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» Products & Services » » Market Research, Analytics and Forecasting » Analytics

Maximizing the Impact of Oncology Analytics and Insights Teams across the Biopharma Organization

ID: PSM-384


Features:

35 Info Graphics

57 Data Graphics

1590+ Metrics

33 Narratives


Pages: 104


Published: 2022


Delivery Format: Shipped


 

License Options:


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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
In the constantly evolving oncology marketplace, manufacturers that leverage their Analytics and Insights (A&I) teams for advanced data-driven decision making will have an advantage over their peers.

Best Practices, LLC conducted this benchmarking research to help the A&I team within oncology companies maximize its impact and enhance its standing with internal customers.

The report probes how leading competitors provide effective strategic consultation, focus resources, optimize analytics capabilities, promote innovation, and scale successes. It also examines the role played by Analytics and Insights teams in supporting Innovation Centers of Excellence (CoE) and patient engagement.

Industries Profiled:
Medical Device; Biotech; Biopharmaceutical; Pharmaceutical; Manufacturing; Consumer Products; Diagnostic; Research; Consulting; Health Care; Clinical Research; Laboratories


Companies Profiled:
Alcon; Alkermes; Amgen; Arena Pharmaceuticals; AstraZeneca; Atara Biotherapeutics; Bayer; Bio-Rad Laboratories; Inc.; Biotest AG; Biotronik; Boehringer Ingelheim; B.Braun; Dermira; Edwards Lifesciences; GlaxoSmithKline ; Grünenthal; Janssen; Klosterfrau Healthcare Group; LEO Pharma; Lonza Inc.; MEDiSTRAVA; Merck; Merck Sharp & Dohme; Mitsubishi Tanabe Pharma; Momenta; Novartis; Pfizer; Qiagen; REGENXBIO Inc.; Sanofi; Santen; Scilex Pharmaceuticals; Seqirus; Servier; Sunovion; Takeda Pharmaceuticals; UCB Pharma; Vertex Pharmaceuticals

Study Snapshot

Best Practices, LLC engaged 44 Analytics and Insights professionals from 38 leading biopharma organizations in this research through a benchmark survey. Data is segmented by Oncology vs. Non-oncology companies and mid vs. large pharma companies. Deep-dive interviews were conducted with selected benchmark participants to provide further insights. Over 85% of research participants serve at the director level or above.

Key topics covered in this report include:

  • Core responsibilities and clients supported by oncology A&I teams
  • Valuable strategic practices, skills and expertise areas
  • High-value analytics, methodologies, platforms and outsourcing approaches
  • Streamlining market research via analytics
  • Internal branding programs
  • Innovation centers of excellence: Usage, staffing, services and alignment
  • Top A&I obstacles, mistakes and lessons
  • Innovative pilots, design thinking and patient engagement
  • A&I support during COVID-19 and beyond


Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Clients supported: A&I teams spend just 38% of time supporting brands, spending the balance on franchises, commercial development, HEOR, medical, C-suite & others. Oncology A&I teams spend relatively greater time supporting franchises and market access than non-oncology teams.

  • Analytics: Greater access to data is driving increased use of advanced analytics, especially for commercial customers (visualization, forecasting, mining, AI, conjoint, sentiment & regression). A&I teams often insource higher-value projects. Some competitors have replaced traditional market research studies (forecasting, segmentation) with analytics. Data mining and statistics are primarily in-house processes in oncology.

