This blog is part of an ongoing series, A Brave New World: Finding Life Sciences Success in Modern Markets.
IQVIA experts sat down to reflect on the evolving patient support landscape, including the growing influence of patients as consumers, policy shifts, digital transformation, and the implications across stakeholders.
Claire:Let’s begin by reflecting on our recent time with customers at the 2026 IQVIA Patient Support Summit. Jenn, what stood out to you most from the event?
Jenn: I very much enjoyed being at the summit and connecting with customers. It’s always great to hear first-hand what people are questioning and what they’re thinking about. Just like everybody else in the industry, they’re grappling with the convergence of policy changes, the rise of patients as consumers, and rapid technological advancement, all of which are reshaping the patient experience.
Terry: The policy and market dynamics you described, Jenn, are no longer sitting as future risks. At this point they are real, present-day realities. They’re affecting access, affordability, and patient behaviors. Patients and manufacturers are expecting partners to have the answers, and these answers are evolving in real time.
Patients as Consumers Driving Care
Claire:One of the big recurring themes at the summit was the evolving role of patients and the ways they’re increasingly acting like consumers and taking more control over their care. Luke, how do you think this shift should influence the way we design patient support programs?
Luke: For years, we treated patients as passengers in the system. That model is breaking down. In areas like obesity, women’s health, and mental health, patients make the conscious decision to move outside of the traditional model to seek treatment on their own. Within IQVIA, we have a data set called AIM XR (Audience Identity Manager® XR) that helps us understand digital search behavior showing patients are 10 times as likely as physicians to visit health websites, the same sites doctors use, to get information. As an industry, if we are not intentionally meeting that need, especially in the age of AI, we risk leaving patients to rely on information that may be incomplete or incorrect. We need to think about how patient experience data is collected, even from clinical trials, and brought to life through patient service programs. It’s exciting because these programs can evolve beyond their current state by truly embracing patients as active consumers.
Terry: I agree. What was once considered niche is now a necessary part of access and support strategy. The patient-as-consumer model must combine digital entry points with high-touch support. Patients see themselves as consumers, but many do not feel supported that way. We have to provide digital support when appropriate, but make sure that when digital tools fail, they can quickly reach a human. In short, provide tech-enabled self-service with a safety net of human help. That’s what a true patient-consumer model should look like.
Jenn: Human support is so crucial. If I may share a personal story, a few years back I was diagnosed with a chronic condition and had to start a self-injectable biologic. The support program for that therapy sent a nurse to my home to conduct injection training. I remember standing in my kitchen, feeling this wave of anxiety like, ‘Oh, I’m really doing this, I’m going to be on this medication for the rest of my life.’ Having a live human there with me, the nurse asking, “Are you okay?” was irreplaceable. No AI, no video tutorial could replicate that feeling of understanding and comfort she gave me in that moment. I’ve never forgotten her, and honestly, I’ve never forgotten the brand because that experience was so powerful.
The Impact of Technology and AI on Patient Support
Claire:Let’s shift gears to another major theme: technology, automation, and AI in patient support. Luke, I’ll direct this one to you: How has automation and AI integration changed the patient support landscape?
Luke: Leading manufacturers are starting to shift from relying on lagging indicators, like prescription volume, to focusing on leading indicators, such as patient engagement and early physician response after launch. AI and advanced analytics make it possible to detect those signals early. We run huge data models here at IQVIA, across all the patient data we manage, and AI helps us identify patterns, including which comorbidities often occur together, patterns in patient adherence, and physician prescribing behaviors. Those insights are incredibly powerful for designing better support interventions. By the time you see an issue in lagging data, like sales figures, months have passed and patients might have been struggling that whole time. If we use AI to shorten that cycle by detecting issues in weeks or days instead of months, we can adjust faster and make a positive impact on patient lives sooner. Use tech for what it’s good at: speed, data crunching, patterns; and use people for what they’re good at: empathy and complex problem-solving.
Claire: The race for innovation in patient support often gets framed as a trade-off: human connection or automation. But it doesn’t have to be either/or. Jenn, how can manufacturers effectively balance automation with human interaction?
Jenn: Honestly, there’s no perfect formula yet. It’s something we’re all figuring out. But my view is to automate where it makes sense. If something can be handled effectively by technology at the back end, such as routine data exchanges, repetitive tasks, phone calls that don’t really require a personal touch, automate it. However, we’re not at a place where we can remove humans entirely from critical points. Most people, both patients and caregivers, don’t want AI to replace human interaction in healthcare.
Terry: There needs to be a balance between automation and AI and the human touch, with thoughtful consideration of how far to push technology without harming the patient experience. An AI chatbot can be helpful for answering simple questions quickly, with no wait times and 24/7 availability. At the same time, if the question is complex or the response is unclear, there needs to be a seamless handoff to a human to avoid a poor experience. The key is to be intentional. These tools should enhance patient experience and education, not replace them. Technology alone is not the goal. Better outcomes and more satisfied patients are.
