A focused integrated evidence planning approach that identified over >£10m of savings in one year

How can you enhance asset strategy and reduce cost by focusing on the evidence outcomes that truly matter to your customers? 

Our client was a leading global pharmaceutical company with an ambitious 5-year pipeline of launches that required a cross-functional step-change in how they approached evidence generation. As part of a broader Baringa-led programme to redesign all their end-to-end R&D and Medical processes, they asked us to support them define a new consistent approach to Integrated Evidence Planning (IEP) and roll this out across their portfolio.  

Reimagining IEP to deliver truly differentiating evidence that resonates with customers  

IEP often fails because it is too internally focused, serving the needs of R&D/Medical functions, instead of delivering the compelling evidence customers want to see. We started by identifying the customer groups our client was generating evidence for – Patients, HCPs, Payers, and Policymakers/ Recommending Bodies. Then, we looked at which product outcomes mattered most to each customer, mapped the corresponding existing evidence, and pinpointed where new studies were needed to fill the gaps. Focusing attention on the ‘must have’ evidence for these customers identified significant redundant and duplicative effort between global, regional, and local teams. This shone the spotlight on > £10m of low value evidence generation activity. 

Driving award-winning cross-functional collaboration  

As we delivered across the portfolio, we brought together the full asset team – intentionally bridging the gap between R&D and Commercial, often for the first time. This allowed us to co-create IEPs that both served commercial goals and were achievable with the R&D resources available. Beyond ‘must have’ evidence generation, we also identified where products would require additional wraparound services, such as patient support programs, clinical decision support tools and digital applications to meet customer expectations and achieve differentiation. The scale of this cross-functional programme and its impact on internal decision-making led to an R&D award for programs that have improved the lives of patients.