Accenture Technology Vision 2012

Industry Series

Life Sciences

Technology Vision 2012: What it means for Life Sciences

High performing companies master technology trends to keep ahead of their competitors and getting ahead of disruptive technologies has become critical to responding to the unique challenges in our industry and taking new opportunities.

Life sciences companies face unprecedented challenges as revenues come under pressure as a consequence of pricing pressures caused by healthcare reforms and austerity measures, increased competition, and challenges in bringing new drugs and other products to market. They are responding by focusing on growth opportunities in emerging markets, pursuing breakthrough innovation through collaboration with industry and academic partners, challenging and revolutionizing the traditional sales and marketing and R&D operating models and focusing on operational efciency. Shifts in the behavior of patients and healthcare professionals and emerging technologies are changing the relationship life sciences companies have with their traditional customers and creating new opportunities for collaboration, which will have a fundamental impact on the future success of businesses. Accentures annual Technology Vision report provides a perspective on the future of technology beyond the current conversations about the cloud, mobility, and big data. This years reportTechnology Vision 20121outlines the new technology trends that forward-thinking technology leaders will master to position their organizations to drive growth, while continuing to focus on cost-cutting and efciency improvements. This paper gives Accentures view of how these technology trends in 2012 present opportunities for forward-thinking technology leaders in the life sciences industry.

Accenture has identied six cross industry technology trends that will inuence life sciences over the next three to ve years: 1.  Context-based services Where you are and what you are doing will drive the next wave of digital services. 2.  Converging data architectures Rebalancing the data architecture portfolio and blending the structured with the unstructured are key to turning data into new streams of value. 3.  Industrialized data services The ability to share data will make it more valuable but organizations will need to rise to the challenge of managing it differently from the past. 4.  Social-driven IT Social will move well beyond a bolt-on marketing channel to being an integral enabler of the next generation of collaboration for Life Sciences companies both within their organizations, and outside as part of the broader Life Sciences ecosystem. 5.  PaaS-enabled agility The maturing platform-as-a-service (PaaS) market will shift the emphasis from cost-cutting to business innovation, supporting rapid evolution for business processes that need continual change. 6.  Orchestrated analytical security Organizations will have to accept that their gates will be breached and begin preparing their second line of defensedata platformsto mitigate the damage caused by attacks that get through.

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Aligning life sciences industry trends with emerging technologies for strategic advantage
INDUSTRY CHALLENGES Pricing pressures caused by healthcare reform and austerity measures Increased regulatory barriers/decrease in R&D productivity TECHNOLOGY SUPPORTED RESPONSES
Services beyond the pill or medical device Patient outcomedriven healthcare provision Precision or personalized medicines and diagnostics Data standards, services, roles, and governance

Increased competition, patent expiries and generics

Drive internal innovation

Context-Based Services

Converging Data Architectures

Industrialized Data Services

Reduce G&A costs and increase productivity through outsourcing

TECHNOLOGY TRENDS
Customer listening and engagement Social-Driven IT PaaS-Enabled Agility Orchestrated Analytical Security New collaboration models with industry and academia

