Are you employing the latest technology and techniques to power your patient journey mapping?
"Pharma companies first need to understand that their task is not to produce new product; their task is to provide a really positive patient or treatment experience for a certain condition."
Technology is enabling the collection of in-depth real-world evidence (RWE) for the patient journey map and real-time data capture can now be overlaid with qualitative insights to create a full picture of the overall patient journey. Technology is also facilitating smarter delivery of patient experiences, through the use of virtual reality to educate patients and carers, and augmented reality to bring the patient journey to life. Progressive stuff, so why are some pharma companies slow in adopting new approaches and what are the critical "must haves" to successfully move forward?
In this August 2019 report, The Role of Patient Journey Mapping in Patient Engagement, patient journey mapping experts provide actionable insights on how to develop the technological and organizational capabilities needed to ensure that patient journey mapping delivers insights that drive improved patient experiences and outcomes.
Experts tackle key questions
- What are the benefits and drawbacks of traditional patient mapping methods and how are new technologies and techniques changing practice?
- What tools/methods of advanced analytics are being used in patient journey mapping?
- How is RWE being used to drive patient journey mapping?
- How are the outputs from patient journey mapping being used to design and deliver next generation disease awareness and patient services?
- What can pharma learn by employing new technologies such as virtual reality and augmented reality in patient journey mapping?
- How can the data from personalized patient journeys be used to enhance patient engagement?
- How must pharma change its mindset and organization if patient journey mapping is to really deliver value?
What our experts say…
"The patient journey should be at the centre of your brand planning process from day dot. If you don't set up a patient experience project to actually measure ROI, then you'll end up launching something that will get decommissioned in a few years. We may get better at knowing what the right stage of the lifecycle to launch new solutions is. We also need to be able to personalise what the patient needs or predict who needs the most support and then channel our efforts towards those people."
"We have come across an immersive experience where there is a company who will give you a condition for two days. They can simulate physical effects to face how it feels to live with the condition. That means that the practise which is built based on the patient journey maps makes sure that those people who work with the product have a personal experience."
"If you can get consumers to utilise a structured technology platform, the overwhelming benefit of that is consistency. You also get to time and date stamp things. So you can actually see what they do at moments in time and then actually use that to connect up with other knowledge and insights. But the hardest thing is getting patients to keep using it. If use over time is really critical, then the user interface has to be slick, the value proposition has to be crystal clear and the use of that tool by the patient or consumer or member has to be a great experience otherwise as humans we get lazy and bored easily. And then they just quit."
"I believe that the next step change in patient journeys will come from behavioural sciences. Because, in the end, it's not going to be about the individual patient. It's also not going to be about the average patient. It's going to be about finding subpopulations that are sufficiently alike to say these people have a similar patient journey. True individualization is not for tomorrow or the next decade. However, personalization is. I don't really need to have a unique treatment to me. But I need it sufficiently that I recognise myself in that. That's not going to be the average of the population, but it's going to be more likely."
What to expect
- A detailed report revealing the insights of experienced experts on the latest advances in patient journey mapping practice and technology and the changes and challenges pharma face
- An examination of 6 key issues which pharma can learn from and respond to
- 25 targeted questions put to experts
- Their perceptive responses that provide 16 insights supported by 82 directly quoted comments
Expert contributorsAll the experts who contributed to this report have:
- Over five years of experience in undertaking patient journey mapping; and/or
- At least five years of experience of applying the outputs of patient journey mapping
- Dr. Julia Braverman, Associate Director of Patient Experience, Celgene received her PhD in Experimental Psychology from Northeastern University, and Master in Biomedical Informatics from Harvard-MIT. After completing her education, Julia was working for ten years in academic environment, teaching and conducting research in health communication. Since 2017, Julia is holding a position of Associate Director of Patient Experience in Celgene, providing her expertise and support for Patient Reported Outcome strategy in clinical trials across different disease areas.
- Dr Gabor Purman is a behavioural economist who loves to design and execute solutions for complex problems in the life science industry. He is passionate to study and change human behaviour. He is experienced in belief and behaviour change models for multiple stakeholders, including patients, carers, HCPs and internal cross functional teams. Gabor works as Senior Account Director at NexGen Healthcare communications to support their clients with patient services and medical educations. He has successfully launched products, portfolios and therapeutic solutions in multiple therapeutic areas through improving the customer and patient journeys and has managed multiple projects through engaging matrix teams in the US and Europe.
- Head of Patient Services, global pharmaceutical company has been in this role for almost five years but has over 20 years' experience in the pharmaceutical industry, of which over seven have been in patient-related access roles. As Head of Patient Services, the key responsibilities include patient journey mapping, developing services and implementing patient support and assistance programmes. In addition, patient advocacy and ensuring patient connectivity are critical parts of this role.
- Global Patient Experience Lead, global pharmaceutical company has worked in the pharmaceutical industry for over 14 years, originally working in sales and marketing and moving to patient experience role three years ago. As part of this role, the Global Patient Experience Lead is responsible for the development and implementation of the company's global strategy dedicated to improving the patient experience and patient care.
- Patient service and experience director, Top Ten Global Pharmaceutical Company has been in this particular role for over 3 years, bringing a wide range of experience both within the pharmaceutical industry and in healthcare provision. A key skill of this award-winning individual is the expertise in pathway and service redesign which is being applied in the development of patient services to deliver the best patient experiences and care possible.
- Chief Patient Officer, global pharmaceutical company has extensive experience within the pharmaceutical industry, working in various medical and patient affairs roles since 1989. He is credited with piloting the role of patient affairs within the pharmaceutical industry and is an advocate of the belief that understanding the patient experience is the foundational key to improve health care for all.
- Head of Patient Experience, global pharmaceutical company has 21 years experience in marketing and sales, launching several multi-million dollar brands. The last decade has seen a focus on patient experience roles both at a local and global level, with the current role including activities such as developing innovative patient solutions and implementing change to ensure a deep understanding of patient needs.
- Patient Experience Marketing Manager, Global Pharmaceutical company has held the role for 7 years but has worked in the pharmaceutical industry for over 14 years, covering a range of patient experience-based roles in several therapy areas. The current role encompasses a range of patient-orientated activities, including strategic and tactical planning and implementation of activities that enhance the patient experience.
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