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Good morning. I like to ruam around, so I'm gonna
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move these things around a little bit, breaking the microphones
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early on. So great to be here. It's the first
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time I saw that. That was so kind. That's really nice.
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Thank you, thank you. So what are we gonna talk
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about today? I changed the title. I redid this presentation
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not too long ago, and I decided to make it
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a little bit more provocative. The big lie. You know,
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we know, bet so do we really? So? What today
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we're going to talk about is a little bit of
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the problems, the challenges we have, some solutions that are
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in development, the importance of culture, and then I hope
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at the end a call to action so we can
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all get motivated and make twenty twenty five the year
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where change occurs. Let me see if I can get
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the slides going here. There we go. Problem statement number one,
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we have not consistently integrated the patient perspective into new
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solution development. Statement number two. On the delivery side, we
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seem to have transitioned to a system of treating illness
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and no longer caring for people. And how has that
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impacted the perception of the healthcare industry. Well, this is
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a list of the positive perception of the public. This
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is from twenty twenty three recent and the pharmaceutical industry
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and healthcare is not far behind. But the pharmaceutical industry
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is last, and to put it in perspective, the federal
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government is higher. So that tells you the negative perception
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of what people think of when they think of the
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pharmaceutical industry. And again healthcare industry is not far behind.
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But think about this. We'll go to work every day
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trying to do great things, and yet that's not the perception.
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Why is that? Well, part of it is the employees
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are feeling worn out. This isn't just within pharma, this
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is all employees. But the positivity, the feeling of positivity
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in their work environment is abysmal. And when you look globally,
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not much better. Nineteen percent of the people feel positive
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about their jobs. Oh man, that's that's a worrisome thing
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when we talk about the work that we do and
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the importance of it. And another problem. This is an
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LDK study from a few years back, but it's still
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very relevant. Most good, at least half of the of
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the medicines that reach the marketplace underperform expectations. Why Why
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is that Well, they've looked at this, and it's because
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the companies failed to recognize the patient need and their
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perceived value. Well they developed it. It's got to stop.
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We have to start thinking about this. We heard a
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lot yesterday about return on investment, return on engagement. This
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is clear. They're screaming that we're not doing a good
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job now, So how can we not make this better
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with what we're trying to do in this room. This
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was an article from one month ago and Pharma Voice,
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Big pharma execs are placing lower risk, lower risk bets.
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Does that worry anybody? Worries me? Boy? I think it's
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the high risk business we're in. We should be looking
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at tough targets, not easy targets. We should be thinking
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of patients, not profit. We should be thinking of success
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and hard to treat illnesses, not easy to treat illnesses
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that we can sell product. This is worrisome and we
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need to change this right now. But what are we
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waiting for. I've been to these meetings for a long time.
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We've all talked about things that have to change. We
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have an environment right now that we are all looking
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at saying, oh my goodness, what's going to happen tomorrow.
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How are we going to be able to deliver care
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development solutions care for people? The time is now. There
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is no question that when we see these challenges, we
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need to see opportunity. So let me talk a little
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bit about what patient centricity is. From my perspective, I
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think patient centricity requires two definitions. One's an operational definition
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and the second is a cultural definition. The operational definition
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is the active integration of the patient perspective in all
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solution development. Every word is important there the active integration
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of the patient perspective in every decision. That means we
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need to create teams that work along the trade. Additional
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are in deep process so that we are present and
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interact very regularly with teams with teams when they're making decisions.
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The second definition is a cultural one. It's the conscious
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awareness of the patient every day in every role, in
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every geography, so that when somebody comes to work, whether
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they're in finance, whether they're in HR, whether they're in
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a research lab, or whether they're dealing directly with patients,
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they are feeling and knowing that they're contributing to a solution.
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We need this as the sustainability to the operational piece.
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This is what's missing in a lot of areas.
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Right.
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So we might have one or two operational activities that
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are impactful, but they fizzle out. Why It's because the
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company doesn't have a culture that says, yes, this is
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what we want, this is what we need, this is
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what every one is here to do every day. And
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we have such an incredible selection bias in pharma. You
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can be an accountant in any company in the world.
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People choose to be an accountant, for instance, in pharma
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because they want to make a difference. But the problem is,
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six weeks later, it's a number in a box. We've
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not done anything to encourage them to understand that they're
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contributing to a patient's solution in their work. They are
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an integral part of that. And when CEOs and I've
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had this conversation with some when they say, ah, the
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culture of the company isn't great, I tell them, look
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in the mirror, not out the window. It's your fault.
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Create an environment that satisfies the reason they came to
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your company. So how do we like, I'm not getting
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any So how do we create what I've just described? Well,
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there's four operational teams that we've created in one cultural team.
