)
35% of Amazon Prime users shop on the site every week (Walker Sands, 2016)
“Those are some real engagement numbers,” said LeVine. “There are major issues to explore there.”
Patient versus consumer engagement


Patient engagement differs significantly from consumer engagement. One dilemma facing the healthcare industry is that patients' engagement is episodic by nature, noted LeVine. The consulting firm Deloitte identifies this in its 2015 consumer engagement report: Patients newly diagnosed are ravenous about finding out information about their condition, but that interest tails off once they are better educated. Similarly, functions such as choosing a PCP or a health plan – typical measures of engagement – are usually sporadic, rather than consistent ones.    
There are other hurdles to strong patient engagement, too. “Patients don't necessarily want to be reminded about their health condition. A lot of people want to push it away for a while and not be engaged,” explained LeVine.
Also, healthcare providers and payers have to be mindful of the unintentional impediments they put in the way of engaging with patients. LeVine cited a case in which a woman was listed as a having a high-risk pregnancy. She became “the designated high-risk pregnancy lady,” and every time she checked her portal those are the first words she would see. This type of labeling can be a strong deterrent to an individual's engagement with a payer's or provider's portal. 
The overarching question LeVine posed is, “Should we hold patient engagement to the same standard we use for consumer engagement?”
Despite some interesting outliers, there's generally strong support for promoting engagement. According to Health Affairs, patient engagement is one strategy to achieve the "triple aim" of improved health outcomes, better patient care, and lower costs.
In a study conducted by Judith Hibbard at the University of Oregon, patients with the lowest activation scores — those who had few skills and the lowest rate of confidence in actively engaging in their own care — incurred costs of up to 21% higher than patients with the highest activation levels.
“Given its inherent limitations, what would we consider ideal attributes of a ‘patient engagement' intervention?” LeVine asked.
He described a case study that looked into the inadequate use of co-pay cards and adherence. Conducted in 2016, the program used email and telephone interventions to re-engage diabetes patients. Using its QuickPath information platform, which connects HCPs, pharmacists, and payers with the patient through a variety of means, including smartphones, wearables, text, EHRs, and eWallet platforms, TrialCard was able to significantly improve the percentage of patients activating and using a co-pay card, from 19% to 34.5%.
Yet despite those improvements, LeVine believes more can be done. “We're still not reaching enough patients because our methods aren't fully aligned with the reasons for their lack of engagement,” he explained.
So how can payers and providers promote higher levels of activation from patients? LeVine pointed to the model used by the entertainment industry. For example, Netflix, he noted, has been highly successful in identifying consumer preferences and behavior through analytics. In fact, more than 80% of the movies and TV shows users watch on Netflix are discovered through the platform's recommendation system, LeVine said, citing an article from Wired
Netflix is not alone in using sophisticated analytics to improve engagement. According to McKinsey & Co., 35% of Amazon's revenue is generated by its recommendation engine.
“We need to get better behavioral analytics,” LeVine said. “These are the key models for understanding what motivates patients to act. We have to get a whole lot better at using some of those learning models (patient activation model, transtheoretical model, motivational interviewing, and others) as ways of improving that type of engagement.”
“The healthcare industry,” stressed LeVine, “is considerably less advanced in deploying these types of behavioral analytic strategies than the consumer sector – but that doesn't mean we don't know a lot about what motivates patient behavior. We just have more we need to learn.”
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Bayer lance de nouvelles applications pour hémophiles


A l’occasion de la JMH, le laboratoire Bayer lance une série d’applications digitales pour faciliter le quotidien des hémophiles.
Jean-Christophe Lévêque's curator insight, May 7, 6:46 AM

Bayer vient de lancer 3 applications pour une approche globale à destination des hémophiles..une pour l'entretien physique, l'autre comme carnet de suivi et la troisième pour les professionnels. #esante #hcsmeufr #MBAMCI

AI Could ‘Redesign’ the Drug Development Process  #hcsmeufr #esante #digitalhealth


This week at the World Medical Innovation Forum in Boston, industry experts gathered to discuss the role of artificial intelligence (AI) in healthcare. While AI has made waves in diagnosing certain diseases better than doctors, there’s another area where the tech is being applied that might eventually have even greater impacts on health.

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Festival de la Communication Santé 2018 : les inscriptions ouvertes !


