The pharmaceutical industry’s digital transformation during the pandemic has fuelled fresh opportunities to collect and harness data, but this venture must be approached with a strong consideration for consent and preference management rules
Words by Isabel O’Brien
If the world could be broken down into two sets of individuals, the dividing line might fall between those who are big-picture thinkers and those who prefer to bring that picture to life. The flourishing of innovation is dependent on both of these characters executing their functions successfully, and in the world of data, it is crucial to align vision with prudence.
The pharmaceutical industry has big ambitions for data in the wake of recent rapid digital transformation, but it must be cautious to nail the nitty-gritty detail to ensure that any data-driven strategy is built compliantly and wins the trust of its intended stakeholders.
Huge potential
The industry has always been data-driven in its drug discovery and development processes, but the digital transformation of the past two years has brought to light new data sources that could transform current sales and marketing models.
A survey by GlobalData suggests that the implementation of artificial intelligence in sales and marketing will achieve a bigger uptake in the next few years – up by 4% from a current use rate of 18%. An eruption is coming, but for AI systems to improve relationships and engage with healthcare professionals, the matter of consent and preference management must be carefully managed.
Speaking at ‘Reuters Events: Pharma 2021’, Patrick Markt-Niederreiter, Head of Digital Excellence, Daiichi Sankyo Europe, explains: “Very often we focus or start on what we would like to achieve.” While ambition is needed to drive transformation in the world of data, he emphasises the importance of forward planning when looking to advance a strategy of this kind.
Very often we focus or start on what we would like to achieve
While AI platforms that target HCPs and allow for greater personalisation are beneficial to both parties, Markt-Niederreiter says an idea for a new model is all well and good until you realise that “you only have the consent of 4-5% of your customers”. He recommends that companies build and utilise customer databases based on opt-in models, rather than attempting to harness the data of individuals who have not willingly consented to being contacted.
Trust building
Not only must companies strive to proactively gather consent from the outset, it is also vital to maintain trust with HCPs by enabling them to know how their data will be used. “Trust is built on transparency,” says Glenn Jackson, CEO, Syrenis. He explains that pharma companies must be transparent about how HCPs will be contacted, as well as giving their customers the ability to revoke their consent at any point. Consent management platforms like Syrenis are one way that this is trust cycle can be built: data can be viewed, amended or revoked in real time.
Another consideration lies in the challenge of navigating different privacy regulations around the world. “Data privacy regulations are constantly evolving,” says Jackson. He cites the California Consumer Privacy Act, which is set to be superseded by the California Privacy Rights Act in 2023.
Notable advancements include the adoption of various facets of the EU’s GDPR, such as minimising the volume of collected data and only storing it as long as necessary. Other privacy acts in the US and Canada are also undergoing significant overhauls, necessitating that companies remain responsive to these imminent changes.
To succeed in consent and preference management, the industry must stay focused on thinking big, but also implore rigorous privacy standards to ensure trust is upheld. The process is not unlike building a tower of cards: if these two strands can work in tandem, the base will be sturdy enough to add additional layers of sophistication.