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Each of the operational teams has a role along the research,
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development and delivery continuum. We have a team that partners
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with patients fully, non transactional, bidirectionally, hopefully beneficial all over
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the world in the disease areas that we work in.
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We have a team dedicated to creating an analysis that
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includes the patient perspective and delivers it to the research
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and discovery teams. We bring the exam room into the
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research lab and we challenge them to understand, how does
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your molecule have to behave in the real world for
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it to be beneficial? What are patients and physicians caregivers
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asking for. We have a team that looks at the
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patient in the real world setting. We all know clinical
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trial setting is nothing like the real world. So how
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do we deliver a solution to a patient that has
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different challenges, different symptoms, depression, anxiety, fatigue, insomnia. How do
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we understand all of that so we can again deliver care,
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not just a molecule or a medicine. And behavior. We
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know behavior is a huge part of successful care. There
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are behaviors that challenge good care, and there's behaviors that
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promote good care. We need to understand those things, and
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a behavioral science team is necessary to complete that real
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world picture of the patient so that when we're ready
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to deliver the solution, that solution had patient partnerships in
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its creation and we understand where it's being delivered in
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the real world. And then the final team, and I'm
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going to talk just for a couple of minutes on culture,
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is a team that is completely dedicated to culture. How
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do we make sure that we are a sustainable patient
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focused organization? But why is this so hard? It seems
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so intuitive, right you say, well, gosh, this makes sense,
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let's just do this. Well, it's hard because we're working
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with really smart people who are pretty firm in their opinions.
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We've done this for one hundred years this way, and
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it's really difficult to change opinions. But we have to
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be persistent. We have to recognize the people we're sitting
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across from don't have a different intention, they have a
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different method, and so the way we have to get
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them to where we are is by conversation, by example
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and showing the benefit. But there's risk involved. This is
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one of the hardest things to overcome risk is really
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difficult because you all have a risk when you're trying
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to create this, because you're putting yourself on the line
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to say I want to do something different and I
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think it's going to be meaningful. There's a risk to that,
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but there's also a risk to the person sitting across
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the table that says, yeah, go ahead and give it
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a shot, because something new is where the risk is involved.
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Innovation is looking forward. Safety is looking backward. In rec
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bonding just to data, we're asking people look forward, we
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can do better. And I've used this lie before. I
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apologize if everybody's seen it, but I think it's such
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a great example of why risk is so hard to manage,
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because seeing the future is difficult. That's an amazing invention,
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but who'dever want to use one? That was President Rutherford B.
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Hayes on the telephone, right, looking back seems pretty simple,
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but to him not so much. Who the hell wants
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to hear actors talk? That was Henry Warner of Warner Brothers.
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When somebody came to me and said, Hey, I think
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we can get rid of the silent films and have
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actors talk. He said, who he wants to hear them talk.
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That's crazy. And five hundred dollars for a fully subsidized
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phone and no keyboard. That was Steve Balmer from Microsoft
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on the iPhone. Now, these are pretty easy in retrospect
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ideas to say, wow, could you not have seen it?
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These folks didn't see it, and they're really successful and smart.
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So think about this when you're making the argument in
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your companies. Don't assume because we're where we are, believing
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that they are. Work with them to help them to understand.
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It's one of my favorite quotes from Jurassic Park? Are
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we focused in the right areas all the time? Can
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we build something? Is different than should we build something?
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Because can we build it is an absolute necessity. Science
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is an incredible is obviously the most important component of
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a new solution of innovation. But should we as the
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patient piece, if we don't understand how should we connects
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to can we? What have we done? Should we does
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not create a medicine. It creates a scientific molecule. Only
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when we talk to patients and attached the can we
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to the should we? Do we have a medicine, a
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medicine that will be impactful and other industries have done this, right, guys.
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I mean, we seem to think we're so unique that
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we can't know, we can't take examples from any of you. Oh,
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we're in a different industry. That's ridiculous. There's not an
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industry in the world that does not talk to a
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customer before they build the first mass produced, the first
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new product. There's not one. And when I use this
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car example, because at that point did customers say drivers say, well, geez,
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I want an air bag, I want seatbelt pretentioners, I
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want crumple zones. No, they didn't understand the engineering. What
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they said is I don't want to go through the
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windshield if I hit something. And what happened. Engineers went
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to work and said, I listened to the customer. How
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can we deliver this? Well, that's what we're doing in
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indust that's what we're doing in pharma and in healthcare delivery.
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We're asking patients for their incredibly important opinions, working with
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them so we can build the air bag, build the
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solution that they're waiting for. And anybody who says that's
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not relevant, I mean we need to have a separate conversation.
