Our oncology client was launching an innovative first-in-class treatment into an area of high unmet need giving them a strong leadership position. However, the competition was set to launch within 12 months challenging their leadership position.
We worked with our client to develop a category leadership strategy, vision, and mission executed through an external advocacy initiative to ensure the differentiated benefits of the treatment, and their commitment to the space was understood.
Our initial focus was engaging the internal team through a series of workshops to demonstrate the importance and benefits of category leadership to add value beyond the pill. We developed a strong identity, narrative, and language that emphasised the client archetype aligned with brand strategy.
Our client was launching a new treatment and was looking to drive change in the standard of care to improve patient management. We ran an addressable needs workshop with internal stakeholders to support the team in clarifying strategy and prioritising effort areas of greatest patient need.
By deeply understanding the patient journey and conducting discussions with clinical experts and patient advocates, it was possible to outline a simple, fully referenced, and patient-focused vision that multiple stakeholders could engage with and support.
Critical to success was establishing the appropriate balance between the stakeholders. For a manifesto to gain support and drive change it cannot only outline the problem faced by patients; it must also show a path forward and generate the support of the stakeholders that will lead the change – it must be truly patient-centric, supported by evidence, and drive action.
Our clients are launching increasingly advanced products into already complex treatment pathways. To gain a complete understanding of the treatment landscape and ensure launch success, they need to stand out from the competition by leading with a compelling scientific narrative and medical discussion points.
We recently provided end-to-end advisory board execution support to a client with a product in a rare disease. Following review and critical analysis of the expert insights, we provided strategic recommendations of how the client could deliver meaningful change to patients that aligned with their objectives.
This included developing the client’s scientific narrative to communicate the data and activities of highest strategic value. This core narrative provided a single source of authority to inform all internal and external communications, with aspirational statements informing evidence requirements.
We supported a global client with making cross-functional decisions and plans to progress a Phase 2 oncology asset through clinical development and commercialisation.
We partnered closely with the cross-functional team in preparing for two 2-day workshops. Our thoughtful and rigorous approach to the preparation of inputs and internal stakeholder engagement ensured attendees were level-set and equipped to make strategic decisions.
We designed the workshop agendas, ensuring clearly defined outputs and deliverables of key business questions, key agreements, risks, and mitigations. We also made sure we brought the external perspective from healthcare professionals and patients into the discussions.
