Accenture Technology Vision 2014 for Life SciencesThe Pivot to the Patient: A Digital Revolution in Patient Care

Accenture Life SciencesRethink Reshape Restructure...for better patient outcomes

New Digitally Enabled Life Sciences Business Model Poised to PowerRevolution in Patient CareIs digital technology about to disrupt life sciences as it has other industries, such as retail, financial services, media and entertainment? The short answer is “yes”. The life sciences industry has reached an important inflection point as the effects of the patent cliff, global healthcare cost controls and the rise of consumerization forces life sciences companies to rethink how they research, produce, distribute, market and sell products.

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The “innovate and sell” model of the past is becoming constrained as inward-focused innovation limits access to specialized knowledge required to address new therapeutic areas and the 9-to-5 sales model fails to meet the 24-by-7 expectations of healthcare professionals (HCP), caregivers and patients. The growing prevalence of new data sources, including health, biometric, genomic and lifestyle data, combined with the growing interconnectivity of devices, enables new ways of both researching and curing diseases and interacting with patients and physicians. This is an industry on the precipice of digital disruption.

The next three years will see a dramatic change in the digital maturity of life sciences companies as digital technology deployed by pharmaceutical and medical device companies, payers, healthcare providers, governments and individual consumers, begins to yield a wealth of data that provides opportunities to drive more productive innovation, improve patient outcomes and deliver increasing value to healthcare

systems. The opportunities offered by maturing digital technologies provide the life sciences industry with a rare opportunity to increase its role in healthcare. The industry’s “pivot to the patient” is analogous to how retail companies like Amazon use digital technologies to “pivot to the consumer”.

This new patient-centered paradigm personalizes therapeutic approaches, engages patients more broadly in their treatment and optimizes the combination of products and services that deliver improved health outcomes at lower cost to payers and healthcare providers.

In many other areas of life it is accepted that digital technologies help companies use data, with permission, to understand and anticipate customer needs. In healthcare, however, most interventions involve patients interacting with institutions and carers, such as payers, providers, and various health professionals over a period of time and in many different settings.

Imagine if life sciences companies could seamlessly connect information about patients and patient populations across the many sources and types of data trapped in silos across the healthcare ecosystem. With this information, life sciences companies could:

• Identify specific patient populations that are underserved and fit the profile of strong candidates for therapies and treatments.

• Understand the precise combination of treatments, services and care that delivers the best patient outcomes for specific populations, increases value for the overall healthcare ecosystem and reduces the overall healthcare cost burden.

• Design and deliver a new level of personalized and coordinated services to HCPs, care givers and patients, which provide information, treatment support and incentives which help improve patient outcomes.

• Use the improved understanding of patient needs and health system value chains to shorten the supply chain and increase transparency and efficiency.

• Createanon-goingfeedbackloopthatisevidence-based and helps in refining the treatment and services that provide value to patients, providers and payers.

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47% 91%

47% routinely access clinical data about patients seen by other health organizations.

91% of physicians are active users of EMRs.

Singapore, US and Canada saw the highest increase, with Spain and England showing high levels of adoption across HIE and EMR.

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THE DIgITAL DoCToR Accenture’s global survey of 3,700 physicians in eight countries revealed the global scale of acceleration and adoption of health information exchange (HIE) and electronic medical record (EMR) usage.

Source: “The Digital Doctor is in”, Accenture Survey, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Digital-Doctor-Is-In-UK.pdf

To achieve these benefits, the vast majority of life sciences companies will need to challenge their own organizational structures, capabilities and performance metrics to ensure they can not only compete but thrive in a healthcare environment that is focused on patient outcomes and health system value. Digital will be embedded into the DNA of their operating models, with a focus in four areas:

• Collaboration: Developing solutions using ideas, resources and talents beyond the walls of the traditional life sciences company.

• Real-World Patient Data: Patient data needs to be treated as an asset and flow through the healthcare ecosystem to build a more complete understanding of patients.

• Value Analytics: Integrating and analyzing data and information about patients across the healthcare system will yield new insights that, acted on, will improve outcomes for all parties.

• Patient and HCP Services: Improving the patient experience and providing physician and carer support with the goal of improving health outcomes.

Companies will need to review their current business models and define precisely how they will evolve to new digitally enabled organizations. In many cases this will involve transitioning from discrete and isolated digital initiatives, focused on supporting specific products, to a more comprehensive end-to-end digitally enabled approach centered on the patient experience and outcomes and engaging the entire ecosystem of providers, payers and other risk bearers. By taking this “outside in” perspective, life sciences companies can shape opportunities to collaborate, connect and contribute towards a revolution in healthcare.