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So the rationale for patient centricity. We've talked about this
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a little bit yesterday in some of the meetings, But
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what are the rationale? Well, there's a business rationale from
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other industries. I just talked about what is the most
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important part of changing the way pharma delivers and develop something.
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It's in research and development. It's in the research, especially
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the discovery space. What I found is that if you
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have an impactful team that brings the patient perspective the
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should we into the research labs, Guess what happens. The
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researchers start to say, well, maybe we shouldn't be pursuing
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this indication, Maybe we shouldn't be pursuing this molecule, let's
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put it on a shelf, and let's reallocate our resources.
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You start to prioritize differently, allocate resources differently, and hopefully
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now you have molecules and science that links to the
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should we culture I'm going to talk about. But unless
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we have a culture that is truly where everyone comes
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into work every day feeling privileged to do what we do,
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this is not sustainable and it's good business. I make
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this argument in the book over and over again. I
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will talk a little bit about metrics. I hope we
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have time for questions. All you need to do is
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deliver this service, and you won't have to make the
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argument anymore because the team members that use these services
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are making the argument for you. The researchers will say,
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I don't want to develop my molecule without having this
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input because it is critically important you show value and
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the customer internal customers will deliver. The bottom line is
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this works. It's not perfect, and I'm hoping all of
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you take some of this away, build your own and
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share it back with me so I can change what
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I do because it's a collective that's going to make
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the difference, and it's measurable and it's good business. A
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couple slides on culture that I'm going to finish up.
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I'm not going to go through this whole slide, but
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the one thing that just to this is from Forbes
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from a while back, but again still relevant. Ninety one
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percent of hiring managers in the US said they would
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prefer hiring someone with an aligned culture than someone with
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experience or an education in their particular field. Think about that.
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Hiring managers are saying, I'd rather have someone who fits
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the company's culture than somebody who has the experience for
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the role. I'll teach them the experience. I can't teach
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them culture. So what happens is you bring them in
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the company doesn't have the culture they expected. Performance falls,
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it's not a good situation. Culture matters. And this is
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just some examples of some of the cultural programs we've built.
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Happy to share them in the book. There's a lot
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of detail about all of these and how they were built.
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But most importantly, you have to think about this as
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part of a patient centricity function in my view, and
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you have to bring the culture from a sign on
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a wall that says we're the best healthcare company in
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the world to active programs that every day people can
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participate in and feel like they are part of something special.
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And there's a lot of different programs. We have Patient
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Centricity University, where there's certification programs for anyone in the
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company globally to enter and grow in each of those
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certifications and understanding patient centricity. We have Stars in the Sky,
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which are video testimonials of what makes them, what motivates them,
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and we share them within the company and everybody can
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motivate each other that way. So how should we collaborate.
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This is the call to action for everybody. This is
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a picture of an All Star team Baseball All Star team.
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Look at it closely. Everyone has their team on their hats,
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but everybody has the league on their shirts. This is
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how we have to think about this. We all come
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from different companies. Within companies, I have people wearing finance hats.
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I have people wearing HR hats. I don't care about
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any of that because the shirt's all saying patient. That's
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how we have to look at it. In this room.
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This is our locker room. Guys. We are all in
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the game. We are not here as observers. If you're
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in this room, you're here to play. So now we
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have to commit in twenty twenty five to put the
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shirt on, wear are hats and make a difference. This
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is the year. We can't continue to let it go
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year by year. Time is wasting. And this is a
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commercial from the Line Trucking Company. I thought it was
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fantastic it's from Belgium, but it shows that alone it
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is really difficult. There's a lot of barriers we face
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when we go into our companies, into our boardrooms, into
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our bosses. But together we can truly make a difference,
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all of us together and by sharing ideas, by improving
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everything I've talked about today, show me how to do
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it better. I would love that I have no ownership
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of this. I'm sharing everything that I've done because I
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want all of us to improve with each other, working together.
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And this is one of my favorite quote parent. It's
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a paraphrase from Dante's Infernal But if I if I
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can't employ you because of the what I've said so
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far that you know, the hottest places in hell are
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reserved for those who, in times of moral crisis, preserve
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their neutrality. You know, there's no neutral here. If you're
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not in this If you're in this room, you're in
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the game. If you don't want to be in the game,
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the seat could be given to someone else, right. I mean,
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I hate to be blunt, but let's let's let's do
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something big here. And to be persuasive, we must be believable.
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To bel believable, we must be credible. To be credible,
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we must be truthful. That's the basis of what we do.
