Wednesday 12 October 2016

European regulators give new medicines portal the go-ahead

EMA sets out plans for new online resource for patients, HCPs and academics



EMAThe EMA has given the green light for the development of a new online resource for patients, consumers, carers, healthcare professionals and academia.


The European medicines web portal will be a multilingual website offering “free, reliable and unbiased information” on all medicines authorised in the EU.


This will be provided for a medicines entire lifecycle, from clinical trial information to adverse drug reaction reports, aiming to make it more visible.


Around three-quarters of the 508 million people in the European Union have access to the internet at home, many of whom use it for medical and health information.


The go-ahead for the new portal was agreed at a meeting last week of the EMA Management Board and setting out its vision for the new website the board said it would “provide a unique source of information on all medicines authorised in the EU”.


“The website will help to position the EU medicines regulatory network as a core provider of free, unbiased, up-to-date, trustworthy, scientifically sound and validated online information on medicines, and will provide access to nationally authorised product information in a phased approach.”


The information it provides will, the EMA said, comply with the HONcode standard for trustworthy health information and be accessible on both mobile devices and desktops.


Once live it will replace the EudraPharm online medicines database that the EMA developed in 2006 and incorporate both the European Database of Adverse Drug Reaction Reports and the EU Clinical Trials Register.


It will also swallow up the forthcoming clinical data website, which will be launched later this month to make clinical study reports externally available.


The web portal is a requirement of the 2010 pharmacovigilance legislation that came into effect in 2012 and marked the biggest changes to European regulations since the EMA was set up in 1995.


The EMA Management Board noted in a ‘reflection paper‘ it signed off last week that the 2010 legislation also gave EU member states “the obligation to launch similar national medicines web portals”.


The next steps for the European web portal will see the EMA collaborate with EU member states and the European Commission to develop a delivery plan and start scoping IT solutions it will need to support the project.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/october/european_regulators_give_new_medicines_portal_the_go-ahead_1158764




European regulators give new medicines portal the go-ahead

Friday 23 September 2016

A digital NHS? An introduction to the digital agenda and plans for implementation (King's Fund)






In recent years, the digital agenda in health care has been the subject of an array of promises and plans, ranging from the Secretary of State’s challenge to the NHS to ‘go paperless’ to the commitment set out in the NHS’s Five Year Forward View to ‘harness the information revolution’. But have expectations been set too high? And is there sufficient clarity about the funding available to achieve this vision?

cover_digital-health-briefing







 


 


 


This report looks at the key commitments made and what we know about progress to date, grouped under three broad themes:


  • interoperable electronic health records

  • patient-focused digital technology

  • secondary use of data, transparency and consent.

It identifies barriers to further progress and opportunities for delivering on the digital agenda.









Key findings


  • Digital technology can transform how patients engage with services, drive improvements in efficiency and care co-ordination, and help people manage their health and wellbeing.

  • For historical reasons, the acute sector is furthest from achieving the goals set out under this agenda, in contrast to general practice where use of digital clinical systems is near-universal. Delivering large-scale digital transformation involves risks for NHS leaders (particularly in acute trusts); they should receive more support and tolerance from regulators and commissioners.

  • To maximise uptake, patients and the public need to be aware of the benefits of digitisation, while being reassured about data security and use.

  • Clinicians and frontline staff must be involved in designing and rolling out new technology.

Policy implications


  • Achieving the digital vision requires more realistic deadlines, given the backdrop of unprecedented financial and operational pressures facing NHS organisations. The government should adopt the Wachter review’s recommendations about extending the timetable to 2023.

  • In doing so, the government needs to take care to preserve the momentum that has been generated towards building local data-sharing arrangements and increasing the uptake of online services for patients.

  • Greater clarity is urgently needed about funding to support this agenda, including when the money already announced will be made available and how it can be accessed.

  • There is a risk that focusing too narrowly on cost savings and ‘going paperless’ could detract from the ultimate aim – to improve outcomes, efficiency and patient experience.

Source King’s Fund http://www.kingsfund.org.uk/publications/digital-nhs


Matthew Honeyman, Phoebe Dunn, Helen McKenna















A digital NHS? An introduction to the digital agenda and plans for implementation (King's Fund)

Tuesday 20 September 2016

Pfizer launches app to help patients manage depression

Hopes the Moodivator app will complement treatment and support care teams






Pfizer moodivator appPfizer has launched a new mobile app for patients suffering from depression that it hopes will enable them to take a more active role in managing their condition.

The firm wants its new Moodivator app to complement treatment and says it can do so in a simple and efficient way.


The free iPhone app allows patients to set goals, track their moods using a simple scale and share their progress with their care team.


It also includes information about one of Pfizer‘s prescription treatments for depression, but the company says the app is not intended to take the place of doctors’ care or advice.


Susan Kornstein, professor of psychiatry at Virginia Commonwealth University School of Medicine, helped consult on the app’s design.


She said: “As awareness of the magnitude and severity of depression continues to mount, technology like the Moodivator app represents a new and exciting frontier for helping people with depression.


“The opportunity for patients to track and export their mood and goal progress in easy-to-read charts is also very useful, because the progress can then be shared with doctors to help inform care decisions.”


Depression is one of the most common mental disorders in the US and it’s estimated that one in 15 adults experiences at least one major depressive episode in any given year.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/september/pfizer_launches_app_to_help_patients_manage_depression_1131154








Pfizer launches app to help patients manage depression

Thursday 1 September 2016

Apps as medical devices - UK regulator updates its guidance

MHRA moves to help firms’ health apps comply with its rules







Mersey Burns iPhone health appThe UK’s regulator the MHRA has updated its guidance on whether a health app should be subject to medical device oversight.


A number of apps and pieces of stand-alone software that are already on the market have so far been classified as medical devices and consequently fall within the MHRA’s remit.


They include those that gather data from a person or a diagnostic device, such as diet, heartbeat, or blood glucose levels and then analyse and interpret the data to make a diagnosis, prescribe a medicine or recommend treatment.


John Wilkinson, MHRA’s director of medical devices, said: “We live in an increasingly digital world, both healthcare professionals, patients and the public are using software and stand-alone apps to aid diagnosis and monitor health.


“Where apps or stand-alone software make a diagnosis or recommend a treatment, people should check for CE-marking before using their apps and developers should make sure they are complying with the appropriate medical device regulations.”


In the UK, as in the rest of Europe, software and apps that are defined as medical devices must gain a CE mark (kitemark) in line with the EU medical device directives to show they are ‘regulated and acceptably safe to use and also perform in the way the manufacturer/ developer intends them to’.


The first health app to be classified as a medical device was the Mersey Burns app (pictured above), which was developed by doctors at the Mersey Regional Burns and Plastic Surgery Unit. Other apps that also have a CE mark include OncoAssist and Airstrip’s patient monitoring apps.


The MHRA’s new guidance on health apps as medical devices is available in an interactive pdf that developers through its processes.


Releasing the guidance the MHRA stressed that apps that give incorrect diagnoses or prescribe inappropriate treatments could have severe and potentially life-threatening consequences.


Wilkinson added: “Patient safety is our priority. We continue to encourage people to report any safety or performance issues involving medical devices, including apps, to MHRA via our Yellow Card Scheme online.”


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/august/apps_as_medical_devices_-_uk_regulator_updates_its_guidance_1112214








Apps as medical devices - UK regulator updates its guidance

Tuesday 16 August 2016

Multichannel: the essential European revolution

Boosting the digital component in Europe’s multichannel engagement strategy







IMS Health multichannel graphicThe mature markets of the US, Japan and Europe are still at the heart of growth for companies with innovative and protected products.

But with constrained budgets for sales forces and specialist doctors as customers, marketers must leverage state-of-the-art technology and information management systems to deliver rich content and services to their clients.