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Becoming a Digital Leader

Accenture’s Technology Vision 2014 report declares that “big is the next big thing,”1 proclaiming that disruption is no longer the prerogative of startups. Established companies are getting in on the act. For example, General Motors, one of the world’s largest vehicle manufacturers, has partnered with startup RelayRides to make ride sharing easier—an effort that is causing anxiety for established car rental companies. Telecommunications giant AT&T entered the home security market with its Digital Life service, which allows customers to remotely monitor and control their homes.

The life sciences industry is not immune to the impact of other enterprises encroaching on traditional boundaries. Search giant Google recently demonstrated a contact lens that will revolutionize glucose monitoring for diabetes patients2. Electronics giant Samsung has embedded sensor technology into its latest wearable devices to allow patients to monitor their heart rates anytime, anywhere. Google and Apple have similar plans.

The possibilities for digital technology to enhance and prolong lives—as well as to rewrite the boundaries of the competitive landscape—seem infinite. Life sciences businesses must ask themselves: how will they redefine their place in this new world?

Within life sciences, digital innovators are developing services which both reduce healthcare costs and improve quality of life and outcomes for patients. Baxter International’s recent ground-breaking launch of the VIVIA hemodialysis (HD)

Becoming a digitally enabled business is not just about incorporating technology into enterprise activities; it’s about reinventing business to take advantage of the dramatic opportunities that technology creates.

system3 is designed to deliver more frequent or extended-duration dialysis. The system allows physicians and nurses to comprehensively and remotely monitor home therapy through a physician portal and an alert dashboard.

At the same time, the system incorporates remote device management to handle maintenance, and also allows the manufacturer to gather product data (separate and distinct from the patient’s personally identifiable data) in real-time for product enhancement and service development.

This means patients can be treated for end-stage renal disease in their homes, improving patient outcomes and quality of life. It also frees up capacity in acute care centers, benefiting payers and risk bearing providers.

Another example of a digital innovator taking an “outside in” approach: a major global biopharma company is collecting, aggregating and analyzing data from providers and patients to determine the precise combination of information and services to deliver the best outcomes for high-risk diabetes patients. By identifying patient care gaps and developing interventions, including patient support services, the company expects to significantly reduce costs of care and decrease readmissions and emergency hospital visits. The biopharma company is paid for the service based on the outcomes in managing high-risk patients.

For life sciences companies, digital prowess is becoming a potent differentiator, enabling them to deliver innovative treatments and services which deliver benefits for all the players in the healthcare ecosystem: themselves, payers, providers and HCPs.

77%

Healthcare spend on chronic diseases

$55M savings

DIgITAL HEALTHCARE LEADINg THE WAyManaging patients with chronic conditions absorbs 77 percent of the healthcare budget of Spain’s Basque Country. The Health Authority established a multichannel health services center and a remote monitoring interactive solution based on Xbox and Kinect, leading to fewer hospital visits and unplanned hospital stays. Faced with an increasing aging population demographic, the region saved $55 million in its first year.

Source: http://www.theinformationdaily.com/ 2013/09/03/basque-country-leads-way-in-patient-enabled-health-technologies

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REAL-WORLD PATIENT DATA VALUE ANALYTICSBlend traditional and new sources of data to pivot to the patient

Move to predictive health intelligence combining commercial and research analytics

Medical Device Company

Biopharma

Research Partners

Real-World Evidence & Insight

Research Analytics

Diagnostics Company

Payer

Provider

Specialist knowledge to address multiple dimensions associated with broader therapy focus

COLLABORATION

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0 1 1 0 1 1 0 1 0 1 0 0 0 1 0 1 1 0 1 0 1 0 0 1 0

PATIENT AND HCP SERVICESChange behaviors to improve patient outcomes and reduce health system costs

FIgURE 1. Hallmarks of a Digitally Enabled Life Sciences Company

Hallmarks of a Digitally Enabled Life Sciences CompanyWhat makes digitally enabled life sciences companies different from others in the industry? Besides challenging the traditional product-focused business models, they are disrupting the traditional view of their role in healthcare. They look at digital holistically as a way to introduce new business models that bring drugs and patient solutions to market faster; target treatments on focused patient populations; and enhance the effectiveness of patient engagement and care management beyond medications, medical devices or the formal walls of healthcare facilities.

With launches of innovative new therapeutics, devices and diagnostics expected to hit unprecedented levels—400 product launches over the next three years, up 146 percent from 20054—there is significant opportunity for companies to rethink their business model.