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And the last thing I want to talk about is
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this is a letter I composed in the book, and
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this is really what I think about when I think
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about what do I want to achieve, and it's we
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are all in. This is a letter from a patient
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officer to a patient. We're all in. We are all
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in with you, committing to allocate all of our efforts
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to help your little boy. While there is no certainty
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of the results of our effort, there is complete certainty
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on the method. We will work every day with you
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to make new solutions available. You, your family, and your son
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are the why we do what we do. We recognize
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the professional privilege we have working with patients, and we
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will be relentless in our efforts. Thanks everybody, I hope
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you have some questions for me.
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Hi there, thank you for a really inspiring and frankly
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reinvigorating start to the second day. I'm Catherine Name's patient advocate,
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but also a consultant. I work with a lot of
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pharmaceutical companies who outwardly advocate for a lot of what
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you're describing, but internally maintain the status quo. I think
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we can all agree with the theoretical thought approach to
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the work that we do, being all in the same league,
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but I think internally there maintains a lot of sexism
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and racism and difficulty seeing people who think like you
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do in positions of leadership, and then make sure that
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that leadership trickles down to the culture of the company.
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So my question to you is, if you are a
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company here who feels like what I'm saying applies to you,
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You're an employee at a company here who feels like
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what I'm saying applies to you, what is your advice
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for What would you say is the first step towards
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changing the culture of your company? What is what is
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your personal opinion about how to do that?
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Yeah, that's a that's a great question, and it speaks
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to that that Lichten's dying quota I gave because you're right,
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it's very, very difficult. And I've talked to a lot
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of people yesterday who said, boy, I've been trying to
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do this and it just seems to get no traction.
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And I think at this point in the fight that
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we're in, I think you have to one understand who
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you're sitting across from and understand what the message, how
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the message will be received. Start small, but never compromise
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on what it is that we're trying to achieve. And
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I think for too long, this existential threat that we
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had all if you do this, we're just gonna We're
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going to cut you out. We have facts that clearly
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show it's not working. Right now in pharma, it's not working.
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They're taking a lot of shots on goals. So the
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numbers are okay, but it's getting worse and worse. So
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understand who you're sitting across from, Understand the risk tolerance,
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figure out what ways you can develop at least a
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small example of success, and let the success and the
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people in the company who are benefactors of that success
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make your argument with you. That's what we did. Use
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the Bell curve, right. Ninety five percent of the people
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really just want to get their work done more efficiently,
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so they'll get on board if you have examples. Two
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point five percent early adopters, they'll get on board of anything.
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And the two point five late adopters come on board slowly,
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but they will come on board when they start to
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see that ninety five percent be converted. So just start small,
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use examples, Use examples. Success breeds evangelism inside the companies.
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Emma, no, please let this lady go first.
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No go, good morning, Thank you, so much for your talk.
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Amanda Beasley from MGEN, I am curious if maybe either
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at Astellis or from where you've heard from other places,
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there's a lot of silos, And for MGEN, we have
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patient advocacy that's very focused on once a drug is commercialized.
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We have patient engagement leads that are in the development phase,
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and we have my team that is particularly focused on
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the underrepresented populations. Of both of those teams, how do
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you suggest, because there's a lot of tension between the
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other two groups, we're trying to play that middle ground
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in my team, how do you bring silos together that
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all clearly have a focus on the patient but have
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very different drivers and opinions about how to do that.
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So it's really hard to hear the questions up here.
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I don't know if anybody's noticed that there's a little
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bit of feedback, but I think you asked, how do
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you bring those components more aligned together? Structure matters. I'll
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start there. How you create these teams and who they
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report to matters a great deal. So if you're not
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aligned under one umbrella, there is a problem, for sure,
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and it's a greater challenge when you have people kind
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of competing for those little their segments. The only way
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I know of to create the alignment other than by
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influence and continually pushing people to the center, is a
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new structure that allows all of that umbrella to be
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under one patient group and then broken out into the
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subgroups afterward. But it's a real challenge of other people
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have asked that, and I really don't have an easy
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solution because it's a structural problem in my view.
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I was actually going to ask the same thing around
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the internal competition. So you've kind of answered the question,
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but I would like to reiterate what you said about
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we're all in the game whichever hat we wear. Now,
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I've had patient advocacy roles. I've had roles in farmer
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managing big teams and managing small teams, and I've also
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had roles agency side. And one of the reasons is
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we've discussed already Anthony, that we created is PEP is
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to say we are all in the game, whichever hat
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we wear, patient advocate, patient science. We need to be
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in the game. So I would like to hear you
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say that one more time to the people in this room,
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so we hear that message loud and strong.
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From you. Yeah. Absolutely. If you're in this room, this
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is the locker room. You're in the room, you're in
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the game. You're not here to watch, you here to play.