We see Europe significantly lagging behind the US and Japan in terms of the volume share and relative impact of digital contacts with prescribers. While digital by no means encompasses all of multichannel, it’s impossible to imagine a mature multichannel model without digital.


Although overall, traditional doctor engagement, that is, existing channels such as face-to-face rep interaction, is maintained, if not elevated in the US and Japan, in Europe we see the number of minutes of traditional engagement fall by almost 20%, whereas digital interaction increases by just a tiny fraction. European doctors, in line with their colleagues elsewhere, have moved online, but they aren’t communicating with companies digitally as much as they could.


In terms of digital share and impact, just four countries out of the 12 we looked at in Europe have a share of digital activity which exceeds 10% of all volume activity: Poland, Belgium, the UK and France. Poland, in fact, has a marginally higher share of digital contacts than the US, and is Europe’s digital pioneer.


Binary comparisons of the impact of digital versus traditional channels of promotion aren’t the way to assess a campaign’s multichannel impact. Nevertheless, a very significant disparity in the impact on doctors’ intentions to prescribe a product using digital or traditional communications is a warning that the process is not optimally effective.


The implications of our findings in terms of boosting digital as a component of a multichannel strategy are important for two reasons:


1. Europe’s leading markets aren’t necessarily digital pioneers

Other, smaller markets might be better markets to prove concepts, test approaches and build the case for a wider investment in digital.


2. The reasons for being a digital pioneer are complex

A combination of doctors’ trust in digital channels, and a willingness of companies to expand their breadth of channel use is crucial.


Multichannel marketing can work very effectively in Europe, if the right circumstances are complemented with the right approach. There are three key success factors:


1. Successful integration

The first step in successful multichannel is to discard the notion that it is about measuring the success of traditional channels versus digital. Rather, there must be a critical mass of use of alternative channels, with a focus on the effectiveness of the overall integrated multichannel approach.


2. Reps must engage with the digital journey

Sales forces can see digital as a threat – a potential substitute for their activities. We found that many successful multichannel programmes engaged the reps in the roll-out of digital. These reps could see that digital channels could be used to broaden and extend their relationships with their doctors.


3. Content is king

Doctors are just like anyone else in the digital world – they will seek content that interests and is useful to them. If digital communications fail to provide that, or sell too overtly, they will be a turn-off, and without digital engagement, there’s no multichannel. Marketing departments, therefore, have to respond to a multichannel environment by upping their game. Digital provides a highly effective feedback loop on the content doctors value and use. This should be studied intensively.


Multichannel, and a true expression of orchestrated customer engagement, has a long way to go to reach maturity across Europe. However, the example of pioneer companies shows that careful choices and introductions of digital and multichannel initiatives can generate measurable impact and push customer engagement to a new level. Europe will emerge from this particular revolution with a transformed commercial model.


Source PMLive http://www.pmlive.com/pharma_thought_leadership/multichannel_the_essential_european_revolution_1089529









Multichannel: the essential European revolution

Wednesday 10 August 2016

Nurse-led technology helps to improve patient experience and outcomes

Hospitals in Manchester are using nurse-led technology to identify sepsis and other life-threatening conditions.














Jourey and Ingleby
 Catherine Jourey (left) and Sarah Ingleby use nurse-led technology daily. Picture: Neil O’Connor


Sarah Ingleby, lead nurse for the acute care and hospital at night teams at Central Manchester University Hospitals NHS Foundation Trust (CMFT), says the Patientrack electronic system has helped staff identify, manage and treat sepsis.


‘When a child comes in, you think ‘sepsis’ and then move on to other things. We need to think ‘sepsis’ every time. With this system, combined with clinical observations, it is less likely to slip through the net.’


Avoidable deaths


In the UK there are as many as 200,000 cases of sepsis, resulting in up to 60,000 deaths each year *. According to health secretary Jeremy Hunt, about 12,000 of these deaths may be avoidable.


In 2000, CMFT implemented early warning scores (EWS) to identify deteriorating patients. However, it was found that staff sometimes lacked the confidence to manage very sick patients and senior staff were not always alerted to deteriorating patients as quickly as they should have been.


‘There were different reasons why people were reluctant to escalate, such as “I think I’ve done everything I can” or “I want to escalate, but I don’t want to bother the doctor”,’ says Ms Ingleby.


Handheld devices


The trust introduced Patientrack in 2009, having considered many other systems. So how does it work in practice?


‘The observations are entered at the bedside using a handheld device,’ says Ms Ingleby. ‘If someone is a bit poorly, it bleeps the nurse in charge. If they get sicker it bleeps the junior doctor, if they become very sick it bleeps the senior doctor and critical care.


‘Therefore the nurse never has to leave a deteriorating patient to chase round looking for a doctor. She knows that the doctor will respond.’


Nurse training


Ms Ingleby is keen to stress that clinical judgement is also essential. ‘We cannot rely on electronic systems 100%. They are only one part of an overall approach.


‘You also need to make sure that staff have the correct level of expertise and critical care skills. That is why in every ward I have a nurse who has been on an acute illness management course.’


Nurses need to do more than simply respond to a bleep. ‘You have to be taught how to manage a person who may not trigger the EWS,’ she says. ‘For example, they may be on beta blockers so their heart rate might not be so fast even though they are dehydrated.’


Staff engagement


Several other trusts have installed the system. NHS Fife was the first health board in Scotland to introduce Patientrack at the Victoria Hospital, Kirkcaldy. And in March, cardiac arrests had fallen by two thirds after only 6 months of using the technology. It is also being hailed as a great success at Harrogate and District NHS Foundation Trust.


Patientrack has now been embedded in all inpatient areas in 55 wards in adult and children’s hospitals across Manchester.


‘Engagement of staff was key to getting this right but they were convinced very quickly,’ says Ms Ingleby. ‘It was the alerts and the fact that doctors are central to the system that got people on board.’


Over time the company has worked with staff to develop Patientrack’s use for a number of different assessments that have come from the wards.


Robust reporting system


The system is also popular with patients who like the fact that staff are automatically alerted when they are ill.


Ms Ingleby says there are other benefits. ‘There is a screen on every ward where you can see who has triggered an alert,’ she says. ‘If I come on night duty, I can go to a patient and say “I see you have been feeling poorly”. Also, critical care can send a patient to the ward and then keep an eye on the screen to see if the patient has got a bit sicker.’


She says all this is backed up with a robust reporting system. ‘I can see on the screen if someone has not responded. Response rates are reviewed each week and staff are held accountable.’


Data collection


Since Patientrack was introduced, the trust has seen a 50% reduction in cardiac arrests, reduced critical care length of stay and reduced risk of mortality for out of hours’ admissions. The length of stay for patients with sepsis has reduced by more than 50% and morbidity in emergency departments as a result of sepsis has also reduced.


Data are also being collected from several thousand observations on a daily basis, which means that CMFT can see how different wards are responding to patient needs and all sets of patients’ observations are maintained for the duration of their stay.


Ms Ingleby says: ‘6 months ago we reviewed our mortality over the 7-day week. There was no difference between weekdays and weekends, and we believe this is due to the fact that we now have systems working 24/7 to pull nurses and doctors to patients’ bedsides whenever they are needed.’


Ms Ingleby says she has no doubt that electronic observations will be introduced nationwide in the near future.


Bedside observations still vital


‘We have made such a big difference to the patient experience and to patient outcomes, you could never take it away. And when you speak to nurses, feedback is always “We love it. We know that patients are safer because they are always responded to quickly”.’


Ms Ingleby, however, does not think that nurses are going to be replaced by machines any time soon. ‘There has been some talk about automatically uploading blood pressure results, but I am not in favour of this,’ she says.


