Structured Assessment of Value Strategy is Key to Effective IDN Partnerships

Posted by Matt Ruple on Thu, Sep 19, 2019

Joe Stevens co-wrote this blog post with Matt Ruple. 

Our life sciences clients often ask, “How can we create mutual value for large, organized customers and ourselves?” While this sounds like a simple question, it masks a number of challenges. In previous posts we discussed how IDNs try to create mutual value, but ultimately elevate one key management goal as their top organizational priority. Frequently, these management goals transform from ideas to action at the service line level, where various departments within an IDN then express therapeutic area level needs. For example, a large IDN taking capitated payments for some of its population may track total cost of care across specialty drugs in oncology and rheumatology, while in cardiology, the focus may be on transition of care and discharge protocols to reduce readmissions.


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‘Beyond the Pill’ Offerings Strike a Chord with IDNs, But Face Regulatory Uncertainty

Posted by Joe Stevens on Fri, Oct 05, 2018

Paul Darling and Matt Ruple co-wrote this blog post with Joe Stevens.

As the shift to value-based care changes how healthcare is delivered in the U.S., provider organizations are realizing that strong internal collaboration helps to ensure that patients receive high-quality, cost-effective care. This trend also creates opportunities for pharma companies to partner with provider organizations to help doctors unlock more value from the medicines that they prescribe and to improve patient care. However, in some cases, pharma companies still struggle to convince providers of the value of “beyond the pill” offerings. And as the state of California’s lawsuit demonstrates, increased regulatory scrutiny presents yet another hurdle for these partnerships.


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IDNs are Gaining Control Over Doctors' Prescription Pads and Pharma Should Take Note

Posted by Joe Stevens on Mon, Sep 10, 2018

Paul Darling co-authored this blog post with Joe Stevens.

Integrated delivery networks represent a growing percentage of pharmaceutical companies’ customer bases and, while they’re a heterogeneous target audience, their goals are relatively homogenous. My colleague Paul Darling and I covered this point in our previous post, but in a nutshell, our research has found that there are four common goals that can serve as conduits for manufacturers and suppliers to align effectively with their IDN partners: providing high-quality care and improving patient outcomes, reducing the cost of care delivery, boosting revenue, and improving the patient experience and satisfaction. IDNs also are interested in a common approach to achieving those goals: standardizing systems and processes across their various sites of care.


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