Table of Contents

Sr. No.
Topic
Slide No.
I.
Executive summaryPg. 3-14
II.
Research overview, methodology & participating companiesPg. 4-7
III.
Key study findingsPg. 8-14
IV.
Section I: Oncology Analytics & Insights group: Core responsibilities and internal partners supportedPg. 15-22
V.
Section II: How a strong Analytics & Insights function delivers valuePg. 23-41
VI.
Section III: Optimizing advanced analytics capabilities within oncologyPg. 42-73
VII.
Section IV: Assessing the impact of internal department branding programsPg. 74-80
VIII.
Section V: Innovation Centers of ExcellencePg. 81-89
IX.
Section VI: Design thinking, patient engagement & other innovative projectsPg. 90-96
X.
Section VII: Analytics & Insights team support during COVID-19 and beyondPg. 97-99
XI.
APPENDIX: Snapshot of benchmark participantsPg. 100-103
XII.
About Best Practices, LLCPg. 104

    List of Charts & Exhibits

    I. Oncology Analytics & Insights Group: Core Responsibilities and Internal Partners Supported

    • Percentage of time spent by Analytics & Insights groups in support of various internal teams – Total benchmark class
    • Percentage of time spent by Analytics & Insights groups in support of various internal teams – Oncology vs. non-oncology segment
    • Percentage of time spent by Analytics & Insights groups in support of various internal teams – Large pharma and mid-pharma
    • Voices from the field: Building holistic view for improving business results
    • Role played by Analytics & Insights groups in fulfilling the listed organizational capabilities – Total benchmark class
    • Role played by Analytics & Insights groups in fulfilling the listed organizational capabilities – Oncology vs. non-oncology segment
    • Role played by Analytics & Insights groups in fulfilling the listed organizational capabilities – Large pharma and mid-pharma

    II. How a Strong Analytics & Insights Function Delivers Value

    • Effective practices used by Analytics & Insights groups to provide greater value to stakeholders – Total benchmark class
    • Voices from the field: Making consensual and collaborative plans and recommendations to clients
    • Strategic practices used by Analytics & Insights groups to provide greater value to stakeholders – Oncology vs. non-oncology segment
    • Effective practices used by Analytics & Insights groups to provide greater value to stakeholders – Large pharma and mid-pharma
    • Preferred professional experiences and soft skills for Analytics & Insights professionals to have in order to deliver the highest value to internal partners – Total benchmark class
    • Interview narratives around staffing an analytics organization
    • Preferred professional experiences and soft skills for Analytics & Insights professionals to have in order to deliver the highest value to internal partners – Oncology vs. non-oncology segment
    • Preferred professional experiences and soft skills for Analytics & Insights professionals to have in order to deliver the highest value to internal partners – Large pharma and mid-pharma
    • Most critical knowledge areas and technical skills for Analytics & Insights team members to have in order to provide maximum value as a strategy partner to internal partners – Total benchmark class
    • Most critical knowledge areas and technical skills for Analytics & Insights team members to have in order to provide maximum value as a strategy partner to internal partners – Oncology vs. non-oncology segment
    • Most critical knowledge areas and technical skills for Analytics & Insights team members to have in order to provide maximum value as a strategy partner to internal partners – Large pharma and mid-pharma
    • Greatest challenges to the future success of the Analytics & Insights function – Total benchmark class
    • Interview narratives around what can drive the approach to analytics capabilities
    • Interview narrative around analytics and different therapeutic areas
    • Top obstacles to the future success of the Analytics & Insights function – Oncology vs. non-oncology segment
    • Greatest obstacles to the future success of the Analytics & Insights function – Large pharma and mid-pharma
    • Common mistake areas for the Analytics & Insights function
    • Innovative ways to foster ongoing innovation in providing greater value to stakeholders