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If you don't want to play, why you're in the room. Right,
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Let's everybody work, let's go. This is it twenty twenty five,
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no question
1
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Good morning. I like to ruam around, so I'm gonna
2
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move these things around a little bit, breaking the microphones
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early on. So great to be here. It's the first
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time I saw that. That was so kind. That's really nice.
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Thank you, thank you. So what are we gonna talk
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about today? I changed the title. I redid this presentation
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not too long ago, and I decided to make it
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a little bit more provocative. The big lie. You know,
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we know, bet so do we really? So? What today
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we're going to talk about is a little bit of
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the problems, the challenges we have, some solutions that are
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in development, the importance of culture, and then I hope
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at the end a call to action so we can
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all get motivated and make twenty twenty five the year
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where change occurs. Let me see if I can get
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the slides going here. There we go. Problem statement number one,
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we have not consistently integrated the patient perspective into new
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solution development. Statement number two. On the delivery side, we
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seem to have transitioned to a system of treating illness
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and no longer caring for people. And how has that
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impacted the perception of the healthcare industry. Well, this is
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a list of the positive perception of the public. This
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is from twenty twenty three recent and the pharmaceutical industry
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and healthcare is not far behind. But the pharmaceutical industry
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is last, and to put it in perspective, the federal
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government is higher. So that tells you the negative perception
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of what people think of when they think of the
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pharmaceutical industry. And again healthcare industry is not far behind.
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But think about this. We'll go to work every day
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trying to do great things, and yet that's not the perception.
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Why is that? Well, part of it is the employees
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are feeling worn out. This isn't just within pharma, this
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is all employees. But the positivity, the feeling of positivity
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in their work environment is abysmal. And when you look globally,
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not much better. Nineteen percent of the people feel positive
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about their jobs. Oh man, that's that's a worrisome thing
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when we talk about the work that we do and
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the importance of it. And another problem. This is an
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LDK study from a few years back, but it's still
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very relevant. Most good, at least half of the of
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the medicines that reach the marketplace underperform expectations. Why Why
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is that Well, they've looked at this, and it's because
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the companies failed to recognize the patient need and their
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perceived value. Well they developed it. It's got to stop.
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We have to start thinking about this. We heard a
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lot yesterday about return on investment, return on engagement. This
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is clear. They're screaming that we're not doing a good
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job now, So how can we not make this better
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with what we're trying to do in this room. This
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was an article from one month ago and Pharma Voice,
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Big pharma execs are placing lower risk, lower risk bets.
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Does that worry anybody? Worries me? Boy? I think it's
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the high risk business we're in. We should be looking
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at tough targets, not easy targets. We should be thinking
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of patients, not profit. We should be thinking of success
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and hard to treat illnesses, not easy to treat illnesses
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that we can sell product. This is worrisome and we
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need to change this right now. But what are we
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waiting for. I've been to these meetings for a long time.
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We've all talked about things that have to change. We
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have an environment right now that we are all looking
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at saying, oh my goodness, what's going to happen tomorrow.
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How are we going to be able to deliver care
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development solutions care for people? The time is now. There
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is no question that when we see these challenges, we
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need to see opportunity. So let me talk a little
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bit about what patient centricity is. From my perspective, I
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think patient centricity requires two definitions. One's an operational definition
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and the second is a cultural definition. The operational definition
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is the active integration of the patient perspective in all
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solution development. Every word is important there the active integration
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of the patient perspective in every decision. That means we
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need to create teams that work along the trade. Additional
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are in deep process so that we are present and
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interact very regularly with teams with teams when they're making decisions.
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The second definition is a cultural one. It's the conscious
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awareness of the patient every day in every role, in
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every geography, so that when somebody comes to work, whether
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they're in finance, whether they're in HR, whether they're in
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a research lab, or whether they're dealing directly with patients,
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they are feeling and knowing that they're contributing to a solution.
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We need this as the sustainability to the operational piece.
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This is what's missing in a lot of areas.
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Right.
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So we might have one or two operational activities that
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are impactful, but they fizzle out. Why It's because the
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company doesn't have a culture that says, yes, this is
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what we want, this is what we need, this is
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what every one is here to do every day. And
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we have such an incredible selection bias in pharma. You
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can be an accountant in any company in the world.
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People choose to be an accountant, for instance, in pharma
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because they want to make a difference. But the problem is,
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six weeks later, it's a number in a box. We've
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not done anything to encourage them to understand that they're
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contributing to a patient's solution in their work. They are
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an integral part of that. And when CEOs and I've
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had this conversation with some when they say, ah, the
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culture of the company isn't great, I tell them, look
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in the mirror, not out the window. It's your fault.
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Create an environment that satisfies the reason they came to
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your company. So how do we like, I'm not getting
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any So how do we create what I've just described? Well,
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there's four operational teams that we've created in one cultural team.
