Health Care

Impact of Digital Health on

the Pharmaceutical Industry
Will Business Models be Reshaped by Digital Health?
Content

Executive Summary 3

Emergence of digital technologies and genetics into the traditional value chain 4

Little engagement today, but high expectations for the near future 5

Digital Health: generating new business, pushing the value proposition 6

Dealing with the transformation potential 8

Drivers and potential threats for Digital Health 12

Looking ahead 13

How Arthur D. Little supports companies to develop Digital Health strategies 14

Executive summary

Digital Health will transform the business models of the Pharmaceutical industry.
Although many companies have not yet formulated a concise Digital Health
strategy, industry executives expect that by 2020, Digital Health will enable
Pharmaceutical companies to activate new business segments as well as to
significantly improve their competitive advantage. This is the result of a global
survey1 conducted in the Pharmaceutical industry by Arthur D. Little and the
Karlsruher Institute of Technology (KIT) to capture the current thinking and the
expectations regarding the transformative impact of Digital Health.

The study results indicate that by 2020 the business model of the Pharmaceutical
industry will be reshaped by Digital Health:
nn
84% of study participants consider it crucial to have a Digital Health strategy in
2020, compared to 13% who believe it is already crucial today
nn
Whereas Digital Health programs are today still in an evaluation and piloting
phase, 73% of participants are sure those programs will be implemented by
2020
nn
77% believe Digital Health will generate new business by 2020, and 94%
believe it will either extend the existing value proposition (37%) or even invent
a new value proposition for the Pharmaceutical industry (57%)
nn
Consequently, all participants believe Digital Health will have an important
(27%) or even crucial impact (73%) for the competitive advantage of their
Pharmaceutical companies

The highlighted findings show that the majority of executives and senior
managers have understood the value and business potential behind Digital Health
and its concepts. Successful implementation of Digital Health strategies will result
in transformation across four main areas: organizational prioritization, customer
focus, enlargement of capabilities and uncertainty of revenue streams.

As key external drivers participants identified the increasing health awareness of

consumers, technology progress and the expectation to reduce healthcare cost.
Those aspects are supported by an increased desire for integrated systems in a
new world of open innovation.

1 Arthur D. Little and Karlsruher Institute of Technology jointly conducted a total of 53 interviews in 2013. The survey design included
an initial set of qualitative interviews followed by a second step which was guided by a quantitative questionnaire. The number of
responses varies throughout this report as only completed datasets per question have been included.
3
Impact of Digital Health

Emergence of digital technologies and

genetics into the traditional value chain

The global healthcare industry has seen a transformation overall objective is to improve the wellbeing of patients, and/
over the last decade, which has been driven by advances in or to reduce costs of services.2
biopharmaceuticals, medical technology and surgical procedures.
Numerous terms such as ‘eHealth’, ‘mHealth’ or ‘telemedicine’
Over the next decade, we will see even more dramatic changes, are frequently used synonyms of Digital Health to describe
resulting from factors such as advances in genetic, cell and concepts of healthcare practice that use or involve information
tissue techniques; interventional medical technologies; neuro- and communication technology. Thus, they are some of the
engineering; intelligent prosthetics; and improved imaging phrases used that refer to Digital Health (Figure 1).
technologies. We are in the middle of a paradigm shift. Digital
Health applications in integrated healthcare offerings and In fact, mHealth is the building block that enables Digital
information and communication technologies, which can tap into Health solutions to enfold their full potential by using mobile
the full potential of big data analytics, will transform the way we communication technologies and concepts. Mobile technologies
think about healthcare. can potentially act as a catalyst to increase the impact of digital
offerings, when they are applied as an enabler within integrated
For the conducted survey1, we have defined the term ‘Digital
healthcare offerings. The resulting digital offerings can change
Health’ as follows:
the logic of existing market mechanisms and reduce costs3.
nn ‘ Digital Health’ represents the convergence of digital
technologies (especially information and communication
technologies and data analytics) with elements and decision
making structures of the traditional care value chain. The 2 The definition is based on Arthur D. Little’s understanding of Digital Health
and refers to the prevailing academic and business thinking, including: Frank
(2000); Topol (2012; 2013); Mellodge and Vendetti, (2011)
3 Basset et al., (2012)

Figure 1. Digital Health harbors a variety of concepts and related applications – mobile technologies act as a catalyst

 Genetics
 Online health self-education
 Online patient-doctor consultation
 Online monitoring daily routines
 Video monitoring for special needs
 Vital signs collection and remote
reporting