New global/local op models for digital content production and distribution

Multi channel sales and marketing

Move to variable cost model leveraging cloud

Acquisition and collaboration engine

Globalization/shift to emerging markets

Changing customer expectations INDUSTRY OPPORTUNITIES

Life science ecosystem evolution

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Context-based services will engage patients and healthcare professionals with new digital services
Location-based capabilities, enabled by wide-scale smart phone and 3G/4G availability, have helped life sciences companies nd ways to engage with patients and provide them with useful services. Notable examples include the Clarityn app, which provides information on local pollen count and details of nearby medication availability, and the public restroom app launched by Pzer in Israel to help in that companys campaign to raise awareness of overactive bladder as a condition and provide advice and helpline access.2 Context-based capabilities are now being used to fundamentally improve the quality of life for some groups of patients. For example, Accenture partnered with the Alzheimers Association to build a business model for Comfort Zone, the rst comprehensive location-management system designed specically for Alzheimers patients and their caregivers.3 The custom-designed monitoring solution integrates electronic patient-tracking devices with advanced location-tracking platforms from Omnilink to improve home care and reduce the overall cost of care for those suffering from Alzheimers disease. Comfort Zone proactively communicates the location of the subject and, if necessary, provides emergency responders with additional information that will help them provide assistance. The ability of devices to talk to each other increases the potential for contextual information to play a key role in supporting the patient beyond the pill. Technologyenabled personal devices (e.g., tablets and smart phones with Bluetooth 4.0) can sync with intelligent medical devices (e.g., heart monitors, glucose meters) to unobtrusively collect information on a patients health conditions.4 As an example, Boehringer Ingelheim is piloting a program to tackle issues and modify behaviors in type 2 diabetes patients by providing them with information, incentives, and, where necessary, suggesting changes in behavior.5 Adherence is monitored through biometric feedbackfor example, through the patients wireless glucose meter. Patient response to aspects of the program also gives clues as to which parts of the program work and which need modication to suit common behavior. The new generation of wireless sensors will be able to provide more sophisticated, real-time insight (see sidebar). This opens up a whole world of potential for life sciences companies to provide services that improve outcomes for patients. It also has the potential to change traditional approaches to research and development (R&D) and help bring products to market more quickly by extending the ability for trial participants to take part in in-life trials from their homes.

Context-based services, i.e. services that combine realtime signals from the physical world with online activities, prole knowledge, social media, location data and other types of contextual input, will provide customer relevant data allowing life sciences companies to provide enhanced health solutions that are relevant, timely and focused on patient outcomes.

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Context-based services also have signicant potential to improve the effectiveness of internal teams. A sales representative can already use integrated technologies to prepare for a sales visit, including dynamic call scheduling and route planning. Mobile customer-relationship management (CRM) platforms can incorporate contextual information from the sales visit to assist in follow-up actions, reduce the burden of updating call notes, and capture valuable information that the company can use as part of a sales campaign. By combining contextual information with real-time analytics, companies will be able to further improve sales reps productivity and the quality of the reps interactions with healthcare professionals. Technology leaders who grasp the importance of context-based connections will be able to establish themselves, and their organizations, as leaders. They will be poised to offer new levels of insight that will differentiate their organization from competitors. Technology leaders should be driving the discussion with business colleagues on the value of context and setting up an environment that supports an experimental approach. They should also think about forming innovative partnerships with device and network providers.

Imagine a scenario in which a heart-rate monitor could send information regarding erratic heartbeats to a technology-enabled smart phone. The devices could talk and auto-generate an emergency call to a previously specied healthcare provider. Scientists at GE are developing a new generation of wireless sensors that attach to the body like a Band-Aid. The sensors (or Medical Body Area Networks MBANs) would draw power from a tiny integrated battery and use radio waves to communicate with a receiver. The data aggregated locally from the sensors could be relayed to doctors and hospitals with round-the-clock patient monitoring and an uninterrupted ow of data.6

