Beyond the launch date: Why pharma must rethink readiness for a changing NHS

Bringing a new medicine to market has never been more complicated. Evolving treatment pathways, increasingly specialised therapies, and sweeping NHS reforms have created a launch landscape that's both fragmented and fast-moving.

In the past, it was easier for pharma to think of launch readiness as a checklist: secure NICE approval, mobilise commercial teams, and wait for uptake. But as new therapies become more specialised and NHS structures continue to evolve, that legacy approach no longer cuts it. Today, the most successful launches are shaped by agility, foresight, and a far deeper understanding of local market dynamics.

"The products that are being brought to market are typically more specific," says Stephen Jowett, senior director and head of value and access services for IQVIA. "Whereas 10 years ago we were in a place where there were lots of blockbuster, long-term condition management-oriented therapies, we're now seeing more specialised technologies coming through the pipeline that have more specific indications."

This narrowed focus alone is complex enough; however, this evolution is happening at the same time the NHS is undergoing a major shift in commissioning structures, workforce planning, and care delivery. For pharma, this introduces a critical layer of uncertainty. Add in shorter peak sales windows, faster generic competition, and dynamic treatment guidelines, and it's clear that traditional launch approaches are no longer enough to maintain an edge in a deeply competitive market.

Launch as a living process

Launch success no longer hinges on the moment a product goes live. As therapies become more specialised and the NHS continues to evolve, life sciences companies are rethinking what it means to be "ready". That rethink starts well ahead of launch day – often 18 to 24 months before – and stretches far beyond. Execution still matters but, as Jowett explains, it's agility and ongoing alignment that separate high-performing launches from the rest.

"We've got life sciences companies bringing technologies to the market that are slightly less familiar with how they launch those therapies against the backdrop of significant NHS change," he says. "The questions that often come up are: Who are we supposed to engage with? What are the roles that exist in this new NHS for life sciences organisations to push their agenda forward with?"

The growing complexity of launch environments means the plan can't be static. "Launch isn't a moment in time," adds Shreena Giblin, engagement manager at IQVIA. "One thing that we speak to our clients about a lot is the idea of continuous assessment. Making sure that, when it comes to the timelines, we're ready to not just look at readiness as it stands, but being more agile and efficient to change those timelines as we move through the actual launch process itself."

Alongside extended readiness timelines, Giblin spotlights cross-functional ownership as a central feature for market launch. "The mindset of a proactive launch is very much about ensuring that every team member, all the way through from R&D to commercial, understands what their role is in the launch journey and feels accountable for the success of the launch," she explains.

To navigate this new market launch landscape, some companies are turning to flexible internal frameworks that make it easier to connect those dots – combining national datasets with softer intelligence, and using tools like IQVIA's Market Access Launch Pad to bring it all into one place.

"It shouldn't be a hunch as to whether a camp is ready," says Giblin. "Moving beyond the hunch of what they feel like should be done to actually leveraging real-time data on market dynamics, stakeholder perceptions, and also their internal capabilities to inform every decision at every stage is key."

In a health system as variable and complex as the NHS, understanding the local landscape is critical. According to Giblin and Jowett, many pharma teams fall into the trap of treating national-level planning as a one-size-fits-all solution.

"One of the other key pitfalls that we have noticed is ignoring the more soft intelligence, solely focusing on quantitative data. For example, [focusing on] patient numbers and the actual patient outcome data, but then neglecting that really crucial qualitative insight piece from the key opinion leaders, local prescribers, and patient advocacy groups."

By combining real-time data with qualitative insight, such as stakeholder sentiment and on-the-ground experience, teams can tailor their approach to each locality.

"You're able to bring in so many different types of data to give a very, very rich picture of the variance account level, which then allows you to prioritise exactly where you focus your activities," she continues. "Having all the insights in one combined view, you can create a narrative. You've got the specific sentiments around an account, you have a deeper understanding of the stakeholder relationships that are all linked to the physical numbers, which you just would never get with either the numbers alone or the qualitative insights alone."

The cost of waiting

If done right, this integrated, insight-driven approach can ensure the right patients get the right medicines at the right time. But the risks of reactive planning are significant.

"If you don't figure this out early, the product won't reach the patients who need it," Giblin warns. "That leads to suboptimal access, lower-than-expected revenues, and wasted R&D investment."

Delayed or uncoordinated efforts often result in mismatched messaging, overlooked accounts, or poorly prioritised stakeholder engagement. These gaps can slow uptake and damage long-term brand potential.