Digitally enabled life sciences companies can take advantage of this opportunity by understanding patients through real-world patient data, and using value analytics to create unique, tailored experiences for HCPs and patients and provide evidence of value delivered by their products and services.

They need collaborative business models to develop and deliver patient and physician services which target patient outcomes and health system value. Excelling in these four areas will become the hallmarks of a digitally enabled life sciences company.

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Collaborative Business Model Increasingly, innovations in the life sciences industry will come from beyond its traditional boundaries, through improvements in collaboration with partners and stakeholders around specific therapeutic areas. This collaboration allows life sciences companies to sustain their scientific focus, while incorporating external best-in-class capabilities. Vodafone and AstraZeneca5 recently announced a partnership in cardio-vascular technology which exemplifies the trend, as industry insiders collaborate with those outside the industry to create new digitally enabled services6 which help HCPs and patients manage chronic diseases.

In R&D, life sciences companies and their venture-capital arms have been looking for new ways to collaborate with academic centers and early-stage companies to nurture innovation. Eli Lilly’s Fully Integrated Pharmaceutical Network (FIPNet)7 open innovation program was designed to access ideas, resources and talents beyond “its walls” through collaboration with external academic research scientists, nonprofits, and biotechnology firms and allows external investigators to submit promising compounds for evaluation—through a secure confidential web-based platform. The NIH’s National Center for Advancing Translational Sciences is addressing collaboration at an industry level. Through its Discovering New Therapeutic Uses For Existing Molecules pilot program, for example, AbbVie, AstraZeneca, Bristol-Myers Squibb Company, Eli Lilly and Company,

GlaxoSmithKline, Janssen Pharmaceutical, Pfizer and Sanofi, collectively made available compounds which had proved to be safe in humans but proved ineffective against their intended targets, to identify new potential treatments for diseases such as Alzheimer’s and Schizophrenia8.

Yet another interesting example of collaboration: Transcelerate, a company created by a group of leading life sciences companies, focuses on advancing research and development by solving common challenges. It is pioneering new approaches to risk-based site monitoring, site qualification and training, clinical data standards, a supply model for comparator drugs and shared investigator site portals.

Cloud-based technologies have been a key enabler to the “outside in” operating models that allow collaborators to efficiently and effectively research and develop new therapies. The cloud eliminates geographic restrictions, allowing companies to collaborate in discovery and target and monitor the appropriate patient populations once the therapy has been developed, no matter where those populations might be on the globe.

Pfizer has also adopted an innovative cloud- based clinical data platform9, which enables it to securely exchange clinical data with its research partners. Participants can aggregate, analyze and visualize clinical trial patient data across studies and drug programs, supporting intelligent trial design, precision medicine, pharmacovigilance and regulatory enquiries.

Cloud-based platforms also provide opportunities to tap into highly specialized skills to bring new capabilities and experience and supplement internal talent. Crowdsourcing platforms are maturing and forming around communities of shared interest such as life sciences. Eli Lilly and Company spun off the InnoCentive crowdsourcing platform and set up the “Your Encore” network to harness potential of retired scientists and researchers. Boehringer Ingelheim used Kaggle10—a global network of computer scientists, mathematicians, and data scientists who compete to solve problems—in a competition to “predict a biological response.” The goal of the competition was to develop a model to predict the likelihood of mutagenicity (causing damage to DNA), a key side effect that new drugs strive to avoid. Scientists submitted 9,000 entries within 100 days, and the winning team had a varied background from the insurance, physics and neuroscience disciplines.

With increasingly rich collaboration tools and platforms, there is potential for almost-limitless collaboration (for more on collaboration, see the Accenture Technology Vision 2014 chapter entitled “From Workforce to Crowdsource”).

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Real-World Patient Data Imagine if the wealth of data captured by the healthcare system, for example clinical data and health-related financial data, could be combined easily with the host of emerging data sources (social, behavioral, genomic and real-time biometric data from wellness apps and devices) to create a rich picture of patient health and their interactions across providers and payers within the healthcare system. With this view it would be possible to:

• Empower patients to avoid diseases, where there is a predisposition, slow progression of diagnosed diseases and target specific patients with known genetic dispositions to diseases for clinical research.

• Accelerate R&D activities by providing remote monitoring and immediate feedback on efficacy of new treatments.

• Monitor a patients’ status regularly or continuously, and personalize their treatment and supporting services accordingly.

• Deploy tools and services that help patients manage their health and financial risks.

• Enable new partnering models with health providers and risk-bearers that assure the highest economic value for the health system overall.

