Healthcare | Drug Discovery World | 01 May 2016

Digital pharma – responding to challenges and opportunities from outside

Innovation has always been one of the foundations for success in the pharmaceutical industry. While the sector has been very good at developing innovation from scratch or incremental innovation of existing products, it now faces an ultimately differently challenge - dealing with disruptive innovation that is driven by inventions outside the healthcare sector. New players from the digital arena are currently redefining the way the industry works. In this article, Ulrica Sehlstedt, Nils Bohlin, Fredrik de Maré and Richard Beetz of Arthur D. Little discuss how digital is reshaping the pharma arena.

| EyeforPharma | 20 April 2016

How outside industries are changing healthcare

The pharma industry today is facing a complex and difficult situation. Digitizing industries are entering the healthcare market with innovations that have the potential to change the way healthcare is provided to people. Customer groups demand the same level of digital services that they experience in other sectors. Beyond that, practitioners and payers expect solutions that use digital innovation to drive efficiency and increase the quality of healthcare service provision. Pharma companies face a situation in which parts of its business may be disrupted by new market entrants, whereas other areas will be suited to a traditional business model for many more years. In this article, Ulrica Sehlstedt, Nils Bohlin, Fredrik de Maré and Richard Beetz of Arthur D. Little, outline the nature and origins of the disruptive pressure on the pharmaceutical industry and how companies should transform themselves to respond to the challenges and opportunities arising from this new era of digitalization.

| Aviation Week | 18 April 2016

Should Airline Alliances Redefine Their Models

In this article, Arthur D. Little's new report on Aviation Alliance Strategy is discussed. The report says that the alliance model has perhaps reached its high-water mark, paving the way for the continued emergence of a more multifaceted form of cooperative strategy in the future. Alliances were created in an era of "hypercompetition," the report says. Dozens of individual airlines competed individually before the advent of the Big Three in the late 1990s and creation of the transatlantic joint ventures that further cemented alliance structures. Those developments, along with mergers and more cooperative regulatory authorities, have dramatically changed the picture. In the future, the challenge is no longer hypercompetition but "hyperconsolidation." Intense consolidation will drive a far more dynamic form of alliance strategy. The focus will shift from the current airline-centric model to a broader concept of aviation alliance strategy that embraces multiple players across the value chain.

Travel & Transportation | Railway Strategies | 15 April 2016

The Metro Railway

https://issuu.com/schofieldpublishingltd/docs/railway_strategies_issue_128_april_?e=7939731/34558665

For those of us who live and work in big cities - well over half the world's population today, a figure projected to increase to 70% by 2050 - metro railways are an ever-present part of daily life. Today there are 148 cities with metro operations carrying over 150 million passengers per day, with about one-third in Asia, one-third in Europe, and the rest split between the Americas, the Middle East and Eurasia. Metros are critically important assets for the world's cities in order to meet the huge challenges of maintaining urban mobility in the coming decades. In this article, Rick Eagar, Russell Pell and Philip Webster of Arthur D. Little, discuss the five Cs for urban railways to meet future mobility needs: Customers, Capacity, Cost, Co-innovation and Cooperation.

Healthcare | Scrip Intelligence | 01 April 2016

Digital Health Disruption

Investment in the digital healthcare space has never been greater than in 2015, and looks set to continue its upward trajectory in 2016. Healthcare delivery models are changing, placing empowered patients at the center of the traditional pharma ecosystem. Now pharma must fully embrace digital opportunities or risk losing a huge piece of its own future. In this article, a report from Arthur D. Little is quoted as saying that by 2020, the traditional pharma business model will be turned on its head.

Travel & Transportation | Aircraft Technology Engineering & Maintenance | 01 April 2016

Outsourcing Line Maintenance

As the market grows at a compound annual growth rate of over four percent up to 2020, line maintenance, an integral part of airlines' daily task is moving away from in-house to being outsourced globally. Creating efficiencies within line maintenance is imperative to the industry with aircraft checks regularly conducted on the tarmac in between flight operations to ensure airworthiness. Andrew Smith, Principal at Arthur D. Little is quoted as saying, "Changes in foreign ownership rules that pertain to airlines and their subsidiaries may have contributed to the growing tendency of airlines to outsource their maintenance activities to third-party providers."

Healthcare | Pharmaphorum | 22 March 2016

Applying outside innovation to healthcare

http://www.pharmaphorum.com/articles/applying-outside-innovation-to-healthcare

Companies with new technologies and approaches are entering healthcare, and challenging pharma's traditional dominance in the sector. Today we are already seeing pharma companies such as Merck (through its patient engagement platform, Merckengage) and AbbVie (with a video solution for the management of Parkinson's Disease with Karolinska University Hospital) making initial steps towards offering a range of basic services that support important areas such as patient compliance, adherence or interdisciplinary collaboration. In this article, the authors explain why the world can expect many more innovations to be applied to healthcare by pharma companies.

Sustainability | Digital Health Age | 18 March 2016

How Digital Health is Changing the Consumer Sales Model

http://digitalhealthage.com/how-digital-health-is-changing-the-consumer-sales-model/

Many of the innovative solutions that digital health offers are being developed by non-traditional entrants to the healthcare arena. They are now providing new offerings that are very quickly changing the dynamics of how the ecosystem works, and, in particular, how the individual patient is engaged. In this article, Arthur D. Little's Sweedish partners Ulrica Sehlstedt and Nils Bohlin, its US partner Fredrik de Maré and principle Richard Beetz talk about how digital health is enhancing providers' focus on the customer.

Travel & Transportation | Aviation Week and Space Technology | 14 March 2016

The Next Challenge for Alliances

In this article, Arthur D. Little's new report on Aviation Alliance Strategy is discussed. The report says that the new alliance world is not just about making different airline models work together but that deeper cooperation with suppliers will also be important. It says that distribution strategy will become the new competitive background and that relationships between airlines and third-party channel providers will grow in importance. It also says that ownership of passenger data will become a key source of competitive advantage, with those retaining control better able to conduct targeted marketing and embed the customer relationship.

| Scrip Intelligence | 11 March 2016

Digital Health: Pharma Business Models Shakeup Needed?

In this article, Arthur D. Little's new report which states that by 2020, pharmaceutical business models will be turned on their head because of digital health is discussed. Innovation outside the healthcare space is causing disruption to the pharmaceutical company, its strategy and the way in which it operates. These new systems and products range widely but all make use of advances in digital technologies and the ability to analyse and present large amounts of data in new ways. The article discusses six success factors that are key for pharma companies wanting to respond to the disruptive pressure caused by new digital offerings.

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