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The ability to combine data will enable new streams of value that encourage focus on patient outcomes
The scope and scale of data created and accessible exceeds the improvement in processing capacity to handle it. MIT identies that since 2002 the rate at which genomes can be sequenced has been doubling every 4 months or so, whereas computing power has doubled only every 18 months.7 In conference speeches and trade press articles, the industry has begun the conversation about the importance of distributed data and the idea of data as a service (where data is provided on demand). New technologies such as Apache Hadoop a software framework that supports dataintensive distributed applicationshave already gathered momentum. Whats emerging is a new world of horizontally scaling, unstructured databases that are not only solving some old problems but also prompting us to think of new problems to solve, problems whose resolution was never attempted before. Real-world analytics is using the potential of Big Data to efciently enable new business services and reimbursement models. We are seeing patient-specic longitudinal electronic medical record (EMR) data coming together with genomic and genetic data, nancial data, and electronic patient-reported data to deliver real insights into optimizing care management and evaluating which therapies provide the highest overall value to patients and healthcare systems. The promise is a healthcare delivery system that is tuned to provide the highest-value therapeutic alternatives and therefore capable of absorbing innovations more efciently. As healthcare reforms encourage focus on patient outcomes, life sciences companies must collaborate and align their interests with those of payers. A key factor for being able to do this successfully is the ability to generate real-world evidence through data and analytics. Integrated delivery networks (IDNs) and accountable-care organizations (ACOs) are growing in number and inuence in North America, and life sciences companies will increasingly work with these organizations and payers to optimize payer-rebate models and increase the role of diagnostics in pinpointing the most effective treatments. Health insurance exchanges (HIEs) will partially control shared data and are projected to move toward this shared model. The growth of companies such as Shared Health, which currently holds data on 3 million patients, is a clear example of this trend.8 Being able to combine information from EMRs and e-prescribing will enable tracking of a patients outcomes over the care continuum and is critical to the providers ability to demonstrate outcomes that result from care for which they should be reimbursed. The outcome-based reimbursement models of the future will require complete, deep, longitudinal data that clearly illustrates positive patient outcomes. A recent agreement between pharmacy benet manager Medco Health Solutions and drug maker Sano demonstrates the benets to be gained via such collaboration.9 Medco, which handles pharmacy benets for millions of consumers through its employer and health-plan customers, has rich data on these consumers claims. Sano intends to use this data to improve treatment development and meet the needs of insurers and regulators to obtain compelling evidence of a drugs benets.

Big Datathe catchall term for the explosion in volumes and types of data and the technologies emerging to support ithas been making big headlines. In life sciences, these technologies are providing opportunities to develop new, realworld data analytic capabilities required to support new business models such as health outcome analytics and personalized (or precision) medicine.

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In a future in which personalized (or precision) medicine has become a reality, new sources of information, including genetic proling, will enable biopharma companies to target participants more effectively for clinical trials and treatment. Life Technologies and Illumina have already announced availability of next-generation gene-sequencing machines capable of delivering results in a few hours for most comprehensive genetic diagnostic tests.10 Assessing patients on the basis of genetic information will improve outcomes for the patient and enable the development of more targeted treatments, provided that the industry can overcome data-privacy and cost concerns. Technology leaders will be expected to enable life sciences companies to bring together data management and analytics capabilities to leverage the value of real-world data. To prepare for this, forward-thinking technology leaders should identify data owners in the business. They should work with them to identify business processes that can begin to leverage data as a platform and identify the burning platforms among the organizations

business processes that can become the vehicles for change and the testing grounds for new value-added data services. CIOs will have to think in terms of new skills they will need within their organizations. As a starting point, most enterprises will need to build better data architecture skills.

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New data services will unlock the value of sharing across the extended enterprise
Organizations are actively hunting for other useful dataoutside their organizations as well as insidewhile keeping their eyes open for opportunities to share their data. Data services establish data as an asset that is published and available to be used for various purposes. For example, in R&D, establishing data services enables the use of clinical-trial data in trial simulations, which can yield ndings at lower cost and with lower risk; in sales and marketing, physician data provided as a service may be used to simplify compliance reporting. Data services will also have uses beyond the organizations boundaries as companies outsource parts of their operations and more third-party data-service providers emerge. Data services will enable R&D organizations to collate and correlate data from contract research organizations (CROs), academic institution and research lab partners, and public health institutes to create deep insights into new solutions and better metrics on the efcacy and safety of drugs and devices in the pipeline. Pharmaceutical companies are already dening data services that integrate clinical data across research partners (see sidebar), and the concept of data services will enable companies to break down traditional boundaries and will support efcient new operating models. As data services become available, people within the organization will nd innovative and valuable uses for them. The move to industrialized data services will be enabled by mature master data and meta-data management and industry data standards. Standards in R&D are maturing, driven largely by the FDAs BRIDG program to unify HL7, CDISC, and NCI standards.12 Further, the voluntary global healthcare user group GS1 is developing global standards for patient safety and supply-chain efciency that will enable track-and-trace capabilities for targeted recall systems, better control of product security, and improved inventoryreplenishment mechanisms.13 Relatively few life sciences companies have been able to fully dene data lifecycle

