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Sanofi: Medical Giants Can Also Dance "Online" in the Post-Pandemic Era

赛诺菲:做后疫情时代医药数字革命的引领者

Date of publication: 2021.6.22, From: Harvard Business Review

In the wake of the COVID-19 pandemic, the advantages of online medical services have become more and more apparent. The medical industry is one that naturally has provides social value, while many Internet medical enterprises rely on platform advantages to actively promote the ESG concept. Sanofi, a global multinational pharmaceutical company, is actively promoting the digitalization process as it strives to fight the pandemic on the front lines, while actively assumes social responsibility.

Sanofi is utilizing advanced technologies such as artificial intelligence, big data, online diagnosis and treatment platforms, and clinical development programs to strengthen doctor-patient relationships, improve organizational efficiency, and to create a new development space for pharmaceutical companies. Furthermore, it has also seized new digital opportunities presented by the "Internet + Healthcare” initiative laid out by China’s 14th Five-Year Plan – which provided reference for traditional pharmaceutical companies to meet the challenges of industry and policy changes, and to find new sources of growth.

Deepening Strategic Collaboration in Digital Healthcare

The healthcare sector presents a large number of new digital needs in the digital economy environment. In order to seize this historic opportunity, Sanofi is actively promoting the digitalization of enterprises and industries. “As an industry pioneer, Sanofi China is working tirelessly to contribute to the realization of the digital China blueprint laid out in the 14th Five-Year Plan. We are accelerating our own digital transformation process and making full use of various digital innovations to improve patient prognosis and build a more advanced digital healthcare ecosystem," said Dr. Pius S. Hornstein, country lead of Sanofi China.

Sanofi's digital process starts with its’ areas of expertise. The company established a cooperative relationship with JD Health to create a new ecosystem for the sustainable development of digital healthcare, strengthening cooperation to promote standards for online diagnosis and treatment.

In 2020, Sanofi China became the first in-depth cooperation partner for the JD Health Diabetes Center, which served as an entry point to explore a new mode of chronic disease management based on Internet hospitals. In June of this year, Sanofi China and JD Health announced a deepening of their strategic cooperation in the field of health digital ecosystem creation, with both parties leveraging their respective advantages to cooperate in providing access to prescription drugs, vaccines, consumer health products, medical services, and commercial insurance. These initiatives will cover not only treatment, but also pre- and post-treatment periods, and comprehensively enhance the patient experience for internet consultation and disease management.

In addition to the cooperation with JD Health, Sanofi officially launched Amulet – the company’s first global smart healthcare project. Amulet will work with a number of strategic partners, including JD Health and JD Allianz, to provide patients with diversified healthcare security plans and more scientific chronic disease management solutions.

Taking a Long-Term View: Strategic Planning for Digitalization
By 2030, China is expected to become the first country to achieve total digitalization of the entire patient journey, and in 20 years, revenues from Internet hospitals may account for 17% of total revenue within China’s healthcare sector. The reshaping of the healthcare ecosystem has become a long-term goal, and healthcare service providers are looking for new partnerships along the value chain. “Sanofi established an independent Internet Hospital business unit in 2019, which laid a solid foundation for our ability to better serve patients after the outbreak of COVID-19,” said Dr. Pius S. Hornstein, “Sanofi’s early plans to engage in a process of digital transformation were based on its accurate anticipation of changes to the market: convenient Internet application scenarios will expand from physical businesses, such as fast-moving goods, to the service field.”

Today, China's digital healthcare market is still in its early stages of development, facing multiple challenges for which solutions must still be explored. Therefore, Sanofi is taking concrete actions to promote the development of digitalization standards to enable access to integrated solutions for disease prevention, diagnosis, treatment, rehabilitation, and follow-up by patients and HCPs. In doing so, Sanofi has become one of the pioneers in exploring the path for the standardization of online diagnosis and treatment.

