Navigating NHS Transformation: How life sciences should respond

The NHS structure is evolving, with a renewed focus on meeting patient needs within the community wherever possible.

The NHS in England is entering a new era of structural reform, with Integrated Care Boards (ICBs) merging, provider collaboratives (groups of multiple NHS trusts) playing a greater role in designing local care delivery, and neighbourhood health teams being established across the country.

This transformation is designed to streamline commissioning, empower provider-led organisations, and localise care delivery. As neighbourhood teams, often led by acute trusts or GP federations, become the operational arm of the system, they will be responsible for implementing strategic priorities set by the ICBs. The overarching goal is to move care out of hospitals and into the community, driving efficiency, integration, and improved population health.

Uncertainty exists around the practical details of how the changes will unfold.

The NHS’ 10-year plan, which describes these planned changes, sets ambitious goals. However, its implementation details remain open to interpretation, and the timing of different changes within the 10-year horizon is unclear.

As power shifts from commissioners to providers, local organisations will gain greater influence over care pathways and resource allocation. However, significant variation in local structures and leadership already exists. Achieving effective implementation and ensuring equity of care within and across ICBs may prove challenging.

Despite this uncertainty, life sciences companies must adapt their strategies now to remain effective.

For life sciences companies, this evolving landscape presents both challenges and opportunities which need to be considered.

New stakeholders:

New decision-makers are emerging, including provider-led neighbourhood health teams and local influencers who may not have been key contacts previously. Organisations should assess the impact of these new stakeholders on their go-to-market strategy and track their evolution.

Importance of local partnerships:

The lack of prescriptive guidance from the NHS around how to achieve their policy goals means that life sciences organisations can play a proactive role in driving change. This could involve funding or partnering to create novel approaches to optimising local care. Success in one locality can serve as a blueprint for broader rollout, and life sciences organisations need to be prepared to support with both the pilots and the wider implementation.

The need for agile go-to-market (GTM) models:

The evolving and uncertain NHS structure means that life sciences organisations must be able to quickly adapt their engagement strategies.

Mechanisms for tracking local NHS structures, policies, and pathways are essential. GTM teams should be structured for flexibility, with strategic outsourcing considered to enhance organisational agility.

Evidence generation opportunities and needs

Larger ICBs could provide new opportunities for evidence generation by enabling studies with bigger, more diverse patient populations. Consolidated data systems may facilitate robust real-world evidence and longitudinal research, supporting pilot projects that can be scaled across geographies.

The £600M planned NHS investment in data and infrastructure should facilitate increased use of local data in this way.

In summary, the merging of ICBs and the creation of integrated neighbourhood teams represent a major shift in the NHS structure. Life sciences organisations that invest in understanding local dynamics, build strong partnerships, and form agile teams will be best positioned to navigate and shape this evolving landscape.

For more information on the evolution of the evolving NHS landscape, contact us today: ASKIQVIA@iqvia.com

Market Access and Patient Activation

Delivering end-to-end services to ensure patients in the UK get efficient access to pharmaceutical therapeutics and diagnostics.

You may also be interested in

Related solutions