How pharmaceutical frms can shape the future of healthcare Capitalizing on precision medicine 2Strategy& Contacts Berlin Stephan Danner Managing Director, PwC Strategy& Germany +49-30-88705-868 stephan.danner @strategyand.de.pwc DC Rick Edmunds Principal, PwC US +1-703-682-5755 rick.edmunds @strategyand.pwc Düsseldorf Mark Ludwig Manager, PwC Strategy& Germany +49-211-3890-172 mark.ludwig @strategyand.de.pwc Frankfurt Dr. Thomas Solbach Principal, PwC Strategy& Germany +49-699-7167-477 thomas.solbach @strategyand.de.pwc London Jo Pisani Partner, PwC UK +44-20-780-43744 jo.pisani @strategyand.uk.pwc New York Ash Malik Principal, PwC US +1-646-471-3977 ash.malik@pwc Shanghai Simon Sun Partner, PwC Strategy& China +86-21-2327-9867 simon.sun @strategyand.pwc Sydney Sarah Butler Partner, PwC Australia +61-412-474706 sarah.butler @strategyand.pwc Tokyo Kenji Mitsui Partner, PwC Japan +81-3-6757-8692 kenji.mitsui @strategyand.pwc 3Strategy& About the authors Stephan Danner is a partner and managing director with PwC Strategy& Germany, based in Berlin. He works with global pharmaceutical and medtech clients to design and implement corporate strategies, efective operating models, and performance improvement programs along the entire value chain. Marketing and sales, organizational development and restructuring, post-merger integration, and innovation management are among his areas of expertise. He works with clients to design and implement operating models to develop capabilities for precision medicine. He is the author of several publications and studies. Dr. Thomas Solbach is a principal and member of the management team at PwC Strategy& Germany, based in the Frankfurt ofce. A molecular medic by training, with a Ph.D. in health economics, he works with leading pharmaceutical and biotech frms on game- changing capabilities and new organizational structures. He has more than 10 years of combined consulting and pharmaceutical research experience, and his areas of specialization include precision medicine, real-world data on drug and device efectiveness, innovative pricing and reimbursement schemes, and partnership models for pharmaceutical frms and other healthcare stakeholders. He is the author of several publications and studies. Mark Ludwig is a manager with PwC Strategy& Germany, based in the Düsseldorf ofce. A physicist by training, he started his strategy consulting career in 2010 and since then has been working with pharmaceutical companies on various commercial topics, including product launch strategies, new go-to-market strategies, and operating models. He has worked on several aspects of precision medicine, helping clients understand its impact on their business model. 4Strategy& Executive summary Precision medicine holds tremendous potential to remake the healthcare industry. By applying a deeper understanding of diseases with richer patient data and advanced analytics, precision medicine can help physicians tailor medicines to the needs of individual patients, rather than by broader populations, leading to better outcomes at potentially lower costs. Our survey of global leaders in the pharmaceuticals industry shows that companies are aware of the promise: 92 percent have identifed precision medicine as an opportunity, and 84 percent have it on their corporate agenda. Most point to clear advantages in drug development, such as reducing time-to-market and making R&D processes more efcient. Even a conservative estimate puts the cost savings in drug development at 17 percent, leading to a potential annual savings of US$26 billion for the industry worldwide. Despite this bottom-line impact, however, most companies have yet to harness the full potential of precision medicine. External barriers include insufcient access to high-quality data, an unclear regulatory framework, a lack of standards, and data privacy issues. Internally, many companies lack the capabilities— particularly regarding the generation, integration, and analysis of non-trial-related patient data— that precision medicine requires. These are not easy issues, yet pharmaceutical companies must begin to address them today. Rather than waiting for regulations and data standards to emerge, companies should actively work with regulators and policymakers to jointly develop standards. Internally, most companies will need to partner with existing players and new market entrants that specialize in data, or possibly hire external experts. Either approach will require a new operating model and organizational culture— one that is more agile and responsive to changes. 5Strategy& Precision medicine will transform the entire pharmaceutical value chain, from early development to companies’ go-to-market models, and the next fve years will be a crucial window for pharmaceutical companies to capitalize on this promise. Companies simply cannot sit on the sidelines during this period. Instead, they need to take risks and more actively engage with stakeholders throughout the healthcare ecosystem. 。。。以上简介无排版格式，详细内容请下载查看