Watch the 3rd episode on "Pharma’s Content Supply Chain" in our PharmaFuture Digital Council Leader Interview series. The interview video features senior life sciences commercial and digital leaders who share insights on how pharma organizations can approach their content supply chain: Uwe Dalichow - Head of Global Marketing Operations, Bayer Tara Stewart – Worldwide Head, Multi-Channel Hub, Bristol-Myers Squibb Raakhi K Sippy - Global Head of Marketing Operations & 3rd Party Partnerships, GSK John McCarthy, Principal Consultant, DT Consulting Marc A. Valdiviezo – VP Strategy & Applied Digital Transformation UWE DALICHOW To me, number 1 is that we understand that our current model is broken and we cannot continue the way we develop content and deliver to our customers making sure our message has been heard and received. We need to clearly understand how our customers want to consume information and therefore we need to embrace completely new ways of creating content and delivering that content to the customers the way they expect us to deliver information to them. TARA STEWART We need to move out of that tactical mindset, right! Much of pharma, and they’re shifting out of this as you well know but, is really making sure that we think of the content first. Think of who we’re trying to engage with, and I’ll use Customer loosely, right, patient, payors, HCPs etcetera, understanding what the purpose or the value of that information is. There will be monetary value, and then value in terms of relevancy and importance to them. And then lastly, it’s creating that information agnostic of where you may distribute it. RAAKHI KHERA SIPPY We need to be truly dynamic like a content factory creating relevant content for our customers, monthly if not weekly, and move away from these annual content creation cycles. JOHN MCCARTHY So it’s about the right content piece being served up at the right time to the audience and kind of hitting them in the right interest level. I think the same methodology is going to be extended to patients more and more as we look forward. And you know there’s a lot of evidence in the world that’s around our medicines and I think that’s got to be the basis of that interaction. Cause that’s gonna put us in better sync with payors and the message that they are sending to the same audience. Marc V The goal is to have more, and more varied content that can drive customer experience instead of having that one efficacy graph or that one message to express an end point from a clinical trial. And so instead of repeating the exact same message over and over again you may have six or seven different variation of that same message to address different segments of customers and communication styles. And that ultimately live better in a certain context or certain channel. TARA STEWART So I think the opportunity is more about driving content in one central way for HCPs or patients to access, right! So if you look at some of the disruptions that’re happening, right, they are the places where the content is actually residing anyway, right? So it’s how do we get there and tap into it! The biggest challenge people have, and we’re competing to say, “come to us, not our competitor, come to us, not our competitor,” pharma has got a destination, right? And if we take ourselves out of the pharmaceutical mindset and put it in the customer, I think there is more opportunity to really look at, how you put content in a syndicated way in one location, and I’ll use location loosely right now. But that they have the opportunity to gain access. Cause again, we’re all having our own individual company hats on, right, trying to get the information out there, not necessarily realizing all the challenges that they have, cause they have a lot of places to go.