La 29ème édition du Festival de la Communication Santé se déroulera les 23 & 24 novembre 2018. Un évènement dont Buzz E-santé est partenaire.
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#Sérialisation du #médicament: le SNPHPU alerte sur des délais de mise en oeuvre trop courts dans les #pharmacies à usage intérieur (#PUI) #pharma #hcsmeufr 


Le Syndicat national des pharmaciens praticiens hospitaliers et praticiens hospitaliers universitaires (SNPHPU) s'inquiète des délais "courts" et "contraints" accordés pour la mise en oeuvre de la sérialisation du médicament dans les pharmacies à usage intérieur (PUI), dans une lettre adressée en avril à la ministre des solidarités et de la santé, Agnès Buzyn.
GIE_GERS's curator insight, May 5, 4:00 AM

Le Syndicat national des pharmaciens praticiens hospitaliers et praticiens hospitaliers universitaires (SNPHPU) s'inquiète des délais "courts" et "contraints" accordés pour la mise en oeuvre de la sérialisation du médicament dans les pharmacies à usage intérieur (PUI), dans une lettre adressée en avril à la ministre des solidarités et de la santé, Agnès Buzyn.

Coulmain Thierry's curator insight, May 7, 12:45 PM

hormis l'aspect polémique de l'article, l'extrait ci dessus, que j'ai choisi ici, montre bien l'interêt de la sérialisation coté utilisateur (pharmacien)

The State of Healthcare Content Marketing  #hcsmeufr #esante #digitalhealth


Some 83% of healthcare organizations are now engaging in content marketing, and an additional 14% plan to start engaging this year, according to recent research from True North Custom and Healthcare Insight.

The report was based on data from a survey conducted in 4Q17 among 53 healthcare marketing professionals who work for hospitals, urgent care centers, physician practices, and other healthcare organizations.

Some 36% of respondents say their organization’s content marketing efforts are very effective, and 58% say they are somewhat effective.

Only one-third of respondents say their healthcare organization has a documented content marketing strategy.

Healthcare marketers say the top content marketing tactics used by their organization are social media content, newsletters, videos, and print magazines.

The social channels most used for distributing content are Facebook (87% of healthcare organizations use it), YouTube (74%), and Twitter (64%).

Half of healthcare organizations post to social media daily; just 10% of organizations post content to their website daily.

About the researchThe report was based on data from a survey conducted in 4Q17 among 53 healthcare marketing professionals who work for hospitals, urgent care centers, physician practices, and other healthcare facilities.

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À Agen avec UPSA : 1 + 1 = 3 #UPSAmadeInAgen #hcsmeufr


La journée du 29 mars organisée sur le site UPSA à Agen était placée sous le signe de la co-construction, de la collaboration et de la réflexion.
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Five Debilitating Myths of Digital Pharma Marketing  #hcsmeufr #esante #digitalhealth #hcsmeu


Five Debilitating Myths of Digital Pharma Marketing Pragmatic, informed digital marketing makes measurable gains in adoption and adherence. By Fred Geyer, Senior Partner at Prophet Digital pharma m…
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Sandoz signs on to lead launch of Pear's digital therapeutics #hcsmeufr #esante #digitalhealth #hcsmeu


A deal with Sandoz to lead the global launch of Pear's two lead products puts marketing muscle behind the nascent class of 'prescription digital therapeutics.'
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Blockchain in life sciences for patient engagement #hcsmeufr #esante #digitalhealth


This document presents an overview of the Blockchain for Patient Engagement Solutions. The presentation highlights various data streams generated along the pat…
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Taking Your Supply Chain Global  #hcsmeufr #esante #digitalhealth


As your company begins to grow, you may soon find that domestic sourcing is simply not sufficient. Sourcing resources from across the globe can include everything from raw materials to packaging materials.
EcoVadis's curator insight, April 24, 8:19 AM

Here are some good tips on how to successfully source from the global market!

Pharma companies need to use technology & digital media platforms to bring down PV expense #hcsmeufr #esante #digitalhealth


Pharmacovigilance (PV) experts have called for implementation of a more effective PV process through use of right technology and digital media to improve patient safety.  The successful exploitation of innovative technologies and social media platforms will help pharmaceutical industry to lower the cost as well as adverse event (AE) detection timelines.