‘We should be at the bedside with our patients to check their pulse rate, to see if their skin is clammy. When you are doing clinical observations the hands-on bit is important so that you hold on to that level of understanding about your patients.’


* According to the National Confidential Enquiry into Patient Outcome and Death (NCEPOD) published in November 2015.


Patientrack


 


UK Sepsis Trust’s six most common signs


  1. Slurred speech or confusion

  2. Extreme shivering or muscle pain

  3. Passing no urine (in a day)

  4. Severe breathlessness

  5. Patients saying: ‘I feel like I might die’

  6. Skin mottled or discoloured

Source Nursing Standard https://rcni.com/nursing-standard/features/nurse-led-technology-helps-improve-patient-experience-and-outcomes-61361















Nurse-led technology helps to improve patient experience and outcomes

Friday 5 August 2016

Microsoft-backed doctors network expands in Europe

Among Doctors officially launches in the UK and Spain







Among Doctors online physician community


Online networking and collaboration network Among Doctors has launched in the UK and Spain.


The Athens-based online physician community is supported by the Microsoft Innovation Center and aims to connect doctors with colleagues across the globe.


Now officially launched, the Greek company says it started signing up UK doctors in January and says more than 10% of its users currently come from Britain.


Among Doctors’ difference from many of the online physician communities currently online is that it intends to remain independent from the pharmaceutical industry.


No part of the site will be sponsored, or observed by sponsors, the company notes, adding “no students, pharma, nurses or patients are allowed on the platform”. However, for doctors, access to the site is free.


Among Doctors has been live in public beta since November 2015 and already counts its first hundreds of doctors from over 38 countries, mostly in Europe, and 42 medical specialties.


The firm is funded with seed capital by angel investors. In April 2014, Among Doctors was awarded the 3rd prize at the Investors Pitch Showcase Contest by MIT Enterprise Forum of Greece.


Elena Barla, co-founder and CEO, said: “Doctors are increasingly interested in using social media for professional purposes, in order to network, share knowledge and get in touch with the international medical community.


“Knowledge should be shared across countries and economies, especially when it comes to saving lives. Among Doctors provides a global exclusive network of reliable, well-screened and quality profile licensed physicians, helping them exchange views and advice, as well as build their global referral base and network in a reliable and meaningful way.”


The online physician market has is becoming increasingly busy of late. In the last year Merck & Co reorganised its Univadis healthcare professional communities, Sermo continued its European expansion, Medscape opened doors on its first London office and new mobile-first community MedShr launched.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/july/microsoft-backed_doctors_network_expands_in_europe_1080731








Microsoft-backed doctors network expands in Europe

Friday 29 July 2016

Wearables' impact on cancer patients' quality of life to be tested

Project sees the Memorial Sloan Kettering Cancer Center collaborate with Medidata







Wearables pharma healthcare cancer


A prestigious US cancer centre is set to evaluate the application of wearables and other mobile technology to assess cancer patients’ quality of life.


The Memorial Sloan Kettering Cancer Center (MSK) is collaborating with cloud-based research solutions firm Medidata on the project, which will test the use of activity trackers and mobile apps to study patterns of movement in patients being treated for multiple myeloma.


Dr Neha Korde, assistant attending for the Myeloma Service at MSK, said: “All cancer patients face health challenges from the disease as well as the side effects of treatment. But the challenges are particularly acute for those who suffer from multiple myeloma, a painful blood cancer that affects the bones.


“We will be able to use mHealth technologies to gauge how patients sleep, how they move, and how they feel with greater precision.”


Patients taking part in the project at New York’s MSK will be asked to wear a wearable activity tracker for one to seven days prior to treatment to establish baseline measurements, they will then be continuously for approximately four months over four cycles of the prescribed therapy.


They will also be able to report quality-of-life measures – such as activity level, fatigue and appetite – through Medidata’s Patient Cloud ePRO app on their personal smart phones.


Medidata‘s president Glen de Vries said: “Success in cancer treatment is measured not just by what it does to the disease but what it does to the patient’s body and mind.


“Our collaboration with MSK will bring to bear the very best technology and data analytics to help researchers begin to identify multiple myeloma treatments that best enhance quality as well as quantity of life.”


Meanwhile, Medidata has expanded its relationship with Biogen, with the US biopharma company ramping up its use of the tech firm’s Medidata Rave trial data capture product and its data verification tool Medidata TSDV.


The agreement expands an existing relationship to use Rave and TSDV across Biogen‘s clinical development portfolio, which includes potential therapies for neurological, autoimmune and rare diseases.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/july/wearables_impact_on_cancer_patients_quality_of_life_to_be_tested_1080774








Wearables' impact on cancer patients' quality of life to be tested

Friday 22 July 2016

Healthcare gets more independence in Google restructuring

New ‘Alphabet’ company will put tech giant’s health ventures centre-stage







Google HQ


Google is re-organising to create a leaner organisation, and its healthcare operations have a central place in the new structure.


The technology giant has created an over-arching holding company called Alphabet that will be run by Google founders Larry Page and Sergey Brin, while Google itself becomes a subsidiary with Sundar Pichai serving as its chief executive.


Google’s life science research arm and pharma-like unit Calico – as well as other newer ‘moon shot’ ventures such as technology research unit Google X – will now operate independently of the Internet arm, which generates most of the company’s $60bn annual revenues.


Page cited healthcare specifically in a blog post about the new strategy, saying that it “allows us more management scale, as we can run things independently that aren’t very related.”


The company’s broad push into new business areas such as healthcare has raised eyebrows among some investors, who have expressed concerns that the company could take its eye off its core business and damage profitability.


The latest move may be a reaction to that but could also reflect a desire by the founders to retain some of the fast-moving, independent spirit that served Google so well in the early years.


“We’ve long believed that over time companies tend to get comfortable doing the same thing, just making incremental change,” writes Page.


“But in the technology industry, where revolutionary ideas drive the next big growth areas, you need to be a bit uncomfortable to stay relevant.”


Google certainly shows no sign of reining in its push into healthcare. The life sciences division responsible for projects such as the glucose-sensing contact lens signed a new agreement this week with DexCom to develop a new range of continuous glucose-monitoring products.


There have also been mutterings about a lack of information about the amount of money being invested into the new ventures, and the new structure will inject some more transparency into the company’s affairs.


For the healthcare units – with development timelines that typically stretch well beyond those expected by shareholders used to investing in the IT sector – that could prove to be a little uncomfortable. However, in the near-term Google is only planning to report two revenue streams – Google and Alphabet (everything else) – and is unlikely to drill down to the details of its speculative ventures.


It will also be interesting to see whether the new structure and transparency, whilst giving the healthcare units more independence, might also encourage them to work more traditionally within their areas of focus. Could the individual units perhaps lose some of the innovative miasma that comes from bringing scientists from different disciplines closer together?


The new structure will be introduced gradually over the coming months, according to Google.


Source PMLive http://www.pmlive.com/pharma_news/healthcare_gets_more_independence_in_google_restructuring_796068








Healthcare gets more independence in Google restructuring

Tuesday 19 July 2016

Novartis plots digital transformation in medical education

Outlines benefits of greater use of technology, including transparency and reach







Novartis HQ


Novartis is changing the way it engages with healthcare professionals (HCPs) for medical education activities by ramping up its use of digital technology.


Key to these plans will be the company’s Vivinda TV virtual conference platform, which went live earlier this year to provide on-demand content from medical meetings.


Intended for HCPs around the world, with the exception of the US, Canada, Japan, Norway and Sweden, Vivinda was used at last month’s American Society of Clinical Oncology (ASCO) meeting.


Content from the flagship cancer congress attracted more than 4,600 ‘virtual delegates’ across 103 countries. “That’s five times more than were engaged the previous year using traditional sponsorship methods,” Novartis noted.