Watch the 4th episode on "Modular Content – Creating Value Opportunities" in our PharmaFuture Digital Council Leader Interview series. The interview video features senior life sciences commercial and digital leaders who share insights on opportunities to create value through modular content in pharma’s content supply chain: Raakhi K Sippy - Global Head of Marketing Operations & 3rd Party Partnerships, GSK Tara Stewart – Worldwide Head, Multi-Channel Hub, Bristol-Myers Squibb Uwe Dalichow - Head of Global Marketing Operations, Bayer Thomas Thestrup-Terp - Vice President, Commercial Operations, Novo Nordisk John McCarthy, Principal Consultant, DT Consulting RAAKHI KHERA SIPPY it’s really important that we start to create modular, fragments, and nuggets of content that can be easily consumed by our customers and be leveraged across various channels to deliver on an exceptional customer experience. TARA STEWART The value is in being able to get it to them (patients & HCPs) in the timeliness and the speed. Unfortunately some of the indications that we are responsible for driving communications in, Time matters. The time from diagnose to the time to treatment is often very swift, because of the criticality of it. The emotion behind that, right, you also have to be able to do it in a way that demonstrates empathy cause People are consuming a lot of different disparate information sources at the same time. And then most importantly you can’t make it hard, right! It’s got to be rally easy to be able to access. UWE DALICHOW So what you really need is modular content that you can adjust very quickly, basically on-the-fly and to the insights that you’re generating and to the data that you’re collecting. That is an absolute requirement if you wanna engage with customers, again, at their terms 24x7. At the same time you also have to look at the organizational side of the house. And I think here you need to be very clear moving forward what content do we wanna own and what content do we wanna outsource and be generated by external parties, for example. THOMAS THESTRUP-TERP This is not about disrupting the way we work with agencies on the strategy and the core visual aids etcetera. But this is about doing things and producing content where it matters most and is also most effective. And we need to start increasingly decoupling the strategy process from the actual content production process. We are, as many others, working with that right now. JOHN MCCARTHY So if I really apply supply chain thinking to the content stream, I think there is probably five steps you can think about as part of your execution. 1st would be decoupling the creative process from the production process that allows you to optimize on both sides. Step 2 would be to change the ownership of production. Too often it has been the marketing team and the marketing agencies. And there are simply better choices out there today. And when it comes to the creative side, I think there is a step about identifying the redundancy of what’s your agencies are creating for you on a global basis. And what you have done that allows you I think gives you the license to centralize that content creation. And by centralizing that you now have 2 clear hubs, 1 for content creation, 1 for content production. You can really optimize both in that way. And then the 5th step is simply measurement. Like, it’s not something we have done a good job of measuring what has happened. What has changed, in the way we deliver content. So those are the five steps for me that are fundamental. Many across pharma are working on them or on individual components of it, there is always a way to improve on those 5 steps. THOMAS THESTRUP-TERP For me it’s about 6 KPIs. It’s about the cost of the production. It’s about time-to-market of the content asset. It’s about the quality of course. It’s about the Use of the asset and it’s about the Reuse of the asset. And finally and not least, it’s about engagement, that the asset brings with our users or the customers. TARA STEWART So really shifting about how you create and curate the content agnostic of the actual channel is where things are shifting to. And how you can drive much more relevancy and personalization.

Watch the 2nd episode on "Big Tech In Healthcare" in our PharmaFuture Digital Council Leader Interview series. The interview video features senior life sciences commercial and digital leaders who share their reactions to BigTech entering healthcare: Tara Stewart – Worldwide Head, Multi-Channel Hub, Bristol-Myers Squibb Marc Schwartz - Global Multi-Channel Marketing Lead, Sanofi Thomas Thestrup-Terp - Vice President, Commercial Operations, Novo Nordisk Uwe Dalichow - Head of Global Marketing Operations, Bayer Marc A. Valdiviezo – VP Strategy & Applied Digital Transformation TARA STEWART I think it’s positive disruption. I think it’s much needed, especially if you look at the landscaping and there’s fundamental things that are broken throughout the lifecycle. And I’m not talking about Pharma, it’s before, during, and after. And I think hopefully it can help me think better for the patients that are seeking the right treatments. UWE DALICHOW In my mind the answer is very clear. You have to partner with them. And the reasons are also simple. No 1 they are very smart, no 2 they’re very fast and agile, and no 3 they also know a lot of the things that we don’t know that well. THOMAS THESTRUP-TERP They can become very powerful intermediaries between us as a pharmaceutical producer and ultimately the patients. But we need to remember that it’s still about the patient and about the disease or the condition that they have. And ultimately they probably need some kind of medication to treat that disease. As far as I know, they don’t produce that kind of medicine as of yet. UWE DALICHOW Therefore we team up with companies like Apple, Google even Amazon for example and I think I see great opportunity to develop solutions that today we even have heard time to imagine as final output. MARC SCHWARTZ The first thing pharma needs to do is bring those skills, bring those competencies over from those companies to pharma and build those internal competencies. TARA STEWART I think the other piece that we need to do is embrace that disruption, right! As a pharmaceutical company, it’s not about competing with them and it’s not about trying to do what they do. How do we tap into progress that they are making in how we’re engaging and meeting the right patients. THOMAS THESTRUP-TERP Amazon, for example, has been extremely good at designing strong customer experiences. So they build on the knowledge they have of their customers, their preferences, the content they would like to engage and serve it up when they need it. From that we can truly learn a lot in terms of how to deal with our clients Marc V It’s clear now that Amazon, in particular, is after a lot more than just drug distribution system. Amazon wants to disrupt fundamentally how healthcare is being delivered and paid for. Just like Walgreens is integrating doctors in their brick and mortar stores, Amazon could leverage their wholefoods stores and bring pharmacies & clinics into their environment as well as providing online consults, leveraging Alexa for patient experience and monitoring. UWE DALICHOW So clearly not being afraid and embracing the opportunities is the direction to go. MARC SCHWARTZ There’s no question we need to be like companies like Apple, Amazon, and Google and I think the industry recognizes that. Now what we need is top management to steer the organization and lead the way for us.