In a bid to improve patient safety, the pharma companies need to adopt three-pronged strategies-- making best use of available technology, engaging caregivers in shared decision making and incorporating patient voice, said Gunjan Jain, CEO & Founder, Vytal Healthtech Pvt Ltd. 

Digitized medicines, patient apps, cloud based solutions, automation, artificial intelligence, big data, proactive PV are some of the innovations which needs to be adopted by drug companies to strengthen PV process at reasonable expense, said Jain. 

Digitized medicines are smart pills with ingestible sensors. They can be used to track and collect patients’ health data, which can be used to run analytics for AE detection. Patient centric mobile apps can enable pharma companies to collect ADR data much more quickly. Cloud-based databases can enable pharma companies to collect data from multiple stakeholders to build an integrated ADR repository – even at a global level. Automation solutions will help pharma companies process structured data much more rapidly than via manual efforts. It can be employed for risk-benefit evaluation, signal assessment, social media surveillance, literature monitoring. Artificial intelligence will help pharma companies to move beyond basic automation by identifying patterns in unstructured data such as social media posts, sales representatives' notes, surveys, emails, patient apps, PDF articles, call centres, said Jain who is also Director - Strategic Advisory at Techsol Corp. 

A future is likely to include additional requirements and increased emphasis on safety data gleaned from social media and industry sponsored websites, he opined.

Social media posts are crucial for augmentation of existing data sources for monitoring the safety of consumer health products. Big data analytics can help pharma companies use the vast amount of digital data available on the Internet (e.g., on Facebook and Twitter, and in patient forums) to supplement traditional data sources such as primary calls, electronic health record data, and claims data for AE detection.

He said companies need to adopt proactive PV approach which helps solve a problem before it actually becomes one. Robust IT solutions and advanced systems can help pharma companies monitor drug safety during the research and trials process and post-launch. 

While sharing patient engagement initiatives of Europe and US in pharmacovigilance, he said “In Europe, WEB- RADR has been launched to detect new drug side effects by mining publicly available web and social media content. As part of WEB- RADR, three countries including UK, Croatia have launched a mobile application where patients will be able to directly report potential medicine side effects and also receive reliable information on their drugs, medicine manufacturers and regulators will be able to intervene earlier in case of adverse drug reactions (ADRs), and thus reduce potential harm to patients. Sentinel initiative has been launched in USA. The Sentinel System uses a distributed data infrastructure approach which allows the FDA to rapidly and securely access electronic healthcare data from over 193 mn patients from multiple data partners, while securing the privacy of patients.”

Dr Dave Lewis, Senior Adviser Pharmacovigilance, GDD, Novartis said “There is a great potential for signal detection using aggregated data from digital media sources. Sponsors are primarily using social media for commercial purposes to distribute information about medicines (to healthcare professionals and non-HCPs); diseases, and the treatment of disease; company matters including announcements; and to listen to patient and professional conversations about marketed medicines, and not to support clinical research.”

Seven of 10 social media posts contain adverse event information (0.68). It can increase to 100% with manual curation (varies by product). Marketing authorisation holders mainly uses digital media media for marketing and sales. A minority of companies use social media for patient engagement and patient recruitment and retention within clinical trials.

He said potential for two-way interactions is hard to ignore, so mobile reporting capabilities will increase. There are risks to manage but in return MAHs must offer real benefits or advantages to patients. He hoped MAHs will develop social media sites rapidly for PV.

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#Oncologie: Roche vise un marquage CE pour son  ZEMY "compagnon digital" en 2019 #esante #hcsmeufr 


PARIS (TICpharma) - Le laboratoire Roche met actuellement en place de premiers essais cliniques sur son "compagnon digital" Zemy, développé avec l'éditeur Voluntis pour le suivi personnalisé et à distance des patients traités pour un cancer du sein, avec l'objectif d'obtenir un marquage CE "début 2019", a indiqué à TICpharma Christine Lhomel, responsable opérations médicales et relations scientifiques chez Roche Pharma France.

GIE_GERS's curator insight, April 28, 5:25 PM

Le laboratoire Roche met actuellement en place de premiers essais cliniques sur son "compagnon digital" Zemy, développé avec l'éditeur Voluntis pour le suivi personnalisé et à distance des patients traités pour un cancer du sein, avec l'objectif d'obtenir un marquage CE "début 2019", a indiqué à TICpharma Christine Lhomel, responsable opérations médicales et relations scientifiques chez Roche Pharma France.