Historically it has been almost impossible to combine patient EMR data from providers with patient genomic data to define new biomarkers and clinical diagnostics, or to combine EMR and payer claims data with the results from clinical trials to further validate outcomes and the value of new therapeutics and devices. This is changing. The healthcare infrastructure is rapidly being established11 and the recent announcement of Cerner’s partnership

with Claritas Genomics, points to the integration of genomic data into clinical records: an exciting development, which will add to the richness of data sources and enable improved diagnostics and personalization of medicine.

It is becoming possible to not only develop an aggregated view of treatment results but also to track an individual patients’ progress throughout their therapy. But to advance this vision further, digitally enabled life sciences companies must embrace the idea of patient and provider data as an asset with the goal of creating a “data supply chain” that moves data through the healthcare ecosystem with increasing ease and efficiency through automation.

An established example is provided by patient registries, which whilst not at the cutting edge of digital, have proven to be extremely effective in improving outcomes.

THE DIgITAL CoNSUMER54 percent of consumers are interested in buying a health monitor, with consumers in emerging markets particularly interested (81 percent of consumers in India and 77 percent in China).

Source: Accenture Digital Consumer Tech Survey 2014, “Racing Toward a Complete Digital Lifestyle: Digital Consumers Crave More,” p.6, http://www.accenture.com/us-en/Pages/insight-digital-consumer-tech-survey- 2014.aspx

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A case in point is the Swedish Knee Arthroplasty Register12, which has been tracking knee implant surgery patients in Sweden since 1975. The registry has near-complete data of all patients that were painstakingly compiled by HCPs and other stakeholders, without the benefit of digital technologies. Thanks to the insights derived from this vast aggregated data, Sweden enjoys the best outcomes for hip-transplant patients globally13. The availability of digital technologies today allows the creation of similar virtual patient registries with significantly greater ease, with the same promise of transforming patient care.The Technology Vision 2014 chapter on data supply chain highlights further examples of how companies are liberating data from traditional application silos. Digitally enabled life sciences companies too must establish an end-to-end lifecycle—acquisition, transformation, monetization, curation and consumption—to develop an enterprise

perspective and commit to an ongoing investment in information strategy, master data management, data quality assurance, advanced analytics, partnerships and talent development.

To take advantage of patient data as an asset and create a data supply chain, digitally enabled life sciences companies must address their operating models in a number of ways, including:

• Developing strategic oversight and governance for data assets and the data supply chain.

• Defining strategies that support the information need across the business.

• Identifying and creating new roles and responsibilities focused on an industrialized and automated approach to managing data across the enterprise.

• Creating partnerships with data suppliers and aggregators.

• Implementing tools which enable aggregation and access to data, particularly API technology (universal standards for accessing data from applications), data visualization and discovery tools.

LAyINg A FoUNDATIoN oF TRUST FoR USINg PATIENT DATA For life science companies to engage more closely with patients, they need to address trust and privacy concerns that may inhibit or delay adoption. Life sciences companies must demonstrate that they are acting responsibly with entrusted patient data. Accenture’s experience shows that early interaction with both patient groups and health and regulatory authorities is key. As they establish new systems, life science companies should ask the following questions:

• Is there a genuine “need to know” for each piece of personal data?

• Who will have access to the data?

• Will the firm control data or merely process it?

• What security measures are being put into place?

• Will any data cross national borders?

• What privacy agreements need to be put in place?

• Do we need to modify existing business partnership agreements?

• Does the firm’s data privacy policy need to be updated and how will it be displayed?

• What government notifications and registrations are required?

once companies understand the legal requirements, they should take into consideration additional requirements from corporate IT, regulatory and marketing, in order to develop a comprehensive data-privacy solution. Key topics for consideration include location of servers, data encryption, government regulations and requirements, user management and access controls, system access auditing, de-identification processes and team procedures and training for handling patient health information in testing and production. Third-party independent auditors should perform both a design assessment and system penetration testing.

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Value AnalyticsAdvances in analytics—including the ability to access and aggregate data more quickly than before—are enabling digital life sciences companies to deliver personalized and customized experiences to patients and HCPs, and improve their understanding of these customers. These advances help lift the bar on the standard of care, as the real-world evidence aggregated across both internal and external data sources can be used with increasing sophistication, to target specific patient segments, influence clinical study design and commercial models and even inform acquisition and partnering strategies.

