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UCB: Transforming Medical Affairs with IoT
Technology Category
- Analytics & Modeling - Computer Vision Software
- Platform as a Service (PaaS) - Application Development Platforms
Applicable Industries
- Healthcare & Hospitals
- Life Sciences
Applicable Functions
- Product Research & Development
Use Cases
- Speech Recognition
The Challenge
UCB, a biotech company based in Brussels, Belgium, was facing challenges in its Medical Affairs department. The department was in the process of transforming to become a more strategic partner alongside the traditional pillars of R&D and Commercial. However, patient fragmentation, stakeholder diversification, and digital disruption were creating an added sense of urgency for medical to take on its new role. The head of global medical affairs at UCB, Catrinel Galateanu, identified the need for the department to become a strategic, active leader at the center of R&D and commercialization efforts. The department was also tasked with articulating the value of the science and solutions to patients and diverse stakeholders. To achieve this vision, the department needed to focus on mastering insights to further strategy development, servicing a diverse universe of healthcare stakeholders, and prioritizing impact and new skills.
About The Customer
UCB is a global biotech company headquartered in Brussels, Belgium. The company is active in the Medical Affairs Professional Society (MAPS) and is committed to transforming its Medical Affairs department to become a more strategic partner in the organization. UCB aims to strengthen the 'ends' of the continuum, from unmet needs and research to development to delivery. The company is also focused on articulating the value of the science and solutions to patients and diverse stakeholders. UCB is dedicated to playing an increasingly active role in addressing societal issues such as access, health equity, outcomes, and patient centricity.
The Solution
To address these challenges, UCB implemented a number of solutions. The company focused on mastering insights to further strategy development. This involved expanding insights from identifying gaps to a more strategic level that answers major questions and informs the organization’s strategy, decisions, and goals. UCB also focused on servicing a diverse universe of healthcare stakeholders. This involved determining the values of each group and shifting its external relationships, evidence generation, scientific communications, and patient engagement accordingly. Additionally, UCB prioritized impact and new skills. This involved defining its priorities better and focusing on where it is uniquely positioned to provide the most impact while streamlining and automating more foundational areas like med info, compliance, governance, and operations. The company also evolved its operating model and learned new critical skills and capabilities.
Operational Impact
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