"The window for achieving your optimal sales or your forecast sales has shortened quite a lot over the past few years. That's because there is increased competition. There's a faster generic entry as well, but the treatment guidelines are also more dynamic, and they're changing as well. There is a greater need now for this idea of a more efficient and impactful launch, as opposed to your traditional launch," she explains. "Competitors who have a superior launch capability can quickly gain an edge in this market, especially considering how quickly this market's changing, [making it] harder to establish your own market presence."

Too often, fragmented or reactive planning leads to inconsistent messaging, under-prioritised accounts, or engagement efforts that land flat. It's not uncommon for companies to recognise gaps only once launch is underway, by which point, the window to adapt may already be closing.

"We've seen clients come to us two years in advance, and others just a few months before launch," says Giblin. "The earlier you start, the more impact you can have – but it's never too late to course-correct."

That ability to course-correct depends on transparency, cross-functional collaboration, and a shared understanding of who needs to do what – and when. Without it, the ripple effects can be felt across the business. Those who rely on instinct or last-minute fixes will struggle to keep pace. But companies that plan early, stay flexible, and build a framework for insight-driven execution will give their products – and patients – the best possible start.

A new standard for readiness

As Jowett and Giblin explain, rethinking launch readiness is not about perfection – it's about progress. Proactive companies are treating launch strategies as an organisational discipline. They're bringing medical, market access, and commercial teams into alignment early and staying responsive as the market evolves. Whether through structured tools, collaborative workshops, or real-time dashboards, the goal is the same: to break down silos, ensure cross-functional visibility, and keep every stakeholder focused on a shared outcome.

It's also about knowing how – not just where – to act. "It's not just about which accounts to focus on," says Giblin. "It's about understanding what messages will land, what support is needed, and which team members are best placed to deliver it."

That kind of clarity takes both structure and insight. Jowett highlights that, without it, companies often fall into fragmented or duplicative efforts. "You end up with pockets of siloed working," he says. "You may have work going on that is not necessarily going to be the most value-adding piece of pre-launch work that would otherwise be needed because there's no coordination. By bringing this information together into one place, that view of transparency across the launch cycle becomes very compelling."

Tools like IQVIA Launch Pad can support this evolution by offering structured visibility across national policy, internal readiness, and local account needs. But technology is only one part of the equation. "The beauty of this approach is that we can actually tell you why the data looks the way it does – and what to do about it," Giblin notes. "That's what makes the difference."

Ultimately, success in this new environment means staying one step ahead. Companies that anticipate change, align early, and adapt continuously will be best placed to ensure timely access, not just to the market, but to the patients who need it most.

About interviewees

Stephen Jowett, Senior Director, Head of Value and Access Services, IQVIA
Jowett leads IQVIA’s teams that encompass Market Access Strategy, Pathway Transformation and V&A Analytics with a particular focus on enabling collaboration between the NHS and the life sciences industry. He has worked extensively within innovation and digital enablement in healthcare, strategy consulting and service re-design.

Shreena Giblin, Engagement Manager, Value & Access Analytics, IQVIA
Giblin leads IQVIA’s analytics projects centred on addressing value and access challenges. Her work has including notable award-winning initiatives that have achieved transformative outcomes both nationally and locally, resulting in more people gaining access to the innovative therapies they deserve.

About IQVIA

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IQVIA (NYSE:IQV) is a leading global provider of clinical research services, commercial insights and healthcare intelligence to the life sciences and healthcare industries. IQVIA’s portfolio of solutions are powered by IQVIA Connected Intelligence™ to deliver actionable insights and services built on high-quality health data, Healthcare-grade AI®, advanced analytics, the latest technologies and extensive domain expertise. IQVIA is committed to using AI responsibly, with AI-powered capabilities built on best-in-class approaches to privacy, regulatory compliance and patient safety, and delivering AI to the high standards of trust, scalability and precision demanded by the industry. With approximately 88,000 employees in over 100 countries, including experts in healthcare, life sciences, data science, technology and operational excellence, IQVIA is dedicated to accelerating the development and commercialisation of innovative medical treatments to help improve patient outcomes and population health worldwide.

IQVIA is a global leader in protecting individual patient privacy. The company uses a wide variety of privacy-enhancing technologies and safeguards to protect individual privacy while generating and analysing information on a scale that helps healthcare stakeholders identify disease patterns and correlate with the precise treatment path and therapy needed for better outcomes. IQVIA’s insights and execution capabilities help biotech, medical device and pharmaceutical companies, medical researchers, government agencies, payers and other healthcare stakeholders tap into a deeper understanding of diseases, human behaviours and scientific advances, in an effort to advance their path toward cures. To learn more, visit www.iqvia.com.