Imagine if a physician treating diabetic patients could create an individual treatment plan, informed by the specific information about a patient, pulled from their health records, insurance records, pharmacy records and medication preferences, and then compared against the wealth of rich information about other patients with similar profiles. The physician wouldn’t just rely on their own experience anymore. Instead they would consult an app, which would provide prescribing information about different pharmaceutical products, but crucially provides outcomes data of a

product’s performance within a patient’s overall treatment regimen. The physician would also be able to prescribe other services and incentives which would help the patient improve diet and exercise regimes and address potential challenges with adherence to taking the medication as prescribed. This holistic approach to treatment would be based on knowledge of the patient and wealth of experience gained through the experiences of treating other similar patients. The physician may prescribe therapeutic products, but increasingly would also “prescribe” a set of complementary patient services tailored to the specific patient needs.

These same real-world data sources are being used today to provide valuable insights; for example, EMR data and payer records, provided by health insurance companies, are helping clinicians at Walgreens’ in-store health clinics to use a web-based decision support tool, to augment conventional medical tools for patient checkups, by analyzing each patient’s condition and providing recommendations14.

To be able to draw insights, companies need to be able to analyze and interpret vast amounts of data rapidly. This requires technology that can operate at hyperscale.

The latest technology vision highlights that companies are starting to see the benefits of harnessing hyperscale technologies, as enterprises more frequently deploy advanced data technologies into mainstream usage. Within life sciences, cognitive computing technologies (which are modelled on human learning approaches) have the power to transform discovery and development of new products through the ability to assimilate vast quantities of genomic data, real-world patient data, commercial data and clinical trials data.

Application of technologies has to be accompanied with the recognition that these efforts require different skills and scale and a mind-set and culture change to develop insight and convert this into rapid testing and confirmation of further investment in the market place.

WELLDoC LAUNCHES BLUESTARWellDoc’s BlueStar platform, recently approved by the FDA, is the first mobile prescription therapy for Type 2 diabetes. It provides real-time motivational, behavioral and educational coaching to help patients self-manage their diabetes treatment plan and is reimbursable by insurers. Source: Welldoc Launches BlueStar, http://www.businesswire.com/news/home/20130613005377/en/WellDoc-Launches-BlueStar-FDA-Cleared-Mobile-Prescription-Therapy

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Patient and HCP ServicesThe availability of patient services will change the relationship between life sciences companies and patients, physicians and carers, leading to more engagement on the part of patients and a higher level of insight on the part of the companies. Done right, these services provide valuable insight into research and development into treatments and help patients monitor and manage their health, by providing better insight into their care and helping change behaviors that can lead to improved outcomes. Besides patients, these services help connect stakeholders across the broader healthcare ecosystem (including payers, providers, integrated delivery networks, retailers, payers and others) and provide a source of competitive differentiation. In fact, as patient and HCPs grow more tech savvy, they expect life

sciences companies to provide these kinds of technology-based services (see “Patient Demand for Services”).

Leading life sciences companies have started to use digitally enabled patient services to tackle broader health challenges. Merck’s Merckengage.com web site15 addresses both patients’ needs for support and resources to improve their overall health, and HCPs’ need for resources to educate patients and establish better relationships with them. In an example of how life sciences companies can play a broader role in connecting health care, Merck’s VreeHealth subsidiary launched a unique, non-brand-specific suite of services that that help patients make the post-discharge transition from hospitals to homes or assisted care facilities. It provides a platform and tools to facilitate information and data exchange among patients, providers and payers. The goal is to help patients and providers improve overall

care quality and outcomes, while reducing re-admissions and related costs. If the data can be made available to life sciences companies, it will provide valuable insights which will inform future product developments and practices in treatment today.

Both HCPs and patients—especially patients with chronic conditions—will welcome applications that link to a broader set of services16. Pfizer recently partnered with therapeutic mobile video game maker Akili Interactive Labs to test the ability of the Project:EVO application’s ability to detect early signs of Alzheimer’s disease or other neurodegenerative diseases17. The FDA also recently cleared Vital Art and Science Inc. to market software called myVisionTrack, which enables people with degenerative eye conditions (such as macular degeneration and diabetic retinopathy) to monitor their vision at home with their smartphone18.

27%76% 64%

76% of patients think pharmaceutical companies have a responsibility to provide information and services that help patients manage their health.

64% of patients would be willing to provide information on their health in order to receive free information and/or services.

27% of senior citizens in England are self-tracking some aspect of their health.

PATIENT DEMAND FoR SERVICES

Sources: Patients Expect Pharmaceutical Companies to Provide Services that Help Them Manage Their Health, http://newsroom.accenture.com/news/patients-expect-pharmaceutical-companies-to-provide-services-that-help-them-manage-their-health-accenture-survey-finds.htm; The Telegraph: Silver surfers demand digital health services, http://www.telegraph.co.uk/technology/internet/10631423/Silver-surfers-demand-digital-health-services.html

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It is estimated that patient services enabled by mobile applications will save more than $23 billion a year in the U.S. alone by controlling chronic disease19.