 Mobile technologies acting as a

catalyst to connect and integrate
the chain of care

 Smart pill bottles provide

reminders & records of
medicine intake  Sensor technologies

Source: Mitchell, J. & Associates (1999) The cost effectiveness of telemedicine enhanced by embracing e-health. Pawar et al. (2012) A framework for the comparison of mobile
patient monitoring systems. m-healthTalk.com (2013) m-health – What does it mean and what’s included. Fasano, P. (2013) Transfor-ming Health Care – The financial Impact of
Technology. Sonnier, P. (2012) Definition of Digital Health. Pagliari et al. (2005) What Is eHealth. Arthur D. Little

4
 Impact of Digital Health

Little engagement today, but high

expectations for the near future

When asked how important it will be to have a Digital Health When it comes to adaption of such strategies however, the
strategy for Pharmaceutical companies, 84% of study survey reveals that the Pharmaceutical industry is still at the
participants considered it ‘crucial’ to have a Digital Health early stage. 76% of participants reported that their organizations
strategy in 2020. An additional 13% answered that it will be have no current plans in place, or are currently in the process of
‘important’ and only 3% of participants considered it ‘not evaluating, piloting or adopting Digital Health plans. But Digital
important’ (Figure 2). Health adoption in the Pharmaceutical industry is expected to
increase rapidly in the following years. By 2020 and beyond, it
is predicted that the majority of Pharmaceutical companies will
have implemented a Digital Health strategy (Figure 3).

Figure 2. How important is a Digital Health Strategy and Figure 3. Which of the following best describes the
how important will it be for Pharmaceutical adoption level of your company’s Digital Health
companies in the future? initiatives today?
Importance of Digital Health strategy How do you expect this to develop in the short-
term and long-term?
N=30 3% 3% 3%
Status of implementation
13% N=30 3% 3%
30% 3%
43% 10% 7%
23%
13% 13%

84%
37% 40%
54% 84%
75% +450%
73%
54%
23% +150%
33%
13% 13%

2013 2015 2020 2013 2015 2020

Not important Important No plans Piloting Implemented
Slightly important Crucial Evaluating Adopting

Source: Joint Arthur D. Little, KIT survey Source: Joint Arthur D. Little, KIT survey

These results indicate that managers in the Pharmaceutical

industry see the importance that Digital Health will have in the
future. Executives also point out the need to prepare, formulate
and execute Digital Health strategies soon.

5
Impact of Digital Health

Digital Health: generating new business,

pushing the value proposition

When asked about the focus of their Digital Health In fact, while the Pharmaceutical industry currently utilizes
engagements, more than 75% of respondents indicated that Digital Health to enhance the established value proposition,
they understand Digital Health as means to generate new within the next couple of years this situation and business logic
business by 2020. Executives and senior managers also say that will change entirely. By 2015 the majority of companies will use
in the short-term, Digital Health strategies will mostly target Digital Health to extend their value proposition, and by 2020
business improvements and ways to redesign their businesses more than 90% of executives and senior managers expect to
(Figure 4). leverage Digital Health in a way that helps them to invent a
new value proposition (57%) or to extend their current value
proposition (37%) (Figure 5).

Figure 4. What is the primary focus of your company’s Figure 5. What is the primary focus of your company’s
Digital Health strategy with respect to value Digital Health strategy with respect to business
proposition for the customer? generation?

Digital Health and value proposition Business generation from Digital Health

N=30 N=30
7% 3%
10%
20% 27% 13%
37%
57%
73%

63% 50% +229%

77%
+1.600% 57% +71%
40%
23% 23%
+400% 17%
3%

2013 2015 2020 2013 2015 2020

Improve business Create new business
Enhance value prop. Invent value prop.
Redesign business
Extend value prop.
Source: Joint Arthur D. Little, KIT survey Source: Joint Arthur D. Little, KIT survey

6
 Impact of Digital Health

To understand the rationale behind the expected future

importance of Digital Health, participants were asked to shed
light on the business objectives their companies are targeting
with the implementation of Digital Health strategies. The top
five business objectives are listed below (see Figure 6 for more
detail):
nn Improved competitive advantage (3.73)4
nn New delivery channels (3.39)
nn Access to new markets (3.31)
nn Protection of market share (3.27)
nn Enhanced collaboration (3.14)

Figure 6. How important are the following objectives for your company’s Digital Health strategy?