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Each of the operational teams has a role along the research,
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development and delivery continuum. We have a team that partners
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with patients fully, non transactional, bidirectionally, hopefully beneficial all over
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the world in the disease areas that we work in.
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We have a team dedicated to creating an analysis that
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includes the patient perspective and delivers it to the research
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and discovery teams. We bring the exam room into the
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research lab and we challenge them to understand, how does
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your molecule have to behave in the real world for
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it to be beneficial? What are patients and physicians caregivers
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asking for. We have a team that looks at the
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patient in the real world setting. We all know clinical
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trial setting is nothing like the real world. So how
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do we deliver a solution to a patient that has
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different challenges, different symptoms, depression, anxiety, fatigue, insomnia. How do
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we understand all of that so we can again deliver care,
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not just a molecule or a medicine. And behavior. We
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know behavior is a huge part of successful care. There
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are behaviors that challenge good care, and there's behaviors that
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promote good care. We need to understand those things, and
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a behavioral science team is necessary to complete that real
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world picture of the patient so that when we're ready
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to deliver the solution, that solution had patient partnerships in
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its creation and we understand where it's being delivered in
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the real world. And then the final team, and I'm
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going to talk just for a couple of minutes on culture,
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is a team that is completely dedicated to culture. How
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do we make sure that we are a sustainable patient
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focused organization? But why is this so hard? It seems
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so intuitive, right you say, well, gosh, this makes sense,
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let's just do this. Well, it's hard because we're working
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with really smart people who are pretty firm in their opinions.
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We've done this for one hundred years this way, and
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it's really difficult to change opinions. But we have to
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be persistent. We have to recognize the people we're sitting
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across from don't have a different intention, they have a
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different method, and so the way we have to get
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them to where we are is by conversation, by example
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and showing the benefit. But there's risk involved. This is
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one of the hardest things to overcome risk is really
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difficult because you all have a risk when you're trying
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to create this, because you're putting yourself on the line
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to say I want to do something different and I
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think it's going to be meaningful. There's a risk to that,
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but there's also a risk to the person sitting across
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the table that says, yeah, go ahead and give it
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a shot, because something new is where the risk is involved.
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Innovation is looking forward. Safety is looking backward. In rec
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bonding just to data, we're asking people look forward, we
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can do better. And I've used this lie before. I
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apologize if everybody's seen it, but I think it's such
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a great example of why risk is so hard to manage,
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because seeing the future is difficult. That's an amazing invention,
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but who'dever want to use one? That was President Rutherford B.
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Hayes on the telephone, right, looking back seems pretty simple,
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but to him not so much. Who the hell wants
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to hear actors talk? That was Henry Warner of Warner Brothers.
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When somebody came to me and said, Hey, I think
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we can get rid of the silent films and have
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actors talk. He said, who he wants to hear them talk.
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That's crazy. And five hundred dollars for a fully subsidized
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phone and no keyboard. That was Steve Balmer from Microsoft
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on the iPhone. Now, these are pretty easy in retrospect
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ideas to say, wow, could you not have seen it?
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These folks didn't see it, and they're really successful and smart.
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So think about this when you're making the argument in
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your companies. Don't assume because we're where we are, believing
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that they are. Work with them to help them to understand.
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It's one of my favorite quotes from Jurassic Park? Are
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we focused in the right areas all the time? Can
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we build something? Is different than should we build something?
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Because can we build it is an absolute necessity. Science
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is an incredible is obviously the most important component of
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a new solution of innovation. But should we as the
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patient piece, if we don't understand how should we connects
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to can we? What have we done? Should we does
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not create a medicine. It creates a scientific molecule. Only
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when we talk to patients and attached the can we
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to the should we? Do we have a medicine, a
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medicine that will be impactful and other industries have done this, right, guys.
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I mean, we seem to think we're so unique that
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we can't know, we can't take examples from any of you. Oh,
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we're in a different industry. That's ridiculous. There's not an
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industry in the world that does not talk to a
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customer before they build the first mass produced, the first
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new product. There's not one. And when I use this
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car example, because at that point did customers say drivers say, well, geez,
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I want an air bag, I want seatbelt pretentioners, I
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want crumple zones. No, they didn't understand the engineering. What
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they said is I don't want to go through the
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windshield if I hit something. And what happened. Engineers went
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to work and said, I listened to the customer. How
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can we deliver this? Well, that's what we're doing in
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indust that's what we're doing in pharma and in healthcare delivery.
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We're asking patients for their incredibly important opinions, working with
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them so we can build the air bag, build the
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solution that they're waiting for. And anybody who says that's
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not relevant, I mean we need to have a separate conversation.
