THE REAL CASE for consultants is that they bring capabilities that allow organizations to implement sustainable change in their businesses; and that without outside assistance, these organizations wouldn't realize strategic, operational, or regulatory objectives. Often, it makes sense to use outside consultants when:
HOW WELL ARE PHARMA COMPANIES MANAGED?They run the gambit. Without fail, there is significant focus and expertise in all companies in terms of scientific integrity and a passion for both patient safety and the development of effective products. A broader range of effectiveness exists when you look to the strategic and operational decisions folks make. It is an industry that embraces change more slowly—although pockets of innovation and rapid acceptance of change do exist, particularly in biotechnology-based businesses. Companies right now need to improve their approach to and execution of the development of new products. What I refer to as "search and development" versus traditional R&D models will fare better.
There is an imperative (as well as a significant opportunity) to take out substantial operating cost and to have the processes and governance in place to sustain the lower-cost position. Much of the leadership today is dealing with a level of uncertainty and pressure never before seen and not all leadership fares equally as well.
Companies need to take bold steps to recharge their development pipelines and approaches.This will mean abandoning the status quo. A real sense of urgency is needed.
SOME THINGS TO STAVE OFF THREATS:
A BIG QUESTION: DEVELOPMENT AND USE OF DIAGNOSTICS
The key challenges facing pharma for the future will be: the rise of consumerism, the need for new R&D models in the face of lost access to capital, the globalization of the industry, and the evolution from interventional therapies to health management.
The response to the R&D crisis should be the establishment of open business models; companies should build strong partnering skills into the organization and focus on development versus discovery.
In the face of growing consumerism, pharma companies need to play an active role in engaging providers, payers, regulators, employers, and patients in a discussion across the continuum from healthy patient to management of a chronic disease. A big question will be the development and use of diagnostics: Are they genotyping for potential issues, diagnostic, or to confirm applicability of various treatments, especially for oncology products?
Deloitte Consulting, as part of its overall healthcare professional-service offerings, provides specialized consulting expertise in the application of information technology to significant integrated delivery networks, large academic hospitals, HMOs, and other major managed care organizations and health insurers.