Vivinda TV was also used for the European School for Advanced Studies in Ophthalmology (ESASO) congress, and attracted almost 1,800 virtual delegates from 75 different countries, compared to the 500-600 ophthalmologists normally able attend in person.


Pharma companies such as GlaxoSmithKline and Pfizer have been using webinars to reach healthcare professionals for some time, but Novartis’ plans appear be a more concerted drive towards virtual meetings.


And the Swiss pharma company said it is taking Vivinda TV‘s ASCO sand ESASO performance as a cue to do more of the same in the future to enhance the quality, transparency and reach of its interactions.


Shannon Thyme Klinger, chief ethics and compliance officer and head of litigation at Novartis, said: “We are changing our relationship with the medical community and extending global access to high-quality information and education that will benefit doctors and patients worldwide for years to come.”


The changes come as new European pharma industry rules came into effect last week on HCP payment transparency, requiring firms to disclose their payments to HCPs for activities such as travel to congresses.


In outlining its digital plans, Novartis acknowledged the limitations of traditional marketing activities like sponsoring doctors to attend conferences, inviting clinicians to speak about products and providing promotional aids.


The company said: “Conference attendance is by nature restricted to only a small proportion of doctors worldwide, and Novartis is keen to find better and more inclusive ways of reaching a broader cross-section of the medical community.


“Moreover, social expectations are changing fast and educational and promotional practices which for a long time have been widely used by industry need to be further developed. Now the company is taking steps to ensure its actions meet with the evolving views of the public and regulators.”


Consequently the company has increased its investment in digital technology to record levels and plans to use virtual meetings and web-based customer interaction platforms to engage more with HCPs.


However, Novartis will still offer doctors support to attend medical conferences, but from January 2017 it said this would be based on “active participation in the event”. The firm will also sponsor speakers to represent the company in clearly-defined instances, such as when a new product becomes available.


Source – PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/july/novartis_plots_digital_transformation_in_medical_education_1058424








Novartis plots digital transformation in medical education

Tuesday 12 July 2016

Dr Google looks to reassure 'cyberchondriacs'

Starts providing more context for medical symptoms







Google symptom search


Google is changing the way medical information is presented on its search engine to provide more context for medical symptoms.


The move could ease the worries of ‘cyberchondriacs’ who find themselves overwhelmed by the potential seriousness of certain symptoms when they go online to self-diagnose.


Huge numbers of people do of course turn to ‘Dr Google’ for healthcare information – around 1% of the 3.4 billion searches the firm processes every day are related to symptoms.


“Health content on the web can be difficult to navigate, and tends to lead people from mild symptoms to scary and unlikely conditions, which can cause unnecessary anxiety and stress,” Veronica Pinchin, product manager, search, wrote.


In response Google will answer symptom queries with a list of related conditions, and provide an overview of individual symptoms along with information on self-treatment options and what might require a doctor’s visit.


The symptom information, which will first be displayed in the US in English on Google’s mobile search app, was created in conjunction with Harvard Medical School and the Mayo Clinic.


“That said, symptom search (like all medical information on Google) is intended for informational purposes only, and you should always consult a doctor for medical advice,” Pinchin said.


She added: “Over time, we hope to cover more symptoms, and we also want to extend this to other languages and internationally.”


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/july/dr_google_looks_to_reassure_cyberchondriacs_1059387








Dr Google looks to reassure 'cyberchondriacs'

Thursday 30 June 2016

The Digital Patient

Earlier this year, the European Commission published a broad-ranging plan to digitise EU industries to help usher in what has become known as the fourth industrial revolution.






Digital patient From a healthcare perspective, the vision is for EU citizens to have access to online prescribing, electronic health records and digital health applications that will improve patient care and outcomes and – it is hoped – usher in a new era of real-world, ‘big data’-driven R&D that will lead to new and improved therapies.

That is a worthy aspiration, but how far away from that goal are we? The use of online services in the delivery of healthcare services is fragmented, and data from the European Commission’s Digital Agenda Scoreboard reveals disparities across Europe, with north-western countries generally performing better than their southern, central and eastern European neighbours.


In some EU countries – notably Spain, Denmark and Finland – up to a third of appointments are booked via a website, according to 2014 data from the EC Scoreboard. However in most other countries the rates were much lower, typically in single-digit percentages, with the UK a little higher at 12% and Italy at around 10%.


When it comes to the electronic transfer of prescriptions from doctors to pharmacists, the divide between different EU countries is particularly marked. In the Nordic countries this happened with almost all scrips (85%-97%) in 2013 and with a majority of prescriptions in the Netherlands, Spain, Croatia and Romania. Rates elsewhere in the EU were generally around or below 20% in that year.


Looking at the sharing of patient data between healthcare practitioners, the picture is a little better. Roughly two-thirds of GPs in Nordic countries, Spain and the Netherlands shared patient data in 2013, along with more than half of GPs in the UK, 40% in Germany and more than 25% in most other western EU countries. Outside that group rates remained low.


What is abundantly clear is that the internet is often the first port of call for many patients and their carers seeking information on health matters.


Over 60-70% of people in Germany, Norway and Finland look online for this kind of information, as do more than half of people in the UK, Spain and Sweden, according to the Scoreboard. In France and Italy the proportion is just a little lower at around 47%.


Interestingly, research by Decision Resources suggests that in countries where the public pay for healthcare at least in part through health insurance, consumers tend to be more digitally engaged when it comes to their health. They are also more likely to use digital resources from pharma companies such as health tracking tools, condition or treatment info, patient support programmes and help with adherence.


In countries where the public pay for healthcare… consumers tend to be more digitally engaged


European consumers also seem prepared to use digital healthcare tools if they are available and can be trusted. A 2014 survey from McKinsey & Co showed that three quarters of consumers in the UK, Germany and Singapore would like to make use of digital healthcare services – contrary to the perceived wisdom of many healthcare executives.


The McKinsey survey also exploded the myth that only younger people want to go digital in health – finding plenty of interest in the over-50s group that accounts for the bulk of healthcare service usage. Meanwhile, a recent Spanish study revealed a high level of sophistication among older consumers in terms of gauging the reliability of online information, as well as a nuanced understanding of its potential for fostering ‘cyberchondriasm’.


The rise of mobile
While many healthcare interactions still take place via a PC, there is no denying the relentless increase in mHealth – including apps and wearable devices. An EC Green Paper on mHealth concluded that increased use of mobile technologies could improve care through better planning, thereby reducing unnecessary consultations and resulting in better guidance on treatment, particularly for chronic diseases.


Another report published by the UK government last year concluded however that for now, mHealth is most commonly being used by consumers to make decisions about wellness, and is some distance away from assisting with higher-impact clinical decision-making and developing the interaction between clinicians and patients.


There is a high consumer demand for mHealth apps, it says, but monetising them is difficult due to a lack of clear reimbursement models, particularly in the NHS.


Nevertheless, there is no denying the efforts going into mHealth apps. IMS Health reported that there are escalating numbers of health apps – more than 165,000 at last count – with 1 in 10 of them using a smartphone or some other device or sensor to feed back data from the user.


Many of those apps have few users however – 40% of them show less than 5,000 downloads – revealing they are still some way from become an integrated part of healthcare delivery. Part of the problem is the bewildering choice and difficulty of sorting the good apps from the bad, says IMS. As a result people tend to behave like a ‘herd’ – sticking to the most popular app regardless of whether it is the best choice for them.


Half of respondents in the US and UK said they would use a connected health device or tool if it was recommended to them by a physician


McKinsey meanwhile cautions that the demand for mobile healthcare is by no means universal, even though it is more so in younger people – and there is little evidence that consumers want innovative features and apps. In fact, its survey revealed consumers’ requirements were mundane – showing the importance of efficiency, better access to information, integration with other channels and the availability of a real person to complement the digital service.