Traditionally, data has been organized chiey around applications and used in silos. But if data can be decoupled, enterprises will nd opportunities to use it in many different ways to unlock far more of its potential value.

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managementthat is, to understand who in their organization contributes to the data, who transforms it, and who consumes it. Forward-thinking technology leaders should work with business colleagues to take the rst step to understand which data is valuable to the enterprise and then to explore its lifecycle and its security and compliance attributes. They can then engage business leadership in discussions on the value of data and prioritize the evolution to data services. The data-sharing model, by its nature, will accelerate companies toward the notion of centralized data management. By creating a layer of abstraction between data and applications, IT has the opportunity to standardize and industrialize data management. This change also requires a re-architecting of organizational roles to gear the enterprise toward data services.

Outsourcing of clinical trial execution is becoming commonplace in pharmaceutical companies. One major company is taking the opportunity to implement a new operating model with the help of data aggregation services developed by Accenture and based on the Oracle Life Sciences Data Hub.11 Data from clinical trials that is stored in the different systems operated by the various external trial partners (CROs, academic Institutions, and teaching hospitals) will be aggregated and used to provide deep insights, visualizations, and trends that inform more intelligent study execution. The change to the operating model allows the company to focus its scientic brainpower on timely analysis of the data, monitoring of progress to increase productivity, and strategic management of its relationships with regulators.

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Social-driven IT provides industrywide opportunities to address escalating healthcare costs

Social-driven IT can foster stronger collaboration and forge links that result in innovation within a life sciences company. Marketing teams can share early feedback on products with the R&D group. Sales teams can share insights and successes across locations, and sales forces and call centers can use channels to medical experts to support their dialogues with physicians; a multichannel approach provides continuity and consistency across all interactions with customers. Companies have started investing in tools like Yammer, Jive, and Salesforce.com (with its Chatter feature) to build a strong internal social fabric, but cultural changes are needed to drive adoption of social media internally within organizations. Those changes need to be addressed through a mixture of steps: embedding social media into processes; providing support, incentives, and sponsorship from company leadership; and ensuring measurement of initiatives to gauge success. Greater familiarity and use of social media internally will also build condence as companies take their social media efforts outside of the organization to engage with patients and healthcare practitioners. People are increasingly likely to use social media as part of their healthcare routines, whether to nd further information by using social tools or to register complaints. According to a recent Accenture study, more than two-thirds of U.S. consumers seek medical advice via the Internet and social media.14 Social media is a highly sensitive area for biopharma companies and most medical technology companies, which are bound by strict marketing regulations and face uncertainties regarding how they can engage patients and healthcare practitioners in social media forums. While the FDA has provided recent guidance on how companies should respond to unsolicited requests in social media forums, the life sciences industry is still feeling its way with social media.15 Despite this some life sciences companies have been successful in engaging customers. GE created a digital campaign (healthymagination) that aimed to improve its image as a driving force in health.16 Sano has also emerged as a social media leader by building a community for diabetes sufferers on Facebook who connect and share on-line to improve their experience with the disease. Sano has used the community to set priorities for its annual Data Design Diabetes Innovation Challenge to come up with initiatives using big data to help those living with the disease and also to help it to rene its offerings for disease sufferers, such as the iBGStar personal glucose monitor and smart phone Apps.17 Patient and physician forums are also important channels that allow companies to listen to consumers and provide customer service. Typically, consumers are looking to engage with physician or patient communities, and companies can listen to the voices of patients through

The key challenge for the life sciences industry is to address increasing healthcare costs. Life sciences companies can do this only by working in a broader ecosystem that will not only drive efciency but also be a source of innovation. Effective collaboration, enabled by Social IT, is therefore critical, both internally and externally.