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So the rationale for patient centricity. We've talked about this
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a little bit yesterday in some of the meetings, But
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what are the rationale? Well, there's a business rationale from
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other industries. I just talked about what is the most
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important part of changing the way pharma delivers and develop something.
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It's in research and development. It's in the research, especially
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the discovery space. What I found is that if you
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have an impactful team that brings the patient perspective the
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should we into the research labs, Guess what happens. The
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researchers start to say, well, maybe we shouldn't be pursuing
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this indication, Maybe we shouldn't be pursuing this molecule, let's
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put it on a shelf, and let's reallocate our resources.
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You start to prioritize differently, allocate resources differently, and hopefully
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now you have molecules and science that links to the
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should we culture I'm going to talk about. But unless
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we have a culture that is truly where everyone comes
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into work every day feeling privileged to do what we do,
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this is not sustainable and it's good business. I make
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this argument in the book over and over again. I
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will talk a little bit about metrics. I hope we
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have time for questions. All you need to do is
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deliver this service, and you won't have to make the
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argument anymore because the team members that use these services
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are making the argument for you. The researchers will say,
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I don't want to develop my molecule without having this
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input because it is critically important you show value and
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the customer internal customers will deliver. The bottom line is
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this works. It's not perfect, and I'm hoping all of
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you take some of this away, build your own and
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share it back with me so I can change what
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I do because it's a collective that's going to make
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the difference, and it's measurable and it's good business. A
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couple slides on culture that I'm going to finish up.
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I'm not going to go through this whole slide, but
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the one thing that just to this is from Forbes
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from a while back, but again still relevant. Ninety one
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percent of hiring managers in the US said they would
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prefer hiring someone with an aligned culture than someone with
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experience or an education in their particular field. Think about that.
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Hiring managers are saying, I'd rather have someone who fits
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the company's culture than somebody who has the experience for
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the role. I'll teach them the experience. I can't teach
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them culture. So what happens is you bring them in
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the company doesn't have the culture they expected. Performance falls,
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it's not a good situation. Culture matters. And this is
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just some examples of some of the cultural programs we've built.
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Happy to share them in the book. There's a lot
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of detail about all of these and how they were built.
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But most importantly, you have to think about this as
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part of a patient centricity function in my view, and
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you have to bring the culture from a sign on
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a wall that says we're the best healthcare company in
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the world to active programs that every day people can
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participate in and feel like they are part of something special.
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And there's a lot of different programs. We have Patient
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Centricity University, where there's certification programs for anyone in the
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company globally to enter and grow in each of those
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certifications and understanding patient centricity. We have Stars in the Sky,
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which are video testimonials of what makes them, what motivates them,
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and we share them within the company and everybody can
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motivate each other that way. So how should we collaborate.
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This is the call to action for everybody. This is
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a picture of an All Star team Baseball All Star team.
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Look at it closely. Everyone has their team on their hats,
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but everybody has the league on their shirts. This is
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how we have to think about this. We all come
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from different companies. Within companies, I have people wearing finance hats.
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I have people wearing HR hats. I don't care about
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any of that because the shirt's all saying patient. That's
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how we have to look at it. In this room.
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This is our locker room. Guys. We are all in
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the game. We are not here as observers. If you're
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in this room, you're here to play. So now we
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have to commit in twenty twenty five to put the
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shirt on, wear are hats and make a difference. This
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is the year. We can't continue to let it go
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year by year. Time is wasting. And this is a
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commercial from the Line Trucking Company. I thought it was
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fantastic it's from Belgium, but it shows that alone it
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is really difficult. There's a lot of barriers we face
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when we go into our companies, into our boardrooms, into
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our bosses. But together we can truly make a difference,
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all of us together and by sharing ideas, by improving
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everything I've talked about today, show me how to do
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it better. I would love that I have no ownership
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of this. I'm sharing everything that I've done because I
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want all of us to improve with each other, working together.
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And this is one of my favorite quote parent. It's
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a paraphrase from Dante's Infernal But if I if I
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can't employ you because of the what I've said so
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far that you know, the hottest places in hell are
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reserved for those who, in times of moral crisis, preserve
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their neutrality. You know, there's no neutral here. If you're
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not in this If you're in this room, you're in
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the game. If you don't want to be in the game,
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the seat could be given to someone else, right. I mean,
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I hate to be blunt, but let's let's let's do
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something big here. And to be persuasive, we must be believable.
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To bel believable, we must be credible. To be credible,
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we must be truthful. That's the basis of what we do.