These services will become increasingly sophisticated as time goes on, improving adherence to medical regimen, thereby improving patient outcomes, while still providing HCPs with both insight and control. Adding to the wave of sophistication: the consumer-led trend of wearable devices in personal health and fitness management. These advancements in technology, capturing everything from vital signs to physical movement, could even replace some invasive surgical procedures20.

The Accenture Technology Vision 2014 chapter entitled “Digital Physical Blur” highlights that digital innovators are developing intelligent interfaces that allow patients and practitioners to make real-

time decisions, where digital and physical worlds converge. Providers and patients can make these decisions in an informed, social, easy-to-use way, giving both companies and governments the opportunity to reimagine how they engage with customers and citizens.

Medical device companies have been at the forefront of this trend. Medtronic’s acquisition of Cardiocom has given it remote monitoring and patient-centered software to enable efficient care coordination and specialized tele-health nurse support. These integrated solutions are aimed at reporting real-time patient data and providing proactive patient intervention information to both payers and health care providers. These technological developments have the potential to reduce the cost of gathering patient data, as evidenced by the FDA

recently approving the use of wearable devices in clinical trials21. These devices and the patient services they provide have the unprecedented potential to disrupt the life sciences industry. They not only affect the way products are developed and the way treatments are clinically tested and delivered to patients, but they also create opportunities to better align life sciences companies and payers for outcomes-based payment and incentives.

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The Technology outlookThe preceding section discussed changes to how the digitally enabled life sciences company will engage customers. other enabling technology trends provide the foundation for this change.

Just imagine if it was possible to readily integrate together information sources on the fly and to create apps which meet immediate needs, as is possible today in the consumer world. Gartner22 expects a quarter of companies to have enterprise app stores by 2017, and Accenture research suggests many IT high performers have already deployed mobile enterprise app stores. Digitally enabled companies have recognized the need to strengthen their ability to develop applications and facilitate a shift toward simpler, more modular, and more specialized applications which are able to communicate and integrate with robust enterprise platforms (such as ERP systems). Hybrid architectures, combining internal and external clouds, are emerging. These involve a critical core ERP, and a flexible integration layer and security, surrounded by emerging technologies, consumed as services, which bring the benefits of digitization to a life science company’s business processes.

This has implications for how businesses develop software applications. Why? Because the lines between business and IT are blurring: IT will continue to focus on building a stronger technology backbone and enabling business innovation, but those on the business side will need to acquire a development mindset. These new operating models that support innovation also require greater collaboration among business people, data scientists, customer experience experts and those with cutting-edge technical skills, all working toward a higher level of responsiveness and agility.

To support these new operating models, software vendors are changing the way they architect their systems; specifically, by providing more modular apps that perform specific business processes. For example, recognizing that more than 40 percent of its transactions stem from calls to its application programming interfaces (APIs), Salesforce.com is expanding this platform, opening up ten times more APIs and services for developers.

For more information on how these fundamental changes in technology will support the digital business, see the Accenture Technology Vision 2014 chapter “Business of Applications.”

At the same time, as businesses expand their digital capabilities, they must architect these new processes and applications to be resilient in the face of disruption. The digitally enabled business must be built to survive failure, especially when HCPs and patients are relying upon it to provide services around-the-clock globally. As the potential for cyber attacks grows—especially for custodians of high-value personal data—life sciences companies must understand which assets are critical and build in security and active defense measures (see the Technology Vision 2014 chapter on “Architecting Resilience”).

gET THE APPAccenture’s High Performance IT research confirms that 54% of top performers have deployed mobile-enterprise app stores (versus just 22% of other organizations).

Source: Accenture, “High Performers in IT: Defined by Digital,” p. 16, 2013, http://www.accenture.com/microsites/high-performance-it/Pages/home.aspx

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Joining the Digital RevolutionBecoming a digitally enabled life sciences company isn’t just about how technology is applied into the business. Life sciences leaders will need to carefully define their vision and the role their companies will take and reassess their relationships with their stakeholders, customers and partners. They must restructure their operating models to operate in an “outside in” manner focused on patients’ needs and health system outcomes and rethink the organizational silos that limit collaboration and sharing of data.

They may need to create new cross-functional roles for data scientists and chief digital officers and even chief patient officers23, roles whose influence will need to extend beyond the four walls of the enterprise. Throughout every level of organizations, Accenture anticipates a reevaluation of the skills that will be most valuable. Success will require companies to establish partnerships across the ecosystem and life sciences companies will need to proactively invest in their partners to achieve their vision.