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popular online community forums like www.patientslikeme.com and www.sharecare.com and those of healthcare practitioners through forums such as www.sermo.com and www.haoyisheng.cn (the leading social media website for physicians in China). Relevant insights from such forums can help the industry to understand customer perspectives and problems and current treatment trends and patterns, which could lead to better positioning of their solutions and build invaluable caring and trustbased customer relationships. They can also build a reputation as a good citizen through engaging through social media to provide customer service, for example by responding and directing patients to appropriate channels for their questions and complaints. Use of social media does vary by therapy area and patient demographics, and companies will need to adapt their approaches accordingly. R&D is, by its nature, a collaborative process, and social IT has a signicant role to play in R&D-related collaboration within life sciences companies and with external researchers. Social IT will be integrated into R&D processes and with technologies, such as lab notebooks. Forums of academics and researchers will be encouraged to participate in and review research ndings, which can reduce the risk of R&D failure and public health scares caused by awed research.

Imagine a marketplace for research that enabled physicians and life sciences companies to share peer-to-peer information, which could be rated. In emerging markets in particular, where conferences and networks are less well developed, this could provide a valuable source of information and opportunities to contribute to research. While life sciences companies use of social media externally will be addressed primarily by brand teams working with agency partners, technology leaders can help by providing tools as part of digital platforms that help manage high-quality, consistent content and enable reuse, and they can encourage effective use of social media inside the organization by providing tools and encouraging cultural change to drive adoption.

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PaaS will shift the focus on cloud from cost-cutting to business agility and innovation
Concerns about intellectual property (IP) protection and extensive regulatory requirements have so far limited application of the cloud largely to sales and marketing functions and pilot R&D programs, however signs indicate that the cloud market is adapting to meet the specic needs of life sciences. Private cloud solutions can provide some of the benets while overcoming IP concerns and vertical cloud services targeted specically at the life sciences industry are overcoming regulatory hurdles. Similar to cloud services in the nancial services sector, vertical vendors serving life sciences customers have built dedicated service centers that offer more stringent physical and virtual security than life sciences rms have in-house. With life sciences companies needing to focus capital spending in growth areas, the cloud provides an ideal opportunity to switch capital-intensive IT to a more variable operational cost model. GlaxoSmithKline, for example, has adopted Microsofts Ofce 365, deploying Exchange, SharePoint, Ofce Communicator, and Ofce Live Meeting. More than 100,000 users in hundreds of locations worldwide use the platform. Deployment targeted 30% savings in operational costs as well as benets from better scalability in response to business change.18 In another example, Roche recently announced it was moving over to Googles cloud-based productivity and collaborative applications, including Gmail and Google Docs, to support its more than 90,000 employees globally. Roche intends to move from two separate email and calendaring systems to a cloud-based platform that it believes will continue to evolve in a socially focused way, enabling Roches strategic collaboration strategy without requiring large expenditures and potentially disruptive upgrades.19 In sales and marketing, as life sciences companies focus on growth in emerging markets, Software-as-a-Service (SaaS) enables them to leapfrog from basic capabilities onto technologies that support a more cost-effective multichannel model, without having to bear the costs or delays of deploying traditional in-house enterprise solutions. For more mature markets, the traditional direct sales force model is no longer justiable in terms of cost and revenue impact and is challenged by a digital revolution that is changing the way healthcare professionals interact with companies. Companies are increasingly looking at how they can use SaaS solutions in a way that complements mature in-house systems to integrate multiple channels, such as web portals, call centers, sales forces, and social media. As a result, Veeva, a cloud-based, multichannel CRM solution based on the force.com platform but specialized for the biopharma industry, has gained signicant traction with biopharma companies.20 Platform as a Service (PaaS) (see side bar for denition) enables the organization to launch and learn from quick, low-cost experiments. With PaaS, it becomes possible to innovate rapidly and react to market shifts. The agility that PaaS creates will enable and encourage business innovation. A company can, for example, open up new features and functions to small groups of users. The lower investment required enables more experimentation, which will result in more innovation. Providers with rich catalogues of business servicessuch as the SaaS vendorsare pushing down the stack, offering platform capabilities to augment their offerings. Salesforce, for example, is actively moving into the PaaS space, and use of the force.com platform is likely to grow as companies look to make the most of the

