Next-Generation Life

Sciences Commercial
Services Offerings

CASE STUDY
Aditi Kapur, Global Head of the Life
Sciences at LS-Associates, keeps
thinking of the famous Steve Jobs
saying, “Think different” and “What’s
best for the consumer.” In her
mind, she asks, “What’s best for the
patient?” With that simple question,
she is helping to shift the business
model from being provider-/payer-
centric to being patient-centric. The
traditional pharma model focuses
on care providers and fee-for-
service models. It is under pressure
and is changing to an outcomes-
based models. Indeed, the pharma
landscape is changing fast, with
personalized therapies, pay-for-
performance-based insurers, and
accelerated adoption of generic
medicines. With growing patient-
centricity and the need to drive a
comprehensive portfolio to next-
generation millennial healthcare
professionals (HCPs), technology
will play a major role in filling in the
gaps. Ms. Kapur wants a strategy for
delivering patient-centric solutions
and services. She wants to leverage
technology to help pharma
mitigate the disruptive forces of
patient-centricity, generics, new
pricing models, and changing
patient and HCP profilescompany.

The Case Challenge

Ms. Kapur and LS-Associates have
asked for your help. As a consulting
partner, you will help them evolve
a strategy to identify (a) what new
service offerings it should focus
on and develop in the Pharma
Commercial Line of Business; (b)
which technologies and products
it should focus on and the key use
cases it should master; (c) what
product vendors it should partner
with (current and emerging); and
(d) what the top 3 reskilling areas
should be suggested to existing
LS-Associates IT services team for
Pharma clients

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 Background: Trends in
pharma and current
challenges in 2020
Today’s Pharma leaders are facing
challenges from four dimensions—
patient awareness, generics, new payer
models, and technology—and they
must re-examine their commercial
models. LS-Associates is here to help
them.

Patient Awareness
The rules of game are changing; in
fact, the game itself is changing rapidly
because of new digital technologies.
Pharma companies must change their
business model. Whereas they once
focused on physicians and providers
only, they now must consider
patients and payers. Patients are
also becoming increasingly educated
about their diseases treatment options
and have more of a say in available
options,
Patients can now shop for the care
to meet their health needs. Patient-
centered businesses compete on
they must prescribe generics. Further, errors and overtreatment can be
price, value, and outcomes and
in emerging markets, governments reduced.
have a consumer scorecard. We are
play a significant role in provisioning of
rapidly moving toward a future of Payers expect better therapies and
essential medicines and are trending
crowdsourcing services (e.g., Yelp) treatments that offer greater results
toward promoting cost-effective and
for providers, and mobile apps that at more efficient prices than today’s
generic medicines at subsidized rates.
support consumers making more of present ones. They also insist on seeing
For instance, the Drug Price Control
their health decisions. For instance, data for real-world clinical results to
Order legislation in India controls
NewChoiceHealth.com, lists the costs reinforce all claims made about the
prices of all essential medicines by
for 18 common procedures in 32 cities. superiority of one medicine versus
fixing ceiling prices
A check on arthroscopic rotator cuff competitors in the field.
surgery in Greater Boston turns up Payers now hold the levers to make
71 hospitals with costs ranging from New Payer Models
a drug a success or a complete miss.
$7,900 to $44,800. As another example, The models are shifting from fee-for- Payers are promoting more outcomes-
Blue Cross and Blue Shield Association, service to an outcomes-based model. based payment models via care teams.
Florida, has a “Know Before You Go” In a fee-for-service model, providers These care teams are designed to
database that allows members to are paid for activities. For example, if keep patients’ unmet needs in focus
compare provider costs. the provider make a medical error in in improving their health, rather than
a knee-replacement surgery, and the keeping providers’/payers’ needs
Focus on Generics patient is treated for complications in focus. The scope of care is being
like an infection, then the provider is expanded to include care coaches,
The rise of generic medicine has made
paid for the surgery and for caring for social workers, nutritionists, and
it harder to prove value. Complicating
the infection. In an outcomes-based fitness trainers. Wellness and therapy
matters further is that individual
model, providers are rewarded for work together in a patient-centric
physicians are joining associations that
better standards of care and medical model, whereas they typically did
restrict what they prescribe; at times,

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not in a disease-centric model. This
new patient-centric care model has
as its goals to reduce hospitalizations,
decrease the number of emergency
department visits, prevent the need
for specialty care, and reduce potential
overuse of advanced diagnostics. In
this care model, high-need patients
are expected to experience better
outcomes and have a dramatically
improved patient experience. Hence,
they will shift toward companies that
offer these services and not ones that
are seen as just “pill providers.”
Rapidly Changing Technology
With the convergence of electronic
health records (EHR), cloud computing,
health kiosks, personal genomics,
mobile apps, and remote monitoring,
patients expect and demand
personalized, real-time access to
health services.
Increased access to social channels
and availability of medical information
by most patients allows rich insights
around chronic diseases and
prevention and control at patients’
finger tips.
Care will shift from being focused
on the treatment side to the
prevention side, rooted in science-
based predictions using artificial and
intelligence from electronic medical
records (EMR) and rich data.
In addition, new players like Amazon,
Rite Aid, Wal-Mart, Walgreens, IBM, and
other tech and social media companies
are entering the healthcare value
chain, leveraging their technology
expertise.
Moreover, cloud-based applications,
mobile solutions, novel data-
visualization platforms, and artificial
intelligence and machine learning
that propose “next best action “ are
driving new approaches to digital
HCP engagement, to make every
interaction efficient.
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External Document © 2020 Infosys Limited
External Document © 2020 Infosys Limited
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