Many companies in the pharmaceutical industry have begun deploying transformative digital technologies, but not many have found their ways to succeed. The Harvard Business Review cited several cases of successful digital transformation, all of which feature clear goals, a design-based reshaping of experiences, and customer-centric approaches. Sanofi is committed to achieving a higher goal of digital transformation – one that empowers all stakeholders including employees, HCPs, and patients – by building advanced digital healthcare platforms, providing data-based insights, and creating an extremely attractive digital experience. Digital innovation can promote behavioral change and improve the prognosis for patients living with chronic diseases. Sanofi's experiences in China can provide strong reference for other countries that are just beginning their digital transformation journeys.

Transformational Roadmap Envisions a New Era of Healthcare
In 2020, Sanofi was ranked among the top 15% of the world’s most digitalized companies. For Sanofi, digital transformation is both an internally- and externally-focused process. Internally, digital transformation is focused on using digital tools to improve market awareness, integrate resources, and improve efficiency. Externally, it is focused on convenience and efficiency, creating new possibilities and realizing development goals by cooperating with cross-industry partners.

Sanofi’s digitalization is comprised of two phases: from 2020 to 2022, the focus is building a strong digital foundation and finding innovative ways of working. "By 2025, Sanofi aspires to become a fully AI-driven company, and to realize more than 100 million euros of incremental revenue or cost savings through automation, data-driven processes, and innovative digital services or solutions," Dr. Hornstein said.

With digital transformation, Sanofi has developed the following innovative business opportunities and business models:

Employee Empowerment: The COVID-19 pandemic has proved the benefits of telecommuting. Based on current experiences, Sanofi is reconceptualizing and deploying operational models that are smarter, more flexible, and closer to customer needs.

New Digital Business and Profit Growth Points: The traditional patient journey will be transformed by end-to-end embedded digital innovation. Thanks to the diversified talents of the Sanofi team, the company expects continuous innovation; and the deployment of Sanofi’s China Digitization Center, iHub, enables new business models to be incubated in a “sandbox” environment.

Enhancing Digital Capabilities According to Local Conditions: Sanofi is building a workforce with digital capabilities by offering learning opportunities including lectures, on-the-job training, as well as through digitally-focused talent recruitment. In addition, the company is establishing a technological foundation and governance model "suitable for China" to operate more flexibly and capture new growth opportunities.

"Data is the new oil, artificial intelligence is the new electricity, and internet applications are the new means of transportation." With artificial intelligence and 5G becoming the key engines for advancing the “Digital China” blueprint, digitalization is fundamentally reshaping our entire society, especially in the healthcare sector. Dr. Hornstein noted, “Sanofi will continue forging ahead with its digitalization strategy, driving the transformation and upgrade of the healthcare industry across all aspects. In doing so, we aim to achieve digital engagement with 3.9 million doctors in China, and to benefit more Chinese patients.”

 

       2020年疫情爆发至今,互联网医疗服务的优势快速凸显。医疗行业天然具有普惠性社会价值,除了诸多互联网原生医疗企业依托平台优势积极践行ESG理念外,全球性跨国药企赛诺菲(Sanofi)积极推动数字化进程,奋斗在抗击疫情第一线,积极承担社会责任。

       赛诺菲利用人工智能、大数据、线上诊疗等先进技术和平台,研发和实验进程,拉近医患关系,提高组织效率、打造了药企数字化的全新赛道,同时也抓住了十四五规划下"互联网+医疗保健"方面的大量数字化新机遇,为传统药企面临政策和行业变化,破局实现新的增长突破提供了参考和借鉴。

互联网健康战略合作升级

       数字经济大环境下,医疗领域也蕴含着大量数字化的新需求。这一历史机遇下,赛诺菲积极推动企业与行业的数字化进程。赛诺菲中国区总裁贺恩霆博士表示:“为配合 ‘十四五’规划中的数字中国蓝图,赛诺菲中国正努力加快自身的数字化转型进程,充分利用各种数字创新来改善患者预后,并致力于打造一个更高水平的数字化医疗生态系统。”

