The Rise of Patient Stakeholders: What CMS’s Shared Decision-Making Policies Mean for Medtech

Posted by Kate Templeton on June 13, 2019

This post is the first in a multipart series on how the rules of the road are changing in medtech, and the implications on commercial strategy. Sundeep Karnik contributed to this blog post.

A few months ago, I attended the 2019 American College of Cardiology conference and was surprised by the number and diversity of sessions on shared decision-making. The concept has taken on a more prominent role in conversations lately thanks to CMS, whose changing policies have opened the door for patients to play an expanding role in therapy selection. In fact, for the second time in six months, the rising role of the patient in the treatment decision-making process was a talking point at a major conference: It was also on display rather poignantly during TCT 2018, when patients joined key opinion leaders on several panels to share their experiences and perspectives on topics ranging from clinical trial design to the impact of particular technologies.


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Dear Medtech: I’m Not Sick, So Why Do You Keep Calling Me a ‘Patient’?

Posted by Brian Chapman on May 17, 2019

Mick Jagger, The Rolling Stones’ 75-year-old lead singer, recently underwent a transcatheter aortic valve replacement procedure. A look at his Twitter feed shows a total of two tweets dedicated to this episode of care: First, he expressed his dismay at postponing the North American leg of his band’s tour and then, after a brief Twitter hiatus, he said that he’s feeling better and thanked the hospital staff. Do you think that the king of swagger wants to be considered a “patient” outside of this encounter? Not a chance.


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From Collision to Collaboration: How Diagnostics, Pharma and Patients Can Succeed Together

Posted by Jim Adelizzi on August 31, 2017

Pavan Anne co-wrote this blog post with Jim Adelizzi.

In this new era of personalized medicine, matching the right patient with the right targeted therapy requires pharmaceutical and diagnostic companies to reach across industry lines and collaborate long before launch. Together, they need to create a strategy that enables the companion diagnostic to differentiate and accelerate the therapy rather than impede its growth. I’ve witnessed a few ways that these entities can create a go-to-market strategy in unison and carry that tight-knit collaboration all the way to market. To illustrate the inherent challenges, let’s consider the case of two fictional oncology companies that have entered into a research and commercialization agreement: Pharma Depot Co. and Diagnostics “R” Us Inc. 


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