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By Dr Maria João Cruz, PhD, Assistant Manager, and Emily May, Research Analyst, Centre for Health Solutions
Each year, Deloitte produces a report exploring the outlook for the life sciences sector. This year’s report, 2021 global life sciences outlook: Possibility is now reality, sustaining forward momentum, explores the many ways COVID-19 has accelerated change for the life sciences and MedTech sectors and what can be reimagined and made better. As a result of the pandemic, novel technologies that were expected to advance over a decade were adopted in a few months, weeks, and sometimes, even days and many organisations embraced this unprecedented pace of change. This week’s blog covers highlights from the report, with a specific focus on how sustaining and institutionalising new ways of working, collaborating and operating digitally, can help companies succeed and contribute towards a more compassionate and equitable world.
Devices that can remotely monitor/manage conditions could drive medtech growth, but business-model changes may be needed
By Glenn Snyder, principal, Medtech Practice leader, Deloitte Consulting LLP
Our report, The future unmasked: Predicting the future of healthcare and life sciences in 2025, highlights, among other things, healthcare’s move from episodic care to improving and maintaining the health and well- being of our population and supporting health ageing; an expectation that care will be designed around people not place; and the crucial role of MedTech and the Internet of Medical Things in driving value based care and influencing how the future will play out. This week’s blog, by Glen Snyder, our MedTech Practice leader in Deloitte consulting, appeared first as a US Center Health Forward Blog on 27 May and takes a closer look at an issue that links the aforementioned predictions, namely the role of medical devices in remotely monitoring and manging healthcare and how and why MedTech’s business models may need to change to stay ahead of consumer-focused, tech savvy companies that are entering the market.
By Dr Maria João Cruz, PhD, Assistant Manager, UK Centre for Health Solutions, and Sonal Shah, Senior Manager, US Center for Health Solutions
This week we launched Seeds of change: Measuring the return from pharmaceutical innovation 2020, the 11th report in our series on biopharmaceutical (biopharma) R&D. Since 2010, we have provided insights into the state of biopharma R&D by tracking the returns that leading global biopharma companies might expect to achieve from their late-stage pipelines. While the past few years has seen an increase in breakthrough advances in science and technology, the growing complexity of development and longer cycle times have reduced the average internal rate of return (IRR) for the cohort of companies covered by our research and placed mounting pressures on the industry. In addition, over the past 16 months, the search for treatments and vaccines against the COVID-19 virus have galvanised innovation at an unprecedented pace and scale. At the same time, many non-COVID-19 clinical trials have been delayed or even halted. This week’s blog explores our 2020 report findings and how companies can realise a productive future for drug development.
By Emily May, Research Analyst, and Karen Taylor, Director, Deloitte Centre for Health Solutions
Biosimilars are biological medicines made or derived from living organisms and comprise complex molecules that are highly similar and therapeutically equivalent to an approved reference biologic. As original biologics lose their patent protection, companies can develop biosimilar medicines in a shorter time frame and price them at around 20-30 per cent lower.1 The increased competition generated has the potential to deliver significant savings to healthcare systems. At last month’s Westminster Health Forum on ‘Priorities for biosimilars in the NHS’2 we discussed biosimilar competition, cost-effectiveness and access. This week’s blog summarises our related research on the benefits, market position and future implications of biosimilars for healthcare stakeholders.
By Krissie Ferris, Research Analyst, Centre for Health Solutions
This week is the UK’s national Mental Health Awareness Week (MHAW). This year’s theme is ‘Nature’ and how connecting with the natural world can support ‘good mental health’.1 During the long months of the pandemic, research by the Mental Health Foundation found that millions of people have turned to nature to help get through lockdowns, their findings showing that connecting with nature can be both preventative as well as aid recovery from poor mental health. Its research found that going for walks outside was one of the top coping strategies during lockdowns, and 45 per cent reported that being in green spaces has been vital for their mental health.2 However, the pandemic has highlighted huge disparities in access to natural spaces, especially for people living in urban areas, as well as those on lower incomes. This blog explores how a ‘nature in all policies’ approach could improve the nation’s health and wellbeing.