An Ipsos Healthcare survey last year revealed that around half of respondents in the US and UK said they would use a connected health device or tool if it was recommended to them by a physician. However, a corresponding survey among 200 physicians found that only a minority felt confident enough to select the right device – 24% of US doctors surveyed and just 12% in the UK.


The results also showed that one in five US citizens is already using some form of connected device to manage their health, compared to 1 in 10 in the UK, and a third and a quarter of respondents respectively said they planned to use them in future. However, the poll also revealed steep dropout rates – 32% in the US and 42% in the UK – suggesting that satisfaction with the current services is below par.


So what are the challenges involved in splicing mHealth technology into the healthcare system? According to patient advocacy group PatientView, while patients and members of the public are embracing health apps, doctors are not yet helping them do so, in part because of the confusion about the regulatory requirements for prescribing apps.


The evidence base for most apps remains limited, not least because of a lack of agreed standards. The World Health Organization’s mHealth Technical Evidence Review Group recently developed a checklist to standardise the reporting and assessment of apps and improve the quality of mHealth evidence, but as it stands there is no recognised arbiter for the quality and trustworthiness of health apps.


Regulations governing health apps are ‘opaque and outdated’, according to PatientView, with many developers unaware of their legal responsibilities. A key challenge is the fast-changing nature of medical information, which means apps need to be continually refined and upgraded to ensure they remain current. That is timeconsuming and costly, which could drive up costs to users and restrict access.


Overall, there seems little doubt that Europeans are willing to embrace digital health. What is needed now is a concerted drive by regulators, the medical profession, and industry and patient groups alike to make sure that the systems and tools put in place are fit for purpose.


Source http://www.pmlive.com/pharma_news/the_digital_patient_1051617








The Digital Patient

Tuesday 21 June 2016

Apple talks up health and fitness benefits of new Watch OS

Outlines new Breathe app and stronger fitness integration for watchOS 3







Apple Watch fitness health


Apple continues to position its Apple Watch as a health and fitness device, and last week outlined several new features that are on the way.


One of these will be its ‘breakthrough’ new Breathe app, which aims to reduce stress and help users relax by encouraging them to do deep breathing exercises.


“The beautiful, calming visualisation and haptic cues guide users through deep, full breaths in sessions lasting one to five minutes and on completion, they will receive a heart rate summary,” Apple noted in a statement.


The app will be included in the next version of the smart watch’s operating system – watchOS 3, which will be launched in the Autumn users and include updates to the device’s fitness capabilities.


Its Activity app will include greater social engagement options, allowing users to share, compare and compete with friends, family or a personal trainer.


Meanwhile, the app has also been optimised for wheelchair users, with wheelchair pushes contributing to calorie goals, dedicated wheelchair-specific workouts and the “time to stand” movement reminder can be changed to “time to roll”.


Jeff Williams, Apple‘s chief operating officer, said: “Apple Watch is the ultimate companion for a healthy life and with watchOS 3 …. and the breakthrough new fitness and health features like the Breathe app make it feel like a whole new watch.”


The Apple Watch has only been on the market for one full year so far, but in that time sales outpaced those of the company’s iPhone – selling twice as many in fact, albeit at a time when Apple’s smartphone sales are slowing.


Health is widely predicted as key to the Apple Watch’s future, but it has yet to set the sector ablaze, and even pharma interest in the device has so far been few and far between. Novartis’ app for the visually impaired being one of the most prominent industry uses of the technology.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/june/apple_talks_up_health_and_fitness_benefits_of_new_watch_operating_system_1044827








Apple talks up health and fitness benefits of new Watch OS

Tuesday 19 April 2016

UK e-Health Week opens today - looking forward to meeting old friends and new...

HIMSS UK’s annual event opens today; the Sollo Marcomms team will of course be at Olympia, London. Looking forward as always to catching up with everyone. @HIMSS_UK #EHWK16


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A great speaker line up along with the leading suppliers and vendors in this sector.


 


 


 


 


 


 


 


 


 



UK e-Health Week opens today - looking forward to meeting old friends and new...

Thursday 7 April 2016

LEO expands innovation lab - Adds offices in France and Canada to new digital unit






Danish pharma company LEO has expanded its new unit focused on developing non-medical approaches to psoriasis by teaming up with innovative start-ups.





LEO Pharma 


Specifically, the LEO Innovation Lab will be looking to technology such as apps, web platforms, wearables, virtual reality, artificial intelligence and tele-medicine.


In the last few months the firm has opened offices in Paris and Toronto, with the latter marking its first presence in North America.


They join bases in the UK and Denmark as part of plans to establish a global network of partners with which to work on ways of “bridging the gap between the digital and … physical solutions”.


The company says that its ownership by the LEO Foundation – and consequent absence of shareholders – will ensure the new Lab’s goal will not be profits but “making a difference to people living with psoriasis”.


Commenting on this LEO Pharma CEO Gitte Aabo said: “This does not mean that we perceive helping people as a contradiction to driving a sustainable business. In LEO Pharma, we do not help patients in order to make money; we make money in order to help patients.”


First set up in 2015 with €60m funding the Lab is focuses on areas such as stress, diet, social relationships and healthcare provider interaction, with a timeframe for projects of 100 days from ideation to beta test.


It operates independently from its parent firm with its own board, and heading up the Lab is CEO Kristian Hart-Hansen, who previously served as general manager of LEO Pharma Spain.


He’s joined at a country level by three LEO Innovation Lab heads for the UK – Catalina Cernica, Canada – Miron Derchansky and France – Marine Tortel.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/april/leo_expands_innovation_lab_968630













LEO expands innovation lab - Adds offices in France and Canada to new digital unit

Thursday 24 March 2016

Apple creates open source personal health app software

Will release CareKit framework later in the Spring







Apple CareKit iPhone app


Apple has developed new open source software that will allow developers to more easily build apps that help individuals manage their health and well-being.


The company says that iPhone apps using its new CareKit software will allow physical therapy exercises to be tracked using Apple Watch or iPhone sensors and surveys to record symptoms.


CareKit will also provide an ‘Insight Dashboard’ will map symptoms to show how treatments are working.


It builds on Apple’s closely related to ResearchKit technology, which was released last year and allows iPhone users to more easily participate in medical research.


Jeff Williams, Apple’s chief operating officer, said: “We’re thrilled with the profound impact ResearchKit has already had on the pace and scale of conducting medical research, and have realised that many of the same principles could help with individual care.


“We believe that giving individuals the tools to understand what is happening with their health is incredibly powerful, and apps designed using CareKit make this a reality by empowering people to take a more active role in their care.”


CareKit won’t be fully released until next month, but early adopters are already using it to build apps for Parkinson’s patients, post-surgery progress, home health monitoring, diabetes management, mental health and maternal health.


They include the Texas Medical Center – which is designing apps to guide and support care pathways, and Beth Israel Deaconess Medical Center, which providing patients with more insight into chronic care management through home health monitoring devices that securely store data in HealthKit.


Also involved are Sage Bionetworks and the University of Rochester, which have used CareKit within their mPower ResearchKit study as a way to better inform patients about their condition and health care providers about treatment.


Ray Dorsey, the David M Levy Professor of Neurology at the University of Rochester Medical Center, said: “With ResearchKit, we quickly realised the power of mobile apps for running inexpensive, high-quality clinical studies with unprecedented reach.


“We hope that CareKit will help us close the gap between our research findings and how we care for our Parkinson’s patients day-to-day. It’s opening up a whole new opportunity for the democratisation of research and medicine.”