Objectives of Digital Health strategy

N=30
100% 3.73 4
11% 7% 3% 13% 3% 4% 3% 3%
7% 7%
3.31 3.27 23% 3.39 27% 20%
80% 18% 27%

45% 54% 3
2.75 47% 3.13 3.14
60% 30% 62% 2.93
2.83
43% 57%
40% 57%
73%
2

20% 45% 40% 43% 43%

23% 28%
14% 20%
0% 1
New Cost reduction New markets Market share New revenue New delivery Enhanced Competitive Knowledge
organization protection streams channels collaboration advantage demons-
structure tration
Average Not important (1) Slightly important (2) Important (3) Crucial (4)

Source: Joint Arthur D. Little, KIT survey

4 Numbers represent the average value of participants’ assessment of

importance of these business objectives for Digital Health strategy, where 1
indicates ”not important“ and 4 indicates “crucial importance”.

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Impact of Digital Health

Dealing with the transformation potential

The previously highlighted findings show that the majority of 1. Organizational prioritization
executives and senior managers have understood the value
The Pharmaceutical industry is aware of the importance
and business potential behind Digital Health and its concepts.
of successful execution of Digital Health strategies in the
Successful implementation of Digital Health strategies will result
near future. Nevertheless, this is barely reflected in today’s
in transformation across four areas:
organizations. Digital Health solutions are still mostly driven by
1. Organizational prioritization: Digital Health will need to the marketing department: 57% of respondents indicated that
transform into a leadership topic. Digital Health is a topic of high importance for their marketing
and sales business, while only 33% of participants saw a high
2. Shift in customer base: the role of patients, consumers and
importance for the entire organization (Figure 7).
payers are about to change.

3. New competencies and partnerships: there will be a need In an additional round of in-depth-personal interviews with
to master a changed set of competencies and engage with leading digital experts in the industry, we found that only 38%
different partners. of Pharmaceutical companies in the sample have management
in the driver’s seat when it comes to Digital Health and related
4. Uncertain revenue streams: when Digital Health elements
projects (Figure 7).
become an integrated part of product offerings, new financial
models will be needed.

Figure 7. Which of the following best describes the priority of Digital Health for your company?

Prioritization of Digital Health Involvement of functional areas

N=30 N=14
68%
Important priority Management
33% 38%
for entire organization IT 74%
8%
Important priority R&D 44%
7% 0%
for research
Medical affairs 46%
0%
Important priority Production 8%
0% 0%
for medical affairs
Market access 46%
0%
Important priority 79%
0% Marketing and sales
for market access 54%
Distribution 23%
Important priority 0%
57% Customer service 38%
for marketing and sales 0%
Quality management 23%
Important priority 0%
3% 15%
for IT Other0%
Participants as a % Participants as a % 0%
0% 20% 40% 60% 80% 100% 20% 40% 60% 80% 100%
participation leadership

Source: Joint Arthur D. Little, KIT survey Source: Joint Arthur D. Little, KIT survey

8
 Impact of Digital Health

Figure 8. How important are the different stakeholders in the traditional and the future Digital Health business model?

Importance of stakeholders
N=16
Traditional
Traditional business model
business model Digital-Health businessmodel
digital-Health business model

Importance Importance
1 2 3 4 1 2 3 4
Primary HCP Primary HCP
Secondary HCP Secondary HCP
Patients Patients
Consumer Consumer
Wholesalers Wholesalers
Retailers Retailers
Pharmacies Pharmacies
Payers Payers
ICT provider ICT provider
1 = not important at all, 2 = slightly important, 3 = important, 4 = very important

Source: Joint Arthur D. Little, KIT survey; Bassett et al. (2012) From Science 2.0 to Pharma 3.0; Srai, J.S., Alinaghian, L.S. (2010) Mapping Emerging Value Chains in
Pharmaceutical Industry

2. Shift in customer base for technological know-how, development of customer-

specific solutions and provision of modular solutions. Also,
The traditional business model of the Pharmaceutical industry
Pharmaceutical companies consider market and customer
is expected to change as the importance of patients and
knowledge as highly relevant (Figure 9 overleaf).
consumers will increase. Payers are seen to become the leading
stakeholder. Wholesalers are likely to have a decreasingly
Respondents also indicated which partners they consider mostly
important role, whereas the roles of other stakeholders, such as
relevant to succeed in the Digital Health environment. Payers,
providers and pharmacists, have been estimated not to change
healthcare providers, software companies and component and
(Figure 8).
medical device companies are considered the most important
partners for the Pharmaceutical industry (Figure 10 overleaf).
3. New competencies and partnerships
Successful execution of Digital Health strategies requires new
competencies. All survey participants consider partnerships
an essential part of successful design, implementation
and operation of Digital Health solutions. There is demand

9
Impact of Digital Health

Figure 9. Which capabilities do you require from your project partners when it comes to digital health strategies and
projects?

