The future of medicine access in a demand-driven world

The future of medicine access in a demand-driven world

The demand for medicine access is now global, patient-led and, increasingly amplified by social media. No longer constrained behind clinical gatekeepers, patients actively participate in their health, seeking therapeutic interventions to meet their needs. Look no further than the rise and rise of GLP-1 Inhibitors (GLP-1s).

A recent article in the FT time (paywall) highlighted how Novo Nordisk was caught off guard in the US by the scale of patient demand and lacked the infrastructure to engage patients directly, compared to Eli Lilly. This has taken Novo Nordisk from leading the market, to playing catch-up, with real shareholder impact. This is not however a marketing story, it is an access one.

GLP-1s are undoubtedly transformative and fulfill an unmet need at a population level never seen before. Yet in many markets, equitable access is lagging behind demand. We have seen this before, including in oncology and rare disease, causing the narrative to shift quickly. What starts as a breakthrough innovation becomes a question of fairness and equity; who gets treated first, and who misses out? Early access programs for the CAR T-cell therapy, Kymriah, were referred to as ‘patient lottery’ in the media.

In the case of GLP-1s, the US is a unique scenario. Direct to consumer advertising (DTC) of prescription medicine is possible and it is the most profitable market globally. In other markets, DTC is seen as the anathema of patient safety, clinical autonomy and budget discipline. This includes the European Union, United Kingdom, Canada, Japan, Singapore and Australia, to name a few.

There is a face-off between these regulatory controls and the broader shift to where demand for medicines is headed. But, before industry leans too heavily consumer-led demand, there is a more difficult question to answer. What happens when demand outpaces access?

What we see is:

• clinicians left managing patient expectations;
• health systems struggling to respond;
• inequity becoming more visible; and
• reputational risk flowing upstream to the Life Sciences company

The implication is clear. Demand and access can no longer be managed separately. The companies that lead from here will be those that design access expansion at the same pace as they create demand, ensuring it scales equitably, not just quickly.

Key takeaways

1. Demand is now global, patient-led, and socially amplified.
2. When demand outpaces access, it can create inequity
3. Without access, there is no value. And without equitable access, there is reputational risk.