Patient centricity: How pharma can move beyond the buzzwords

The pharmaceutical industry has long positioned itself as patient- or customer-focused. Our vision, mission and values statements are full of purpose-driven language, ethical intent, and references to unmet need. However, in my experience, the reality often tells a more nuanced story.

The industry debates its terminology endlessly: ‘patient centricity’, ‘people centricity’, ‘patient focus’, and so on. Countless articles champion one term over another. But in truth, what matters is the lived experience we create, for patients, for clinicians, and for our own colleagues. A disconnect between what an organisation claims and how it actually behaves can be deeply damaging. Luckily, there are steps pharmaceutical companies can take to avoid such an outcome.

Patient centricity is a discipline

Many years ago, I worked at a large pharmaceutical company under a General Manager whose background in finance belied an exceptional patient mindset. Forecasting discussions never began with revenue: they began with patients, their characteristics, their journeys, their clinical realities. Only once we understood the people would we translate that into commercial projections. Those years anchored my belief that patient focus is not rhetoric; it’s a discipline. And discipline must be exercised.

The value cross-functional teams bring to patient programmes

One important way that pharma companies can deliver true patient advocacy is by bringing cross-functional experience to the table. For example, enabling commercial colleagues to enter the specialised space of patient partnerships and vice versa. While some may question whether someone “from the business side” can contribute to the mission meaningfully, it is my belief that an organisation cannot claim to be ‘patient centric’ if only a select group are privy to the patient experience.

It should be no surprise that working closely with patient advocates will initiate candid, yet challenging, conversations. These exchanges should push the entire team to re-examine the long-accepted industry practices through a patient and clinician lens. While we often talk about unmet need, too often pharma’s internal processes remain oriented around organisational goals and not patient ones. Whilst this insight is not new, its practical application remains surprisingly rare.

“When the industry truly listens, our communities feel it. When it performs patient centricity as a box-ticking exercise, we feel that too.” — International Patient Advocate.

When good intentions miss the mark

So, where do pharmaceutical companies go wrong? It starts when organisations don’t understand patient reality:

1. Patient websites nobody asked for

Most pharma companies invest heavily in ‘patient websites'. However, research consistently demonstrates that patients prefer information from patient advocacy groups, peers, and specialist communities – not pharmaceutical companies. PAGs frequently ask: “Why are you trying to be a PAG?” The honest answer is often, “because we always have.”

2. Insights that cost the wrong people

It isn’t uncommon for companies to commission expensive research agencies to gather patient insights. Oftentimes those agencies turn to PAGs, who provide their help free of charge. As the true experts and backbone of patient support globally, PAGs should receive direct funding for insights, provided we engage transparently early on.

3. Scientific meetings stuck in the past

Years after launch, many companies still present pivotal Phase III data at major congresses as though audiences are hearing it for the first time. Clinicians already know the trials; what they are hungry is for real-world experience, patient-reported outcomes, and comparative insights. Yet, too often, the industry persists with what is easiest, not what is needed.

How to put patient focus into practice

By way of example, at Kyowa Kirin International we replaced traditional brand plans with Patient and Customer Plans (PCPs), which contain all the expected strategic content, but with deep analysis of unmet need and the experiences of the people we serve. Every activity must draw a clear, measurable line to unmet need. If it can’t, then we stop.

Fresh perspectives matter. When commercial colleagues spend time in patient advocacy, and when advocacy specialists step outside their familiar environments, both gain new insight and the work improves.

Measuring impact

To move forward and succeed as an industry, we must walk in the shoes of patients and physicians and identify unmet needs that truly matter. Our products, services, and communications must be addressing these needs, and we must always measure the impact. When we focus on what genuinely helps, success follows naturally. More importantly, so does trust.

So, if you are a pharmaceutical leader, regardless of your discipline, ask yourself: when are you next reviewing your tactical plan, and are you measuring what really matters?

About the author

Rob Rylance is an experienced pharmaceutical leader with a strong record in commercial strategy, product launches, and partnership development across oncology and specialty care. He currently serves as international franchise director for oncology at Kyowa Kirin International plc, a role he has held since February 2023. In this capacity, Rylance leads global strategic initiatives to drive impactful oncology growth and collaboration across markets. Before this, he gained broad therapeutic and commercial experience through leadership positions in business development, strategy, and marketing at several global pharmaceutical companies.