With the rapid and burgeoning uptake of iPad and tablet devices for the sales force, cloud solutions for the sales and marketing area are witnessing a rapid uptake. There has been a proliferation of apps and sales force enablement tools provided in the cloud aimed at providing rapid, time sensitive, content rich capabilities to enhance and compliment the eld force productivity.

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investment already made in the platform and force.com licenses. PaaS app stores, such as Salesforces AppExchange, will be another source of innovation as Apples app-store model is replicated, but between enterprises. Accenture believes that PaaS has greatest applicability in the business services that will require a signicant level of innovation, exibility, iteration, and, therefore, experimentation. In terms of life sciences R&D, Gartner predicts that by 2014, 25% of life sciences R&D organizations will pilot discovery research applications using cloud computing.21 Eli Lilly and Pzer, for example, have both adopted Amazons Elastic Compute Cloud (EC2) Platform to conduct analysis including simulation models in early discovery that have been operational within hours, whereas traditional in-house implementations would have taken weeks, incurred signicant capital costs and potentially delayed getting products to market.22 Even though platform technologies are evolving rapidly, in some areas they are still quite immature. PaaS tools for management, development, and measurement are not yet at the level of those that IT departments work with on-premise. Life sciences organizations should evaluate the most valuable business processes (potential as well as current), identify platforms that will be used to support business needs, and determine where PaaS ts in the overall IT strategy. In selecting PaaS platforms, organizations need to be mindful that they do not get locked into platforms. Rather, they should explore the option of adopting a hybrid cloud approach (see side-bar).

PaaS is a complete, pre-integrated platform offering for the development of general-purpose business applications. PaaS offerings facilitate the deployment of applications without the cost and complexity of buying and managing the underlying hardware and software and providing hosting capabilities. Typical examples of PaaS platforms include Salesforce force.com, Amazon EC2, Google App Engine, and Microsoft Azure. A platform can be used to develop, test, and run business applications rapidly. Hybrid cloud enables on-premise and off-premise services to be seamlessly mixed. It offers opportunities that support an experimental approach, where services can be moved on-premise or off-premise and capacity can be added at times of increased demand.

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What it means for Life Sciences

Growing security concerns will result in a paradigm shift toward data-centric security platforms
Organizations are becoming more vulnerable because they are increasingly connected. Cloud, social media, connected plant and buildings, and mobility are increasing the potential threats, points and complexity of attack, and frequency and intensity of breaches. At the same time, business imperatives are increasing the need to share information across the extended enterprise and intensifying pressure on IT. Existing approaches that focus on perimeter-based security are inadequate for handling these challenges. IT organizations need to move from the current focus on a hardened perimeter-based security to a new paradigm that recognizes that some attacks will get through and that organizations will need to monitor for security compromises in the rst place, reacting to them when they occur in a way that is commensurate with the risks they pose to the business. Three core security issues must be addressed. First, IT leaders must be aware of the host of nontraditional attack surfaces that threaten their organizations today. Second, they must develop data-centric mindsets that leverage new data platform concepts to design, implement, and run systems. Third, security leads have to think and act in terms of orchestrating security resources and responses across systems, providers, and communications channels so that they can bring in relevant capabilities as needed. To deal with the complex and ever-changing array of threats, organizations must move from monitoring to understanding; from collection of data to visualization of behaviors and anomalies. That means, for instance, moving from simply maintaining a list of systems administrators to agging the creation of new systems administrator positions. It also calls for a shift from an asset-focused view to a process-specic and data-centric view of enterprise activities, moving from monitoring who has access to which assets to monitoring trends of unauthorized access attempts to specic assets. As an example, companies could use the data platform to help identify a possible internal threat by analyzing the activity patterns of a suspect employees time spent downloading condential data, triggering a compliance check. In another instance, the platform might compare information packets; the same packets going to different hosts could indicate that information is being echoed to a snooping threat. We predict that to better understand their risks and to detect attacks, organizations will increasingly turn to data platform