Requirements for project partners

N=12
Technology know-how 80% 20%

Process know-how 60% 20% 20%

IT know-how 60% 20% 20%

Development of customer
specific solutions 20% 40% 40%
Modular solution
provision 20% 40% 40%
Market and customer
knowledge 25% 25% 50%

Participants as a % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Joint Arthur D. Little, KIT survey very low relevance low relevance high relevance very high relevance

Figure 10. How important are the following partners for your Digital Health strategies?

Importance of individual partners

N=15 very low relevance low relevance high relevance very high relevance
Pharma companies 23% 62% 15%
Patients / consumers 8% 8% 67% 17%
Healthcare prov. 17% 33% 50%
Payer 8% 31% 62%
Medical device compan. 45% 18% 36%
Component suppliers 18% 18% 36% 27%
Telecom operators 30% 50% 20%
Software companies 9% 55% 36%
Service providers 33% 11% 44% 11%
Medical wholesalers 63% 38%
Pharmacies 11% 44% 33% 11%
Retailers 71% 29%
Research organizations 33% 56% 11%
Consultancies 38% 50% 13%

Participants as a % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Joint Arthur D. Little, KIT survey; Bassett et al. (2012) From Science 2.0 to Pharma 3.0; Chase (2011) Healthcare disruption, TechCrunch.

10
 Impact of Digital Health

4. Uncertain revenue streams

Figure 11. Which parties are/ will be paying for the Digital
Digital Health solutions are expected to become an integral part Health solution?
of the offering of Pharmaceutical companies. Furthermore, as
Digital Health revenue streams
shown in the survey results above, digital is seen as a generator
of new business. As such, Pharmaceutical companies will have N=30
to find ways to not only price their Digital Health solutions, but Healthcare
also to overcome the uncertainty of who will pay. When asked professionals
None (Pharma)
who will compensate their organizations for the offered digital
13.8% 18.5%
solutions, the survey participants indicated several sources,
ranging from patients and consumers (16.9%), statutory health Patient
programs 13.8%
insurance (SHI) and private health insurance (PHI) (18.5%
each), and patient programs and healthcare professionals 16.9% Patient/
Consumer
(13.8% each). In addition 18.5% of participants expect that
Pharmaceutical companies will not be compensated for their 18.5%
Digital Health offerings at all (Figure 11). PHI 18.5%

SHI
Source: Joint Arthur D. Little, KIT survey; Bassett et al. (2012) From Science 2.0 to
Pharma 3.0. Porter (2006) Redefining Health Care

11
Impact of Digital Health

Drivers and potential threats for

Digital Health

Digital Health in the Pharmaceutical industry is driven by Figure 13. Which of the following potential threats are you most concerned
about, when it comes to Digital Health growth prospects?
market pull and not by a push initiated by the industry. This is
both different from Pharma’s traditional business model and Potential threats for Digital Health
N=30
12.8%
other examples of successful technological transformations 30 11.5%

the world has seen in other industries. The executives and 25

9.0% 9.0%
8.3%
senior managers in the survey have identified increasing health 20
6.4%
15 5.8% 5.8%
awareness, technological progress, reduction of healthcare 10 20 3.8%
4.5%
5.1%
3.2% 18 3.2%
costs, the desire for integrated systems, increasing cooperative 5
13 14 14
9 7 8 9 10
5 3 1 3 2 5 6
competition, and open innovation as the main drivers of Digital 0

payers

B2C business

Missing system
new and old business’

measuring performance

Weak evidence

Regulatory pressure

technological progress

Complexity of

infrastructure
Lack of concepts for

for ROI
Dissimilar life cycles of

Distrust agains Pharma

Requirement of

integrated systems
drugs and technology

related competitors

new alliances

Unpredictable
Non healthcare
Dominance of
Missing overlaps of

Complexity of
Health (Figure 12).

Despite the positive picture executive and senior managers paint

when speaking about Digital Health and their optimism, survey
respondents also identified the potential threats. Weak evidence Source: Joint Arthur D. Little, KIT survey

for return on investment (ROI), regulatory pressure, lack of

concepts for performance measurement, and the suspicion of
the Pharmaceutical industry in the marketplace are mentioned
as leading potential threats (Figure 13).