    III. Optimizing Advanced Analytics Capabilities within Oncology

    • Analytic methodologies used by Analytics & Insights groups for different operational purposes – Total benchmark class
    • Analytic methodologies used by Analytics & Insights groups for different operational purposes – Strategic A&I teams vs. total benchmark class
    • Interview narrative around determining “Next Best Action” in promotional mix
    • Analytic methodologies used by Analytics & Insights groups for different operational purposes – Oncology vs. non-oncology segment
    • Analytic methodologies used by Analytics & Insights groups for different operational purposes – Large pharma and mid-pharma
    • Interview narrative around predictive analytics in R&D
    • Valuable analytics projects for informing brand, HEOR and other key internal partner teams and driving measurable results in the market – Total benchmark class
    • Valuable analytics projects for informing brand, HEOR and other key internal partner teams and driving measurable results in the market – Strategic A&I teams
    • Interview narratives around the outputs from new analytics platforms
    • Interview narratives around data mining and usage with digitization
    • Valuable analytics projects for informing brand, HEOR and other key internal partner teams and driving measurable results in the market – Oncology vs. non-oncology segment
    • Valuable analytics projects for informing brand, HEOR and other key internal partner teams and driving measurable results in the market – Large pharma and mid-pharma
    • Interview narrative around characterizing the activities that are enabling to connect the dots, in terms of analytic operations and methodologies performed
    • Insource vs. outsource approach for analytics projects – Total benchmark class
    • Insource vs. outsource approach for analytics projects – Strategic A&I teams
    • Interview narrative around benefits of insourcing analytics
    • Insource vs. outsource approach for analytics projects – Oncology vs. non-oncology segment
    • Insource vs. outsource approach for analytics projects – Large pharma and mid-pharma
    • Insource vs. outsource approach for specific methodologies and processes – Total benchmark class
    • Insource vs. outsource approach for specific methodologies and processes – Oncology vs. non-oncology segment
    • Insource vs. outsource approach for specific methodologies and processes – Large pharma and mid-pharma
    • Use of analytics to replace listed market research study types – Total benchmark class
    • Interview narratives around opportunities for more boutique research methodologies
    • Interview narratives around approaches that tend to stifle innovation
    • Use of analytics to replace listed market research study types – Oncology vs. non-oncology segment
    • Use of analytics to replace listed market research study types – Large pharma and mid-pharma
    • Platforms used by organizations for analytics
    • Platforms used by organizations for reporting
    • Benchmark peer assessments (pros and cons) of leading analytics platforms
    • Preferred analytics platforms

    IV: Assessing the Impact of Internal Department Branding Programs

    • Internal branding campaign to change or influence the perception of the Analytics & Insights function and the types of work it conducts
    • Important objectives for Analytics & Insights internal branding program – Total benchmark class
    • Structural challenges, different data sources, and interview narrative around Analytics & Insights from medical perspective
    • Important objectives for Analytics & Insights internal branding program – Large pharma and mid-pharma
    • Vendor support and budget for internal branding efforts
    • Measurement and overall impact of formal branding efforts

    V. Innovation Centers of Excellence

    • Presence of an innovation center of excellence (CoE) to leverage expertise and drive new improvements – Total benchmark class
    • Interview narrative around innovation centers of excellence
    • Presence of an innovation CoE to leverage expertise and drive new improvements – Large pharma and mid-pharma
    • Relationship between innovation CoE (or similar department) and Analytics & Insights groups
    • Relationship between innovation CoE (or similar department) and Analytics & Insights groups – Oncology vs. non-oncology segment
    • Number of FTEs working in innovation CoE or similar departments
    • Effective services delivered by innovation CoE (or similar groups) in supporting the overall organization
    • Critical professional experiences for staff working in an innovation CoE or similar department

    VI. Design Thinking, Patient Engagement & Other Innovative Projects

    • Employment of a formal design thinking methodology to achieve better performance over time
    • Engaging directly with patients to better understand and meet their lifestyle needs relative to the disease state treated by the company’s medicines
    • Engaging directly with patients to better understand and meet their lifestyle needs relative to the disease state treated by the company’s medicines – Oncology vs. non-oncology segment
    • Examples of patient engagement programs of benchmark partners
    • Disease areas in which benchmark organizations have made a positive impact using patient engagement programs to better meet patient needs – Primary care, specialty, and rare diseases
    • Disease areas in which benchmark organizations have made a positive impact using patient engagement programs to better meet patient needs – Drug routes and drug types

    VII. Analytics & Insights Team Support During COVID-19 and Beyond

    • Support provided by Analytics & Insights groups to internal stakeholders during the COVID-19 pandemic
    • Key new opportunities and challenges that have emerged for Analytics & Insights groups as a result of COVID-19