Since its launch last year the ResearchKit-run mPower app has enrolled over 10,000, which Apple says makes it the largest ever Parkinson’s study. The company also notes that 93% of participants in the study said it was the first time they had taken part in any kind of research.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/march/apple_creates_open_source_personal_health_app_software_960425








Apple creates open source personal health app software

Monday 21 March 2016

Roche integrates diabetes app with Apple Health

Accu-Chek Connect will allow patients to share data with the iPhone system


Roche Diabetes Care Accu-Check


Roche Diabetes Care’s Accu-Chek Connect will now allow patients to share the blood glucose and carbohydrate data they collect with the iPhone’s Apple Health app.


The integration of Accu-Chek with Apple’s HealthKit software means that, with user permission, Accu-Chek Connect could also integrate with other HealthKit-enabled apps, such as electronic medical record or health tracker apps.


Marc Gibeley, head of Roche Diabetes Care North America, said: “For people with diabetes, simplifying the management of their condition can be an essential part of championing their own health and wellness.


“This integration is the next step in helping those with diabetes adopt a holistic approach in managing their overall care, by allowing them to log, view, and share their diabetes data with other health tracking applications on their iPhone. It also provides healthcare teams with a better view of the patient’s lifestyle as they assess the role of health and fitness in their management routine.”


The Accu-Chek Connect diabetes management system that consists of the Accu-Chek Aviva Connect meter, an app and an online portal that allows patients, caregivers, and healthcare providers to view and share blood glucose data.


The meter wirelessly sends blood glucose results to the Accu-Chek Connect iPhone app, which also has an insulin dosage calculator that doctors can activate.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/march/roche_integrates_diabetes_app_with_apple_health_958437




Roche integrates diabetes app with Apple Health

Tuesday 15 March 2016

Not enough doctors for 7-day NHS, says Royal College head

There are not enough doctors to run a seven-day NHS in England, according to a leading doctor.


RCP photo


In a speech on Tuesday, Royal College of Physicians president Prof Jane Dacre will warn ministers the issue must be addressed if their policy is to work.


She will highlight research that shows vacant posts are not being filled and gaps in rotas are being seen.


It comes as ministers are locked in a dispute with junior doctors over their plans for improving weekend care.


Last week thousands of medics went on strike over the government’s decision to impose a new contract on them, designed to make it cheaper to rota on staff at weekends.


Prof Dacre will raise her own concerns at the RCP’s annual conference in Harrogate, saying NHS trusts are struggling to find enough staff to cope with existing demands.


Physicians are doctors who focus on diagnosis and treatment as opposed to surgery. They cover a whole range of areas including stroke and heart disease to the care of the elderly.


Research by the RCP showed last year there were just over 13,000 consultant physicians across the UK – one in four of all consultants.


But four in 10 vacant posts advertised last year went unfilled, while one in five consultants reported gaps in their junior doctor rotas.


Meanwhile, one in 10 consultants say they often have to carry out junior jobs to ensure patients’ care is not harmed.


Prof Dacre will tell delegates: “I feel sorry for NHS trusts, I really do. Across the country, they have created a raft of new posts to meet the rising demands for patient care, only to find that there is no-one to fill them.


“If we have neither enough trainees nor consultants to run the service now, how are we going to implement a safe seven-day service?”


She will go on to set out the case for extra funding, pointing out hospitals are racking up deficits and that funding lags behind other countries such as France and Germany.


“It is time to revisit our national contribution to healthcare,” she will say.


But a Department of Health spokeswoman pointed out extra money was being invested during this Parliament – £8bn more by 2020.


She said this would help “make sure the right staff and support is available to create a safe NHS seven days a week”.


Source BBC News/Health http://www.bbc.co.uk/news/health-35779006



Not enough doctors for 7-day NHS, says Royal College head

Friday 26 February 2016

New NHS cancer drugs fund approved










 




DrugsImage copyright Thinkstock

Cancer patients have been promised faster access to innovative medicines by NHS England.


It has announced changes to the heavily criticised and regularly overspent Cancer Drugs Fund, which pays for drugs the NHS has deemed unaffordable.


The new system will start in July 2016 and have a fixed budget of £340m.


No patients receiving drugs on the old Cancer Drugs Fund will have their medication stopped.


At present, the CDF can choose to pay for innovative drugs the health watchdog, the National Institute for Health and Care Excellence (NICE), has rejected for widespread use on the NHS.





But under the new system, NICE will make all the decisions.


By the time a drug comes on to the market, NICE will give it a yes, no or maybe rating.


Those given the go-ahead will be routinely offered across the NHS while those given a maybe rating can be considered for the CDF.


However, there will be “clear entry and exit criteria” to ensure money is spent on only the best breakthrough drugs.


‘Clarity’


Bruce Keogh, medical director at NHS England, said: “Improving cancer care is an absolute priority for NHS England… that is dependent on access to treatments.


“[The CDF] will provide faster access for patients, I think that’s really important, and I think it will bring clarity to which drugs are the most effective sooner than we know at the moment.”


The fund, which was established in 2011 and covers England, has seen its costs rise to £340m in 2015-16 from an initial annual budget of £200m.


An NHS official said: “Drug companies will need to price their drugs responsibly, and we make no apology for maintaining the pressure on this point on behalf of the public.


“Companies keen to work with the NHS for patients will get a new fast-track route to NHS funding for promising new drugs, backed by a speeded up and more transparent NICE assessment process.”


Dr Paul Catchpole, from the Association of the British Pharmaceutical Industry, said: “If cancer medicines go through more or less exactly the same NICE appraisal process that was in place five years ago – which necessitated the setting up of the CDF in the first place – we will largely get the same answers as before – the majority of medicines will be turned down.


“Without substantial changes the ABPI estimates that under the proposals two thirds of existing CDF medicines are likely to no longer be available to NHS patients by the end of the year.”


Target Ovarian Cancer chief executive Annwen Jones said: “Important questions remain unanswered with this proposal.


“The Cancer Drugs Fund must retain the power to make a real difference to people’s lives in the face of budget cuts.”


Source BBC Health http://www.bbc.co.uk/news/health-35650170












New NHS cancer drugs fund approved

Thursday 25 February 2016

NHS delivers ambitious IT project - believed to be the biggest of its kind

NHS delivers ambitious IT project – believed to be the biggest of its kind – Health & Social Care Information Centre








An NHS IT project has successfully completed the final phase of its plan to move the entire technological backbone of the NHS from a private company to in-house, public sector management.


big_data




HSCIC has just completed an ambitious 18 month transition project to entirely rebuild and redevelop the Spine on Open Source software and to move it to in-house management. This was achieved without disrupting the service it provides to 28,000 organisations and enabled the secure transfer of almost 150TB of data, including the demographic details of 80m people.


The new Spine is believed to be the biggest public sector IT system to be built entirely on Open Source software, making it easier for developers to work with. It is managed from the Health and Social Care Information Centre’s headquarters in Leeds.


The system has saved £21m in its first year; has operated at 100 per cent availability since August 2015; and saves the NHS a staggering 750 working days of time every single day.


The NHS Spine is the technological backbone of the NHS and allows safe care to be delivered to patients. It is part of the Critical National Infrastructure, supporting care and enabling a smooth running NHS for around 28,000 organisations, including hospitals, GP surgeries, Ambulance Trusts, NHS 111 services and pharmacies. Operating 24 hours a day, 365 days a year, it handles up to 1,800 transactions per second.


Spine connects clinicians and patients to essential national services including the Electronic Prescription Service, Summary Care Record and the e-Referral Service, which allow clinicians to deliver safe and effective care to patients.


Rob Shaw, Director of Assurance Services, explains, “The usual practice for a big public sector project like this has been to give the whole thing to a large supplier. We decided that we could manage and make improvements to Spine more flexibly in house, and have worked with a number of specialist SMEs to successfully deliver our aims.