Figure 12. Which of the following environmental, societal and economic mega-trend(s) do you think best drives your
company’s Digital Health business?

Digital Health drivers

N=30

30 16.1%
15.3% 15.3%
25
10.2% 10.2%
20
8.0%
10.2%
15 7.3%

10 22 21 21
2.9% 4.4%
14 14 14
5 11 10
1 3 3 2 4 2 6
0
Increasing Increasing Desire for Increasing Techno-logical Personalized Ageing Changing Reduction of Expiring
demand in health integrated cooperative progress medicine population disease profile healthcare patents
the lifestyle awareness systems competition and continued costs
market and open global
innovation population
growth
Source: Joint Arthur D. Little, KIT survey

12
 Impact of Digital Health

Looking ahead

To successfully develop and execute Digital Health strategies, All of this needs to be driven by top management and will be
Pharmaceutical companies have to change the way that they accompanied with investments. Digital Health is ripe to leave
look at Digital Health today. Shorter product lifecycles and the marketing and sales department, where it was challenged
the increasing role of technology will require different sets of with the wrong criteria, and become a top priority of executives.
competencies.
The executives and senior managers have highlighted the
Research and development will have to consider Digital Health above aspects (see Figure 14) when being asked about the key
components that future health technology assessments will success factors and where they would consider the strengths
require. In the future, Pharmaceutical companies will have to and weaknesses of their organizations.
be more dynamic and able to bring in new aspects of how to
innovate, learn and share with the environment in order to cope
with the accelerated speed that comes alongside digital health
solutions.

Figure 14. What organizational capabilities demonstrate success factors with respect to successful design,
implementation and operation of Digital Health initiatives?

Success factors for Digital Health

Adaption success factors Not important Slightly important Important Crucial

Vision and leadership commitment
Dealing with uncertainty
Ability to experiment
Strict quality processes
Sharing within the organization
Learning and sharing with the environment
Decentralized accountability
Cross-departmental cooperation
Cross-industrial cooperation
Dynamic adaptation
Tools for performance measuring
Digital Health expertise
Therapy and disease knowledge
Established business
Healthcare system understanding
Financial assets
Key weakness Weakness Key strength
Source: Joint Arthur D. Little, KIT survey

13
Impact of Digital Health

How Arthur D. Little supports companies

to develop Digital Health strategies

Arthur D. Little has established a Digital Health competence Literature

center with team members from its Pharmaceutical and
Healthcare, TIME (Telecoms, Information, Media und Basset, H., Stuart, D., Silber, D. (2012): From Science 2.0
Electronics) and TIM (Technology and Innovation Management) to Pharma 3.0: Semantic search and social media in the
practices. Our teams have recently been supporting pharmaceutical industry and STM publishing. 1st edn. Oxford:
Pharmaceutical and Medtech companies, Mobile Network Chandos Publishing.
Operators and healthcare providers in their thinking on digital,
and in particular mHealth, strategies. This combination of Frank, SR. (2000): Digital Health care-the convergence of health
profound understanding across industries enables us to develop care and the internet, Journal Of Ambulatory Care Management,
winning strategies, identify and assess the right technologies 23(2), pp. 8-17.
needed for realization, and to support our clients when it comes
to successful business models and partnership designs. King, S.A., Moreggi, D. (1998): Internet therapy and self-help
groups – The pros and cons. In Gackenbach, J. (ed.) Psychology
and the Internet: Intrapersonal, interpersonal and transpersonal
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Mellodge, P.; Vendetti, C. (2011): Remotely Monitoring a Patient’s

Mobility: A Digital Health Application, Potentials, IEEE, 30(2),
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Topol, E. (2012): The Creative Destruction of Medicine: How the

Digital Revolution Will Create Better Health Care. 1st edn. New
York: Basic Books.

Topol, E. (2013): The STAT Ten: Eric Topol, MD Speaks Out on

Digital Health. Forbes interview with John Nosta and Eric Topol.

14
Contacts
If you would like more information or to arrange an informal discussion on the issues raised here and
how they affect your business, please contact:

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Marcel Hominda Vikas Kharbanda Philip Webster
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Francois Deneux Vikas Kharbanda Fredrik de Mare
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[email protected] [email protected] [email protected]

Italy Singapore Global Practice Head

Giancarlo Agresti Maki Kurosawa Nils Bohlin
[email protected] [email protected] [email protected]
Arthur D. Little
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