When I wrote my first RFP for an Electronic Territory Management System (ETMS) in 1994 (long before I joined Gartner) the core requirements were pretty straightforward. Key elements were the ability to manage a list of doctors, plan and schedule calls, record calls, enter time on and off territory, manage sample inventory and some type of basic reporting available to the field based pharma rep. Today, these core needs are still present while the commercial sales ecosphere has welcomed new influencers, stakeholders and technology disruptors such as managed care, government, larger health networks, fewer independent physicians, the internet, mobile and social. These new layers of complexity generated additional requirements.
- Connecting with the growing number of no-see physicians
- Designing and building digital engagement solutions
- Choosing which digital channel to use for which doctor
- Collaborating across multiple field and home office based personnel to support complex specialty products
- Communicating the impact of payer relationships and contracts with the field
- Educating doctors who cannot see a rep face to face
- Optimizing product messages by channel and segment
- Managing a compliant and effective supply chain for digital content
Each of these requirements impacts life science IT leaders as they align the initiative portfolio with expected business outcomes. Most clients we engage with are struggling to address many of these challenges and deliver solutions their business stakeholders can leverage. The business teams (sales, marketing, medical, finance, legal, regulatory) face change management barriers as innovative technology impacts hard to change business processes combined with a typically risk averse corporate culture.
Amidst all of this change, we can look forward to more disruption.
Gartner explores the potential and the impact of digital business using the concept of a “business moment” — a transient opportunity that is exploited dynamically. A business moment is very short in duration (perhaps even seconds), depending on the nature of the opportunity. Research published this week on Gartner.com leverages this key concept in the life science world by portraying a sequence of events; digital and non-digital; between a doctor (an oncologist) and a biotech company with a new treatment for cancer.
We encourage IT leaders to use these conceptual business moments to collaborate with their peers across the organization. Through this process, you will be able to identify new ways of doing business and delivering value to your company and potentially even find a disruptive opportunity or threat. The below graphic shows a very high level of example of a simple series of events initiated by a doctor viewing a Tweet. The published business moment expands on this simple event series with more thought provoking technologies and implications.
Gartner clients can read the full life science business moment using the below link.
To explore the business moment concept, check out the following Smarter with Gartner post.
Contact me to discuss the business moment and explore how you can use this concept with your business stakeholders.
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