The life sciences industry is highly focused when it comes to protecting proprietary and condential information about, its products and research. The industry also deals with highly sensitive and personal patient data and increasingly stringent regulations.

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technologiestechnologies that provide data access and aggregation via services. The data platform will handle secure access to large volumes of fast-changing dataorders of magnitude greater in scale than traditional log analysis. Mastering risk and guring out the big picture makes data and analytics the two new core competencies of the security organization. IT security chiefs will also need to demonstrate that they can rapidly marshal security resources. At the management level, orchestration will involve identifying and accessing the right internal and external resources when needed and getting them to work in concert, at speed. Chief information security ofcers will need to tap into pools of niche skills to solve the problem, and then work together with various infrastructure, application, and service providers to close the vulnerability. The vision of the data-centric security platform is just that: a vision. In the meantime, IT leaders should establish processes that make robust, exible security a priority when IT systems are being designed and developed. They should work with business peers to articulate

risks and tolerance. They should identify the most critical business systems and data sets and assess their vulnerability. Further, they should assess the vulnerability of nontraditional connected systems and audit basic processes such as patch management and user access.

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The next steps for life sciences technology leaders

Accentures annual Technology Vision provides a perspective on the future of technology likely to shape our industry in the next three to ve years, and technology leaders should consider some priority areas for action: 1.  Prioritize the technology trends Determine the trends that will have the biggest impact on the industry and your organization based on your business drivers, current geo-economic factors and strategy. Consider Accentures suggested actions for embracing each trend over a 12-month time frame, developing a comprehensive action plan.1 2.  Dene an Information Strategy Identication of the most critical information that drives the highest value across the business is key to addressing many of the trends outlined in the Technology Vision 2012. An Information Strategy highlights quality, dependency and ownership and the resulting insights can be used to help to prioritize the data services that will be important to the business and to establish a roadmap for implementing data services. 3.  Bolster data services and management capabilities Identify data owners in the business and work with them to understand business processes that can begin to leverage data in the platform. Think in terms of new skills that will be needed in the organization. As a starting point, most enterprises will need to build better data architecture skills. 4.  Embed use of social technologies across the organization Many life sciences companies have invested in technology but adoption is patchy within the enterprise and with partners. Collaboration is critical to this industry, and technology leaders should have a vision and roadmap for social collaboration and plans for increasing adoption by prioritizing and embedding social technologies into processes, providing support, incentivizing behaviors, ensuring a sponsor from company leadership, and following through with measurement. 5. D  ene a cloud strategy Cloud providers are rapidly developing vertical offerings to meet the specic needs of the life sciences industries. Life sciences companies need to have a strategy that enables them to drive adoption. IT leaders should be looking at the role they will play in enabling cloud adoption and positioning themselves as an enabler or integrator of internally and externally provided services. This is a signicant shift in the role of IT requiring a rethink 6. C  hange the security paradigm Change the security mindset from perimeter-based security to orchestrated security processes around data platforms, which manages risk commensurate with value and recognizes that organizations must anticipate and monitor for security compromises.

