Firms must look to their leadership to drive the innovation and transformation that improves patient outcomes.
The evolution of global health systems is accelerating.
Patients are becoming consumers, drug companies face tightening regulation and in reaction to the recent dearth of blockbuster products each link in the value chain is shifting its focus. Emerging markets are growing at an unprecedented rate, generic drugs are increasing competition, failed launches levy a strenuous financial burden and the effects of the Affordable Care Act on the global health ecosystem remain unknown. It is easy to appreciate the challenges facing the market.
These trends are impacting payers, providers, manufacturers, investors, advisors and, above all, the patient. It is therefore imperative for organisations across the ecosystem to evolve ahead of the market, change their operating models and propositions and meet the demand for more innovative and integrated treatments. The solution is simple: firms must look to their leadership to drive the innovation and transformation that improves patient outcomes.
The most important questions are where this leadership talent will come from and if the necessary talent and succession strategies have been put in place.
eg.1’s Health and Life Sciences practice works with the world’s leading strategists, innovators and advisors, enabling them to successfully acquire the senior talent that can steer them through this evolving landscape. Our clients need us more than ever to combat antiquated methods of acquiring capability and to search in places where others do not, providing unrivalled access to an increasingly diverse talent pool at the intersection of management consulting and the health and life sciences sectors.
Regardless of where we operate across the value chain, the common denominator is always the pursuit of game changing talent. Talent that will elevate our clients and ultimately lead to an improved patient experience.