The opportunity now exists for every executive to be a digital disrupter—to recreate and redefine their business to create lasting competitive advantage. The potential for growth is limited only by the creativity of the enterprise itself.

The possibilities for digital technology toenhance and prolong lives—as well as torewrite the boundaries of the competitivelandscape—seem infinite. Life sciencesbusinesses must ask themselves: how willthey redefine their place in this new world?

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SummaryImpact of themes highlighted in the Accenture 2014 Technology Vision Report on Life SciencesEvery year Accenture Technology Labs conducts extensive research into technology trends which will have the greatest impact for our clients in the years ahead. Consider below the summary of implications for life sciences.

HIGHLIGHTED THEME

KEY IDEA MATURITY/PACE WITHIN LIFE SCIENCES

POTENTIAL OPPORTUNITIES FOR LIFE SCIENCES

Digital Physical Blur Smart, digitally connected devices and machines help increase our insight into and control over the physical world. Further, such devices enable intelligence at the edge, where decisions need to be made

Mid-Stage/Rapidly Accelerating

Intelligent patient services will modify behaviors and help reduce healthcare costs by giving patients better control over their health. Such services will connect HCPs, patients and other stakeholders to help monitor and improve outcomes and reduce readmittance rates. Remote monitoring of patients will also reduce costs and accelerate research and development

From Workforce to Crowdsource

Increasingly, digital platforms allow companies to collaborate and tap into talent beyond their boundaries

Mid-Stage/Accelerating

Cloud-enabled platforms enable the borderless enterprise. Life sciences is using crowdsourcing for problem-solving in R&D and social media to help gain new patient insights

Data Supply Chain Data needs to be looked at as an asset and managed as a supply chain across the enterprise and surrounding ecosystem. Different parties along the data supply chain will consume and enhance the data producing valuable insights

Mid-Stage/Accelerating

Companies must manage real-world patient data and analytics across the enterprise, so it can collectively inform both clinical product strategy and commercial programs

Harnessing Hyperscale Traditional companies are faced with challenges that hyperscale computing—supersized, super-scalable, and resilient technology—can help solve: immense amounts of data that need to be processed faster than ever before

Early-Stage/ Accelerating

The analysis of large amounts of real-world data within life sciences will benefit from hyperscale computing and new cognitive (machine-learning) technologies. Machines should be able to process and self-learn for applications in clinical and assisting in driving health outcomes

Business of Application

Pressures to provide greater IT agility—mirroring expectation of consumer apps—mean that apps will help reshape how services are delivered to both internal and external customers

Early-Stage/Rapidly Accelerating

As life sciences companies respond to global market changes the need to ‘flex’ business applications to suit the market need becomes more critical for efficient operations. Cloud-based applications will provide this flexibility on a core backbone of efficient global operations allowing companies to be super global and super local at the same time. This sets the foundation for life sciences companies’ innovation with software architectures supporting “appification” to support internal and externally-facing operations

Architecting Resilience

In the digital era, businesses must support wide-ranging demands for nonstop processes, services and systems. IT infrastructure, security, and resilient practices can mean the difference between business as usual and erosion of brand value after failure and disruption

Early-Stage/Accelerating

A digital life sciences company will be exposed to a higher level of security threats, and data protection challenges. Defining and evolving a resilient architecture for securing data, IP and privacy will be key for the future

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End Notes1 Accenture Technology Vision 2014 Micrositehttp://www.accenture.com/microsites/it-technology-trends-2014/Pages/tech-vision-report.aspx

2 Google Unveils ‘Smart Contact Lens’ To Measure Glucose Levelshttp://www.bbc.co.uk/news/technology-25771907

3 Baxter Completes CE Mark Approval for VIVIA Hemodialysis System in Europehttp://www.baxter.com/press_room/press_releases/ 2013/12_20_13_vivia.html

4 The Secret of Successful Drug Launcheshttp://www.mckinsey.com/insights/health_systems_and_services/the_secret_of_successful_drug_launches

5 News Release: Vodafone and AstraZeneca Announce Partnership for mHealth Patient Serviceshttp://www.vodafone.com/content/index/media/vodafone-group-releases/2014/astrazeneca-mhealth.html

6 An App a Day: Enabling the Digital Doctorhttp://www.accenture.com/us-en/outlook/Pages/outlook-journal-2014-enabling-the-digital-doctor.aspx

7 Open Innovation, Networks, and Strategic Partnerships in Drug Discovery and Developmenthttp://fnih.org/sites/all/files/documents/Andrew_Dahlem.pdf