       赛诺菲的数字化进程首先从专业领域切入,其正与京东健康合作打造数字医疗可持续发展全新生态,深化合作推动在线诊疗的规范化进程。

       2020年,赛诺菲中国即成为京东健康糖尿病中心的首家深度合作伙伴,以糖尿病为切口,探索基于互联网医院的慢病管理新模式。今年6月,赛诺菲中国与京东健康宣布其在健康数字生态领域进行战略合作升级,围绕患者整个生命周期打造数字化综合解决方案,在处方药、疫苗、消费健康产品、医疗服务和商业保险五大领域开启全方位战略合作,覆盖诊前诊中诊后全病程,全方位提升患者的互联网就医和疾病管理体验。

       此外,赛诺菲旗下全球首个智慧健康医疗落地项目安睦来也正式成立,与京东健康、京东安联等多方伙伴携手,为广大患者提供多元化医疗保障和更科学的慢病管理解决方案。

放眼长远,提前进行数字化战略布局

       2030年中国将成为首个患者旅程完全数字化的国家,互联网医院20年后或可占整体销售额比例的17%。医疗大健康生态重塑成为长期趋势,价值链中的医疗保健服务提供者将建立新的合作关系。“赛诺菲早在2019年就成立了互联网医院的独立业务单元,为互联网医疗在新冠疫情期间的发展机遇打下基础,取得先发优势,” 贺恩霆博士解释道,“赛诺菲之所以提前布局数字化转型,正是因为对市场提前做出了精准预判:互联网便利的应用场景会从商品快消等实体业务扩展到医疗等服务领域。”

       而在当下,中国数字健康市场仍处于发展初期,诸多问题的解决方案尚待行业共同探索。因此,赛诺菲首先推动战略布局,推动产品与解决方案的数字化规范化路径,为需求方提供一体化的预防、诊断、治疗、康复和随访,成为探索互联网在线诊疗标准化路径的先行者。

       当下,医药行业布局数字化转型的企业不少,但找到真北的并不多。《哈佛商业评论》很多成功转型案例,都离不开清晰的目标,以设计思维重塑体验、和客户为中心的理念。赛诺菲赋能利益相关方以造福患者,来实现数字化转型的高目标——为员工、研究人员和患者打造领先数字医疗保健平台,提供数据洞察,并创造极富吸引力的数字体验。数字化创新方式可以推动行为改变,并改善慢性病患的预后。赛诺菲在中国的此类经验为刚开始数字化转型的其它国家提供了借鉴。

转型路线图布局健康新时代

       在2020年终全球数字化程度最高的公司中,赛诺菲排名前15%。数字化转型对内在于如何利用数字工具来提升市场认知、整合资源和提升效率。对外而言,赛诺菲可借助数字化的便利和效率,创造新的可能性,通过与跨行业伙伴携手合作,实现发展目标。

       赛诺菲的数字化路线图分两阶段:2020年到2022年,专注于建立强大的数字基础,找到创新工作方式。“赛诺菲立志在2025年成为完全由人工智能驱动的企业,通过自动化、数据驱动的流程、创新数字业务或解决方案,创造超过1亿欧元的新收入或成本节省”贺恩霆博士说。

       数字化转型让赛诺菲主要找到了以下创新的商业机遇和业务模式:

       通过业务的数字化运营赋能员工。新冠疫情证明了远程办公的益处,公司正基于目前经验来重思和布局更智能、灵活、贴近客户需求的运营工作。

       创建新数字业务和利润增长点。通过端到端嵌入的数字创新,来变革传统的患者旅程。赛诺菲具有强大的多元化人才队伍,其极创联盟iHub 在沙盒环境中孵化新商业模式,不断推进转型。

       因地制宜提升数字化能力。赛诺菲正在利用讲座和在职培训等学习机会和数字化的人才招聘来建立具有数字化能力的员工队伍。此外,公司还正在建立“适宜中国”的技术基础和治理模式来更灵活地运作,捕捉新的增长机会。

       “ 数据是新石油, 人工智能是新电力,场景是新交通工具”。 当人工智能和5G成为推进“数字中国”蓝图的关键引擎,蓬勃发展的数字化正从根本上重塑整个社会,医疗行业尤其如此。如贺恩霆博士所言:“赛诺菲将继续在数字化战略道路上砥砺前行,从各层面带动医疗健康行业转型升级,与中国 390 万医疗卫生专业人士实现数字化互动,以惠及广大患者。”