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Accenture Technology Vision 2007-2012

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Contacts:
Anne ORiordan Global Life Sciences Industry Managing Director +85 2 2249 2643 anne.oriordan@accenture.com Dr. Gavin Michael Chief Technology Innovation Ofcer g.c.michael@accenture.com Rajesh Bhasin Accenture Life Sciences Senior Manager +44 207 844 4637 rajesh.bhasin@accenture.com Scott W. Kurth Director, Accenture Technology Vision scott.kurth@accenture.com Michael Biltz Director, Accenture Technology Vision michael.j.biltz@accenture.com www.accenture.com/lifesciences

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References:
1.  Accenture, Accenture Technology Vision 2012, January 2012 2.  Clarityn, Clarityn Allergy Pollen Forecast App; Healthcare Engagement Strategy, Pzer Israel: Healthcare Engagement Strategy 2012 Time & Place Award, February 3, 2012 3.  Accenture, Accenture Helps the Alzheimers Association Develop a Location Management Strategy, 2010 4.  CNET, New iPad First Tablet with Bluetooth 4.0: Should You Care? March 9, 2012 5.  InPharm, Boehringer Collaborates for Online Beyond Pill Plan, July 11, 2012 6.  GE Reports, Facebook for the Body: Your Organs May Soon Report Their Status Over New Generation of Wireless Medical Sensors, May 22, 2012 7.  MIT News, Searching Genomic Data Faster, July 10, 2012 8. Shared Health website: http://www.sharedhealth.com 9.  Reuters, Medco, Sano Drug Deal Brings Payor View to R&D, June 22, 2011 10.  Life Technologies press release, Life Technologies Introduces the Benchtop Ion Proton Sequencer, January 10, 2012; Illumina press release, Illumina Introduces the HiSeq 2500, January 10, 2012 11.  Accenture, Accenture Achieves Oracle PartnerNetwork Specialization for Oracle Life Sciences Data Hub, January 11, 2012 12.  Journal of the American Medical Informatics Association, The BRIDG Project: A Technical Report, March-April 2008 13. GS1 website: http://www.gs1.org/healthcare 14.  Accenture, More Than Two-Thirds of U.S. Consumers Seek Medical Advice Via the Internet and Social Media, Accenture Study Finds, November 16, 2010 15.  Dose of Digital, Translating the New FDA Social Media Guidance, January 4, 2012 16.  Howcast, Howcast-GE Healthymagination Case Study, 2010 17.  Fast Company, How Sano Is Writing The Social Media Rules For Big Pharma Without Running Afoul Of The FDA, August 20, 2012 18.  Microsoft press release, Microsoft Online Services Available Worldwide, March 2, 2009 19.  Google Enterprise Blog, The Roche Group Goes Google, February 16, 2012 20. Veeva Systems website: http://eu.veevasystems.com/buzz/customers/ 21.  Gartner, Inc., Predicts 2012: Life Science Companies Will Need to Capitalize on Investments Made in Restructuring, December 15, 2011 22.  InformationWeek, InformationWeek 500: Eli Lilly Ties Future To Cloud, September 14, 2010; Amazon Web Services, AWS Case Study: Pzer, May 3, 2012

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About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 244,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the worlds most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$25.5 billion for the fiscal year ended Aug. 31, 2011. Its home page is www.accenture.com. About Accentures Life Sciences Practice Our Life Sciences industry group works with pharmaceuticals, biotechnology, medical products, medical technology, regulators, distributors, wholesalers and other companies to help bring life-enhancing health solutions to people around the globe. We provide consulting, technology and outsourcing services across the entire life sciences value chain, from large-scale business and technology transformation to post-merger integration. Our key offerings include: Research and Development, including pharmacovigilance and regulatory outsourcing; Supply Chain and Manufacturing Optimization; and Marketing and Sales, including commercial services, analytics and digital marketing.

Copyright 2012 Accenture. All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. Rights to trademarks referenced herein, other than Accenture trademarks, belong to their respective owners. We disclaim proprietary interest in the marks and names of others.