8 NIH to Resurrect Old Drugshttp://www.the-scientist.com/?articles.view/articleNo/36105/title/NIH-to-Resurrect-Old-Drugs/

9 Pharma’s Sharp Right Turn on R&D: Creating an IT Platform to Fuel Future Growthhttp://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Pharmas-Sharp-Right-Turn-on-RD.pdf

10 Boehringer Ingelheim Case Studyhttp://www.kaggle.com/solutions/casestudies/bi

11 Accenture Survey: The Digital Doctor is “In”http://www.accenture.com/gb-en/Pages/insight-digital-doctor-is-in.aspx

12 Acta Ortopaedica: The Swedish Knee Arthroplasty Registerhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC2856197/

13 To Improve Health Care, Governments Need to Use the Right Datahttp://www.economist.com/news/international/ 21595474-improve-health-care-governments-need-use-right-data-need-know

14 Big Data Helps Walgreen Treat Walk-in Patients http://www.cio.com/article/746407/Big_Data_Helps_Walgreens_Treat_Walk_in_Patients

15 MM&M Awards 2014 – Gold Winnerhttp://awards.mmm-online.com/merckengage-health-parthership-program-patient-marketing-group-and-merck

16 Most Patients Want Their Doctors to Prescribe Appshttp://mobihealthnews.com/23418/most-patients-want-their-doctors-to-prescribe-apps/

17 Pfizer Explores Use of iPad App for Early Alzheimer’s Detectionhttp://wallstcheatsheet.com/stocks/pfizer-explores-use-of-ipad-app-for-early-alzheimers-detection.html/ ?a=viewall

18 FDA Clearance for myVisionTrackTM http://myvisiontrack.com/fda-clearance/

19 Mobile Apps Can Save Billions in Health Costshttp://www.medpagetoday.com/PracticeManagement/InformationTechnology/43397

20 Blood Coagulation Testing Using Smartphone Touchscreenshttp://www.medgadget.com/2014/03/blood-coagulation-testing-using-smartphone-touchscreens.html

21 FDA Approves Clinical Trial Wearableshttp://www.pmlive.com/blogs/digital_intelligence/archive/2014/february/fda_approves_clinical_trial_wearables?utm_campaign=dailycontent&utm_medium=email&utm_source=fulllist

22 Press Release: Gartner Says That by 2017, 25 Percent of Enterprises Will Have an Enterprise App Storehttp://www.gartner.com/newsroom/id/2334015

23 Sanofi Aims for Outcomes With Brand New Chief Patient Officerhttp://www.fiercepharmamarketing.com/story/sanofi-aims-outcomes-brand-new-chief-patient-officer/2014-03-31

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About AccentureAccenture is a global management consulting, technology services and outsourcing company, with more than 293,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.

About Accenture’s Life Sciences PracticeAccenture’s Life Sciences group is dedicated to helping companies rethink, reshape or restructure their businesses to deliver better patient outcomes and drive shareholder returns. We provide end-to-end business services as well as individual consulting, outsourcing and technology projects around the globe in all strategic and functional areas—with a strong focus on R&D, Sales & Marketing, Supply Chain and core support functions. We have decades of experiences working hand-in-hand with the world’s most successful companies to improve their performance across the entire Life Sciences value chain. Accenture’s Life Sciences group connects more than 10,000 skilled professionals in over 50 countries who are personally committed to helping our clients achieve their business objectives and deliver better health outcomes for people around the world.

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Accenture Life Sciences BlogAccenture experts share insights and opinions on opportunities and challenges in the pharmaceutical and medical technology industry.

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For More Information www.accenture.com/technologyvision

About the Authors Anne o’Riordanglobal Life Sciences Industry Managing Director+85 2 2249 2643anne.oriordan@accenture.com

Sunil Raoglobal Life Sciences Technology Managing Director +91 80 4106 1073sunil.rao@accenture.com

Raj Bhasinglobal Life Sciences Technology Strategy & Architecture +44 207 844 4637rajesh.bhasin@accenture.com

Paul DaughertyChief Technology officer+1 917 452 8279paul.r.daugherty@accenture.com

ContributorsSendil Kumar, Life Sciences Analytics

Jeff Elton, Life Sciences Consulting

Doug Mowen, Life Sciences Medical Devices

Josh Miller, Life Sciences Medical Devices

David Logue, Life Sciences Commercial

Mark Hammond, Life Sciences R&D

Raj Wickramasinghe, Life Sciences SaaS

Jonathan Burr, Life Sciences R&D

Stefano Bergantino, Life Sciences Supply Chain

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