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And the last thing I want to talk about is
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this is a letter I composed in the book, and
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this is really what I think about when I think
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about what do I want to achieve, and it's we
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are all in. This is a letter from a patient
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officer to a patient. We're all in. We are all
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in with you, committing to allocate all of our efforts
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to help your little boy. While there is no certainty
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of the results of our effort, there is complete certainty
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on the method. We will work every day with you
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to make new solutions available. You, your family, and your son
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are the why we do what we do. We recognize
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the professional privilege we have working with patients, and we
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will be relentless in our efforts. Thanks everybody, I hope
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you have some questions for me.
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Hi there, thank you for a really inspiring and frankly
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reinvigorating start to the second day. I'm Catherine Name's patient advocate,
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but also a consultant. I work with a lot of
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pharmaceutical companies who outwardly advocate for a lot of what
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you're describing, but internally maintain the status quo. I think
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we can all agree with the theoretical thought approach to
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the work that we do, being all in the same league,
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but I think internally there maintains a lot of sexism
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and racism and difficulty seeing people who think like you
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do in positions of leadership, and then make sure that
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that leadership trickles down to the culture of the company.
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So my question to you is, if you are a
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company here who feels like what I'm saying applies to you,
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You're an employee at a company here who feels like
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what I'm saying applies to you, what is your advice
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for What would you say is the first step towards
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changing the culture of your company? What is what is
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your personal opinion about how to do that?
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Yeah, that's a that's a great question, and it speaks
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to that that Lichten's dying quota I gave because you're right,
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it's very, very difficult. And I've talked to a lot
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of people yesterday who said, boy, I've been trying to
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do this and it just seems to get no traction.
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And I think at this point in the fight that
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we're in, I think you have to one understand who
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you're sitting across from and understand what the message, how
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the message will be received. Start small, but never compromise
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on what it is that we're trying to achieve. And
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I think for too long, this existential threat that we
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had all if you do this, we're just gonna We're
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going to cut you out. We have facts that clearly
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show it's not working. Right now in pharma, it's not working.
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They're taking a lot of shots on goals. So the
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numbers are okay, but it's getting worse and worse. So
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understand who you're sitting across from, Understand the risk tolerance,
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figure out what ways you can develop at least a
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small example of success, and let the success and the
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people in the company who are benefactors of that success
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make your argument with you. That's what we did. Use
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the Bell curve, right. Ninety five percent of the people
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really just want to get their work done more efficiently,
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so they'll get on board if you have examples. Two
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point five percent early adopters, they'll get on board of anything.
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And the two point five late adopters come on board slowly,
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but they will come on board when they start to
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see that ninety five percent be converted. So just start small,
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use examples, Use examples. Success breeds evangelism inside the companies.
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Emma, no, please let this lady go first.
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No go, good morning, Thank you, so much for your talk.
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Amanda Beasley from MGEN, I am curious if maybe either
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at Astellis or from where you've heard from other places,
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there's a lot of silos, And for MGEN, we have
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patient advocacy that's very focused on once a drug is commercialized.
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We have patient engagement leads that are in the development phase,
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and we have my team that is particularly focused on
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the underrepresented populations. Of both of those teams, how do
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you suggest, because there's a lot of tension between the
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other two groups, we're trying to play that middle ground
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in my team, how do you bring silos together that
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all clearly have a focus on the patient but have
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very different drivers and opinions about how to do that.
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So it's really hard to hear the questions up here.
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I don't know if anybody's noticed that there's a little
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bit of feedback, but I think you asked, how do
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you bring those components more aligned together? Structure matters. I'll
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start there. How you create these teams and who they
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report to matters a great deal. So if you're not
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aligned under one umbrella, there is a problem, for sure,
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and it's a greater challenge when you have people kind
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of competing for those little their segments. The only way
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I know of to create the alignment other than by
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influence and continually pushing people to the center, is a
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new structure that allows all of that umbrella to be
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under one patient group and then broken out into the
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subgroups afterward. But it's a real challenge of other people
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have asked that, and I really don't have an easy
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solution because it's a structural problem in my view.
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I was actually going to ask the same thing around
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the internal competition. So you've kind of answered the question,
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but I would like to reiterate what you said about
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we're all in the game whichever hat we wear. Now,
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I've had patient advocacy roles. I've had roles in farmer
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managing big teams and managing small teams, and I've also
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had roles agency side. And one of the reasons is
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we've discussed already Anthony, that we created is PEP is
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to say we are all in the game, whichever hat
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we wear, patient advocate, patient science. We need to be
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in the game. So I would like to hear you
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say that one more time to the people in this room,
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so we hear that message loud and strong.
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From you. Yeah. Absolutely. If you're in this room, this
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is the locker room. You're in the room, you're in
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the game. You're not here to watch, you here to play.
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If you don't want to play, why you're in the room. Right,
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Let's everybody work, let's go. This is it twenty twenty five,
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no question