Watch the 1st episode - “Digital Trends In Healthcare” in PharmaFuture Digital Council Leader Interview Series. The interview video features senior life sciences commercial and digital leaders who share their insights on the current digital trends playing out in healthcare: Tara Stewart – Worldwide Head, Multi-Channel Hub, Bristol-Myers Squibb John McCarthy - Principal Consultant, DT Consulting and Former VP - Digital, AstraZeneca Marc Schwartz - Global Multi-Channel Marketing Lead, Sanofi Thomas Thestrup-Terp - Vice President, Commercial Operations, Novo Nordisk Uwe Dalichow - Head of Global Marketing Operations, Bayer Raakhi K Sippy - Global Head of Marketing Operations & 3rd Party Partnerships, GSK Marc A. Valdiviezo – VP Strategy & Applied Digital Transformation TARA STEWART That’s a question like A-Million-Dollar-question. I would say, if we’re looking in pharma now and exactly what we’re seeing in the landscape, right, is really aligning to what consumer expectations are outside of pharma. People are looking for instantaneous information. They wanna get answers to their questions. They wanna be able to have services that meet their needs a they are going through the healthcare Journey. JOHN MCCARTHY So, as there is a definite trend in the industry to very expensive therapies that are being delivered, you know, upto a 100,000 dollars per patient per year. We’ve got to do a better job at serving that patient population. It can’t just be about advertising. UWE DALICHOW The global trend is clearly moving towards personalization and that is true for product supply, it is true for R&D, and is true for the commercial organizations. The consequence of that personalization is clearly leading towards an increased complexity on how we serve patients or physicians’ needs. RAAKHI KHERA SIPPY In this new reality, we need to be truly customer focused, evidence-driven, and outcome-based as a healthcare organization. MARC SCHWARTZ It is not about being digital. What’s important about being digital is improving the customer experience. TARA STEWART So it’s really about Right Information, Right Services, Right Channel, Right Time. And that becomes more important ‘cause it’s not about healthcare, it’s more about the expectations of the patients or the healthcare professionals. RAAKHI KHERA SIPPY You’ll see a lot of centralization of brand strategies, content marketing and overall execution and distribution rather than the old ways of working. THOMAS THESTRUP-TERP Everyone including healthcare professionals, patients, and general consumers are increasingly leaving digital footprints. That’s Data that’s out there. We as a healthcare partner and medical supplier need to be very careful on how we start to leverage that data JOHN MCCARTHY And I think we’re trying to find the right mix of how do we use the data available in order to make those personalized experiences that our physicians are having with pharmaceutical companies. And that I think will allow us to have a better customer experience on their behalf. UWE DALICHOW That’s important if you really wanna address that dramatic change that you as an organization are prepared to manage your data, that you’re prepared to consume your data and then develop a mindset in the organization where you can make decisions based on that data that you’re collecting. MARC SCHWARTZ We should all be following the lead of companies like Amazon, like Google. We need to be agile. We need to be nimble. We need to be responsive to our customer needs. And that’s the way we need to transform ourselves. Marc V We see most of big pharma hoping to partner with the big technology players but we believe they are ultimately overestimating the appeal and the value that they have to these companies. Yes, our industry has a lot of experience in drug development, regulatory, pricing, reimbursement and commercialization but we are likely underestimating the ambitions that the big tech companies have to disrupt the areas that we’re traditionally good at.