“The NHS relies on the Spine in order to operate effectively, and we couldn’t afford for it to experience long periods of downtime. For this reason we planned the transitions minute by minute to ensure that we would not affect patient care or inconvenience NHS workers any more than was absolutely necessary. In the end we managed the entire transition with just minutes of downtime, none of which was unplanned.”


The first transition was completed in August 2014, when the Core Spine services were transferred to the HSCIC. In February 2015 the Care Identity Service, which manages secure access to IT services for NHS staff; and the SUS database, which holds 80m patient demographic records, was smoothly transitioned. The project was completed on 31 January 2016 when MESH was launched and HSCIC took on responsibility for managing secure clinical messaging between Spine applications. This is particularly important for pathology and other test results, which are sent directly from the laboratory to the appropriate clinician using this system.


The new service has not primarily been designed to save money, but principally to allow Spine to be developed in a way that is faster and more responsive to user needs. Improvements have already been made since Spine was transitioned, including the introduction of a range of new services and in the coming months HSCIC will develop and launch new methods for logging on to Spine, allowing mobile access to Spine services.


Rob Shaw explains, “We wanted to develop a service that HSCIC and developers could work with and adapt, to suit the needs of individual NHS organisations. The entire system is built on Open Source, freely available software, which makes it much easier to work with and develop. The team working on Spine operate an Agile working method, which makes it much faster to improve and change the service. We are all proud of what has already been achieved and excited to continue to develop the service in the future.”


Source HSCIC http://www.hscic.gov.uk/article/6968/NHS-delivers-ambitious-IT-project—believed-to-be-the-biggest-of-its-kind









NHS delivers ambitious IT project - believed to be the biggest of its kind

Wednesday 24 February 2016

Daiichi Sankyo collaborates on e-patient AF resource

Will work with European platform People Who on new illness profile







Daiichi Sankyo atrial fibrillation People Who 


Daiichi Sankyo is collaborating with European e-patients platform People Who on a new atrial fibrillation (AF) resource.


The aim is to spread awareness of the condition in the UK and to offer online services that help improve the lives of those affected by AF in any way.


Specifically it will offer an online community that allows users to pose questions to fellow members and a qualified doctor; a magazine with treatments, prevention and research articles, plus patient stories; and a ‘control’ section, where patients can record the food they eat, medication they take and their readings or test results.


The target audience for the resource ranges from patients who have been diagnosed with AF, those caring for someone with the illness or people that want to find out more about AF.


The AF section on People Who’s website adds to the range of conditions it already caters for, including Alzheimer’s disease, psoriasis, diabetes and skin cancer.


People Who began in 2012 in Spain, where its industry partners include Novartis, Lilly AstraZeneca and Daiichi Sankyo.


Since then it expanded in 2014 to the UK and Italy – where it currently only works with Daiichi Sankyo, France and Germany – where its partners are Roche and Daiichi Sankyo in 2014.


In 2015 the company opened its online doors in the US and its future plans include dedicated sites for Mexico, Argentina, Colombia, Peru and Chile.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/february/daiichi_sankyo_collaborates_on_atrial_fibrillation_resource_for_e-patients_935610








Daiichi Sankyo collaborates on e-patient AF resource

Monday 22 February 2016

UK moves to accelerate digital health uptake

Aims to make London the global capital of digital health technologies







DigitalHealth.London


Three London academic health science networks are collaborating on a new initiative to digital health innovation.


The DigitalHealth.London initiative will create a network of clinicians, healthcare providers, research institutes and entrepreneurs to drive the creation of, and access to, revolutionary healthcare technologies shaped by patients’ needs.


London mayor Boris Johnson: “This initiative will position London at the forefront of digital innovation – bringing together the city’s world-class strengths in life sciences and digital technology and channeling that innovation to develop new ground-breaking products.”


The programme was established in the wake of recommending London create a digital healthcare hub to better achieve its ambitions of becoming “the world’s healthiest major global city”.


Its three academic partners – Health Innovation Network, Imperial College Health Partners and UCLPartners – are joined by MedCity, the Mayor’s life sciences promotional agency for the greater southeast.


Together, they will improve NHS procurement processes and routes to market, promote research and streamline communications between clinicians, patients and developers.


Professor Joanne Hackett, director of commercial development at UCLPartners, said: “Our focus through this initiative is to bring health services and industry into the same space so that by understanding each other better we create an environment in which small business can grow – enriching both our economy and our well-being.”


The London Health Commission has expressed its ambition to generate 50,000 new jobs in the digital health sector, an objective reflected in DigitalHealth.London’s first project, which is also launched today.


The new Digital Accelerator programme will support emerging SMEs in development of their products through consultation with clinicians and healthcare experts as well as creating opportunities to implement these in hospitals.


Over an initial three-year period, 90 digital health businesses will be chosen to take part in the programme, which is jointly sponsored by the European Regional Development Fund, Guy & St Thomas’ NHS Foundation Trust, UCLPartners, Imperial College Healthcare Partners, Chelsea and Westminster Health Charity, MedCity and Digital Catapult.


The first information day on how to apply to the Digital Accelerator programme will be held on 7 March.


Source PMLive http://www.pmlive.com/pharma_news/uk_moves_to_accelerate_digital_health_uptake_928487








UK moves to accelerate digital health uptake

Monday 15 February 2016

EU forms mHealth app working group

Tasks it with drafting guidelines for assessing the validity and reliability of the data collected







Doctor mobile app mhealth tablet


The European Commission is working towards improving the safety and transparency of health information collected by mobile apps.


Its newly set up mHealth app working group will be tasked with assessing the validity and reliability of the data that is collected and processed.


The Commission also wanted it to produce draft guidelines for the area, which it says should be ready to be published by the end of this year.


The promise of health app guidelines follows the Green Paper on mobile health issued by the Commission in 2014, when it outlined the technology’s potential to empower citizens to manage their own health, improve quality of care and comfort for patients and assist health professionals in their work.


The Paper also identified safety and transparency of information as one of the main issues that limited mHealth uptake.


The European Commission said: “The large number of lifestyle and wellbeing apps available, combined with no clear evidence on their quality and reliability, is raising concerns about the ability of consumers to assess their usefulness.


“This could limit the effective uptake of mHealth apps to the benefit of public health.”


The 20 members of its mHealth working groups represent civil society, research and industry organisations and include the European Society of Cardiology, King’s College London, and Hannover Medical School.


Also taking part are MSD (Europe), French assessment body Medappcare, UK-based NGO the Digital Health and Care Alliance and PatientView.


Last year two stakeholder meetings found an appetite to work towards common assessment methodologies for mHealth, to aid with areas such as linking apps to electronic health records and for their effective uptake in clinical practice.


“Health professionals need the reassurance about the reliability of the apps, in order to be able to recommend apps to their patients and take apps’ data into consideration in a treatment/monitoring process,” the Commission said.


The new working group is expected to build on existing initiatives and best practices in Europe to provide common quality criteria and assessment methodologies for a variety of different stakeholders.


It’s been a long road to get to this stage – the Commission first outlined its plans for more health systems to use digital technology back in 2012, following this up with the 2014 Green Paper. Nevertheless, it says the working group will have its first meeting in March and guidelines will be forthcoming before the end of the year.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/february/eu_forms_mhealth_app_working_group_925519








EU forms mHealth app working group

Thursday 4 February 2016

Merck's digital health accelerator expands into Africa

Will run new startup support programme in Nairobi







Merck KGaA digital health accelerator


Merck has expanded its digital health accelerator programme, opening it up in the first country outside its home territory of Germany.


The company has picked Kenya for the new programme, which will run for three months and see it look for three digital health startups to support with equity-free funding of $15,000.


Merck Innovation Center head Michael Gamber said: “Africa is one of the most promising and dynamic markets for digital health, driven by a vibrant and innovative startup culture. With our accelerator programme, we aim to become part of it.