By Karen Taylor, Director, and Maria João Cruz, PhD, Assistant Research Manager, Deloitte Centre for Health Solutions
Trust is critical for the biopharma industry, from influencing their chances of gaining and maintaining customers to their ability to recruit talent. Consumer’s trust in biopharma also gives the industry the incentive to innovate to provide life-saving therapies. Yet, biopharma still ranks as one of the least trusted industries, even though consumer polls show that the COVID-19 pandemic has helped improved trust. In January 2021, Deloitte’s US and UK Centres for Health Solutions conducted consumer research, using digital focus group discussions in four countries (the US, UK, India and South Africa) seeking to answer crucial questions around consumer trust in pharma. This week marks the launch of our research report, Overcoming biopharma’s trust deficit: Why people mistrust the biopharma industry – and what to do about it, and this blog highlights our take on the report and what companies can do to build and maintain trust.
By Karen Taylor, Director, Centre for Health Solutions and Michel De Ridder, Partner, Deloitte Belgium, Regulatory compliance
Last week my colleague Michel De Ridder and I participated in the annual MedTech Europe Forum 2021, where we delivered a presentation on our Deloitte Centre for Health Solutions research report 'Predicting the future of healthcare and life sciences in 2025: The future unmasked'. Our focus was on our sixth prediction 'MedTech and the IOMT are crucial drivers of value-based care'. However, we also discussed the implications of findings in our November 2020 research paper, ‘Winning in the future of MedTech’, underpinned by our global campaign on the Future of Health.i Following our presentation, we ran an ‘Ask the expert session’ to discuss emerging issues in relation to IP management. This week’s blog highlights the main themes that we discussed and explores the implications for MedTech companies’ role in the future of health.
By Dr. Maria João Cruz, PhD, Assistant Research Manager, Deloitte Centre for Health Solutions
This week marks the launch of the fifth report in our Intelligent biopharma series, which highlights the role of artificial intelligence (AI) in accelerating and driving digital transformation across the biopharma value chain. This report, Intelligent drug launch and commercial: Optimising value through AI, focuses on how companies can use AI to radically change and improve drug launches and their commercial models. The report also reflects on the challenges and disruptions caused by the COVID-19 pandemic and the response of commercial teams, including adapting new marketing and engagement channels to meet the needs of the different stakeholders.
By Karen Taylor, Director Deloitte Centre for Health Solutions
Deloitte’s, 2021 global health care outlook: Accelerating industry change, explores the six critical foundational shifts driving change in the health care sector. These shifts, which have been exacerbated by the COVID-19 pandemic, comprise consumers and the human experience; care model innovation; digital transformation and interoperable data; socio-economic shifts; public-private collaborations; and the future of work and talent. How governments understand and respond to these issues will shape their ability to navigate through recovery and thrive post-pandemic. Over the next couple of months, as part of our blog series, we will examine each shift in turn. This week’s blog considers the future of work and talent, starting with the challenges pre-pandemic, the impact of the pandemic and need for adaptable and resilient workforce for the future.
By Emily May, Research Analyst, Deloitte Centre for Health Solutions
In March 2020, the UK government established the COVID-19 Genomics UK Consortium (COG-UK) with an initial remit to contribute to the UK’s response to the COVID-19 pandemic by sequencing the SARS-CoV-2 genomes, identifying new variants of the virus, and combining this with clinical information to inform public health actions and policy decisions.1 To mark its first anniversary we explore some of the critical breakthroughs arising from COG-UK’s genomics research and how this is paving the way for a future in which genomics applications are fully integrated into public health.
By Catherine Skilton, UK Public Sector Lead Partner for Integrated Care Systems and ConvergeHEALTH, Deloitte’s healthcare software products business
The shift towards a digital-first healthcare system has accelerated during the COVID-19 pandemic, demonstrating that, given the opportunity for better access, people will engage in new ways with their health and wellbeing services. However, while many individuals have developed a greater awareness of their health and taken meaningful steps to improve it, the pandemic has exposed, and potentially increased inequalities in health outcomes due, in part, to inequalities in access to the technologies, connectivity, and digital and/or health literacy needed to improve outcomes equitably. Moreover, for some individuals improving health and wellbeing may not be their top priority, so new ways of engaging people, grounded in behavioural science, are required to optimise engagement with different segments of the population.