“With our programme in Nairobi and our growing international network, we made a first big step to go truly global with our accelerator. We want to create a platform where the potential to execute ideas is not limited by location.”


In addition to funding, those selected to take part in the programme will also be able to make use of working space at co-working tech hub the Nairobi Garage and coaches and mentors from Merck‘s global network.


Merck has also opened the second round of its three-month accelerator programme. Graduates from its 2015 scheme included digital pharmacy app Apoly, which provides pharmaceutical advice and a medication delivery service.


The programme’s next round comes with equity-free funding of €25,000, regular coaching and office space at the Merck Innovation Center at its Darmstadt headquarters.


The company said the two programmes would be “strongly connected in terms of expertise and knowledge exchange to grow a global accelerator network”.


“Coming from a global company we also want to develop our accelerator programme to become a global platform. The execution of an idea should not be limited by the conditions of the location where it was born,” said Gamber.


There’s a growing trend for pharma firms, and other less traditional health players, to look for digital health companies to support and potentially partner with.


One of the first was Bayer with its Grants4Apps programme, with Merck Sharp & Dohme – via its Velocity Health collaboration – and Microsoft among those also active in this area.


Source PMLive http://www.pmlive.com/blogs/digital_intelligence/archive/2016/february/mercks_digital_health_accelerator_expands_into_africa_923369








Merck's digital health accelerator expands into Africa

Wednesday 20 January 2016

How Bayer transformed its approach to digital






Some of the first clues that Bayer was trying something new came from its social media channels, where there was a new sense of playfulness about the company’s posts.

Learning to fly

From wishing their Facebook followers a ‘Happy Star Wars Day’ on May 4 and exhorting them to ‘Keep calm and do science’, to company-themed coffee posts on Instagram (#coffeebreak, #goodmorning), over the last year there’s been a sense that maybe there’s something in the water over at Leverkusan.And indeed there was, for the company is now one year into a digital transformation project that goes far beyond playful posts on social media – though, clearly, those do feature and are something it can do well. At its heart has been a drive across the company, encompassing Bayer’s board members and CEO, to prioritise digital across the entire group, and develop its strategy and focus.

The project came at an opportune moment; change was already in the air as the 150-year old company prepared to divest its polymer materials business, Bayer MaterialScience. Last month the business – now named Covestro – became legally and economically independent of Bayer, which took the opportunity to realign itself. It’s not a process that will happen overnight. But Bayer expects its reorganisation into three distinct divisions – pharmaceuticals, consumer health and crop science – to take effect from January next year. As part of the reorganisation, the Bayer HealthCare subgroup will be dissolved as each division will focus on core competencies close to its businesses – R&D, production, and sales and marketing.


Against this backdrop of change the decision was taken to prioritise the group’s digital transformation.


It was the perfect time to say ‘let’s build digital into our DNA


Adding digital into the DNA

Someone at the forefront of Bayer’s transformation is its head of digital development Jessica Federer, who took up her current role just as the changes started.“Bayer has just gone through its biggest transformation in 150 years,” she told W20’s PreCommerce Summit in London last month. “At the same time as we’re going through this big growth, it was the perfect time to say ‘let’s build digital into our DNA’. And so that’s what we’ve done over the last year.”


Federer joined the company from the US Department of Health and Human Services seven years ago, first as global regulatory affairs operations manager for Bayer Healthcare, before moving to global market access and comms roles.


“This has probably been the most exciting year that I’ve seen at Bayer, to see exactly how far we’ve come. We started with this vision and now we’ve got a digital council across the entire organisation, going into the board members, we have a digital circle for pharma, consumer care, animal health and crop science, we have digital transformation teams in the countries and we’ve got a digital accelerator.”


Federer said that one of the key things the company did was not to spend more – though she acknowledged money can help with this sort of change, but to focus on the company’s existing human resources.


“We had a lot of people already in Bayer that knew what needed to be done. This isn’t some top-down, big vision and we tell everybody exactly what to do. The big vision opens the doors, you still need the people to make the change.


“We already had the leaders in Bayer, the change was opening the doors and letting them lead.”


Digital initiativesAt this point it’s worth highlighting some of the company’s recent digital initiatives. The first is one of Federer’s favourites.


“Grants4Apps is a really fun initiative. People don’t prioritise ‘fun’ enough, but it’s really important in a big company. ‘Fun’ is critical,” she told W20’s Summit. The accelerator programme started in 2014 and is one of a number of web-based crowdsourcing initiatives the company runs, joining Grants4Targets, Grants4Leads and PartnerYourAntibodies.


“We bring start-ups into Bayer and give them funding, C-suite support and space in our Berlin office,” Federer said of Grants4Apps. “We’re bringing the innovators into our group.”


Applications to the programme tripled this year, with more than 200 digital health-related applications from 48 countries seeking to participate. From those Bayer chose five, who moved in August into its Grants4Apps Accelerator space within the company’s Berlin headquarters.


This year’s successful applicants between them focus on tracking hormone data to enable precision medicine; a home medication inventory mobile app; 3D printed smart wearable devices; online access to clinical trials; and a handheld vitamin level analysis tool.


Another, though completely different, recent initiative of Bayer’s that’s caught the attention of its audience in a truly impressive way has been Your Perfect Match. It’s an awareness campaign for long-active contraceptives, where Bayer’s products include Mirena and the Yasmin range. So far, perhaps, so obvious. Except that in seven months its centrepiece video – A Celebration of Decisions – has racked up 1.4 million views on YouTube since its launch on Valentine’s Day this year.


It is, of course, a phenomenal amount of views for a pharmaceutical company video and to help it achieve this the campaign went big on social media, with a Tumblr blog, and Pinterest and Instagram accounts regularly posting highly visual content.


Social media interactions such as these have been among the beneficiaries of Bayer’s digital transformation project. “All of our interactions on social media are on one integrated platform, whereas before – for every brand and every country – someone actually had to login and do it manually,” Federer explained.


If we do digital right then we should stop talking about digital


A rising tide…
Ideas of integration and inclusiveness permeate Bayer’s digital plans. They can, for example, be seen in the way it hasn’t differentiated between the different parts of its business.


“Whether you’re looking at crop outcomes or pharmaceutical customer outcomes, cellular processes for cells are the same whether it’s a human, animal or plant cell – that’s where our area of expertise is, it’s super nerdy and we love to talk about it,” Federer said.


“What is a benefit for us is that it’s about the same when you go to advanced analytics and predictive modelling and looking at how you’re using data. So we really can build a capacity that benefits the entire business.


“That’s why we’re looking across Bayer all at once. Because taking the fragmented, segmented approach really doesn’t help bring everyone forward. So ‘the rising tide lifts all ships’ is how we’re approaching it.”


To do this, continued engagement is clearly needed across the company. So, in May, 150 leaders from Bayer came together in Düsseldorf for its first Digital Summit. In addition playing host to senior management from across the group the event also saw Bayer’s first hackathon and a close focus on what the digital agenda means for the organisation and how all of its people can be part of it.


But while the last year has clearly seen both digital talk and digital action at Bayer, looking forward Federer is hopefully that the need for such a focus will be a transient one.


“At some point, if you do it well, it just becomes so much of what you do that it goes away. If we do digital right then we should stop talking about digital, and I would really hope that, within a year, the transformation, at least within some countries and teams, has advanced to the point where we don’t need a digital transformation team, it’s how they all work. And we don’t need the digital marketing experts, because all marketing is now digital. I’d like to see us get to the point where it just becomes the status quo.”Source PM Live http://www.pmlive.com/pharma_thought_leadership/how_bayer_transformed_its_approach_to_digital_899002








How Bayer transformed its approach to digital