I truly believe if pharma manufacturers collectively commit to this balanced approach – thoughtful automation plus strong human support – we’ll see patients getting on therapy faster and staying on it longer. And ultimately that serves everyone. Patients get healthier outcomes, and manufacturers see their therapies succeed with better adherence and satisfaction. It’s a win-win when done right.
Claire: Luke, what’s your take on this? How do we ensure that both technology and human support work together?
Luke: All the elements we’ve discussed – technology, empathy, patient voice – are important, but I’d argue that in some ways, even with all our advancements, patient services as a whole has plateaued in effectiveness. We still see about one in five specialty patients who start therapy are” one-and-done”, meaning they only fill their prescription once and never continue treatment. That’s a glaring issue for everyone: the patient’s health suffers, the provider’s goals aren’t met, and the brand doesn’t achieve its outcomes.
The guiding question should be: How do we help a patient continue moving forward in their journey? Every decision, whether it is deploying AI or adding human support, should serve that goal.
Jenn: And the exciting thing is, the new tech – used wisely – can help us do exactly what you said, Luke. It’s less about AI talking to the patient, and more about using AI to understand that each patient is unique. We can now analyze large datasets and determine what a patient likely needs next based on their condition, behavior, and needs. That means we can support many different patient journeys at scale, rather than relying on a one-size-fits-all approach. Historically, programs were mostly uniform, with only minor adjustments. Now, we can move toward true personalization, similar to how other industries tailor experiences to individuals.
Future Trends Shaping Patient Support
Claire: Let’s shift our focus to the road ahead. Luke, what trends do you think will most significantly shape patient services in the coming years?
Luke: Let’s start big-picture. The pace of medical innovation over the past decade, including specialty drugs and gene therapies, has put significant pressure on health system budgets. That is leading to greater payer control through stricter coverage rules and more costs being pushed to patients. We are already seeing this with high deductibles and co-pay accumulator programs, and those pressures are likely to increase. Now layer on everything else: more consumer-minded patients, rapid advances in AI and data, and ongoing policy changes like drug pricing reform and PBM transparency. It is all happening at once, making the environment increasingly complex. If it is difficult for us as experts to keep up, it is even more challenging for patients.
We need to be prepared to guide patients through it. Proposals like PBM reform could have big effects. For instance, if co-pays start being based on a drug’s net price rather than list price, some patients might see lower out-of-pocket costs, but others might never hit their deductible and thus feel no relief. We have to scenario-plan these things and be prepared.
The future will likely be fragmented. There will be winners and losers depending on how things shake out. But one constant is that patient services will remain critical. Even if the healthcare landscape flips upside down, patients will still need help. In fact, the more chaotic it is, the more they’ll need strong support programs. So, we must continue evolving and innovating in patient services, because it’s not going away; it’s only becoming more important.
Terry: Luke, that’s a big one: financial pressure on patients. We need to start addressing financial concerns much earlier in the patient journey. Often, support programs focus first on getting a prescription approved and the patient started, and only later deal with co-pay or affordability issues if the patient raises them. I think that’s going to flip. We should be proactively educating patients about costs and assistance from the outset.
Another trend is the need to deliver on the promise of seamless patient navigation. There’s little tolerance now for clunky processes, so patient support programs must simplify and streamline or risk falling behind. It’s not enough to have good intentions. We need to prove impact by focusing on the core mission: getting patients on therapy and keeping them there.
I’ll reiterate one more thing: focus resources where they matter most. If you have limited budget, spend it on the critical points in the journey where patients are lost or decide to continue. Don’t spread everything evenly; be strategic. You might invest heavily in the first two weeks of therapy to ensure a patient gets over the initial hurdles and then streamline later touchpoints. In the future, that kind of fine-tuning is essential.
Claire: Jenn, where do you see the biggest opportunities for innovation in how patients access and receive support?
Jenn: I’m hopeful that some policy changes might force improvements. Sometimes big strains lead to innovation. Consider the recent explosion in demand for GLP-1 products. So many patients flooded the system that payers couldn’t handle the volume of requests and started considering automating prior authorizations or streamlining processes out of necessity. It’s like the system breaking in one area can drive improvements that benefit others, too.
On the manufacturer side, we also saw adaptation. Companies started creating direct-to-consumer pathways, like telehealth and cash-pay options, for those drugs when insurance was a barrier. That’s a trend to watch. If more manufacturers start offering direct access options for patients willing to pay, it could bypass some traditional hurdles. But that also raises questions: How do we support those patients outside of normal insurance channels?
Luke: Completely agree. I’ll add a specific point. If some brands or manufacturers start significantly reducing their drug prices—we’ve seen a few examples recently, due to public or political pressure—that could make cash pay options more attractive, potentially expanding that direct-to-patient model. Patients might compare dealing with insurance paperwork and delays for a smaller co-pay versus paying a moderate price out-of-pocket today for immediate access. Some will choose speed and convenience if they can afford it.
Jenn: Yes, and the speed at which we’ll need to respond is increasing. We can’t take six months to adjust a program after something changes. The organizations that can pivot in weeks or even days will have the advantage. That means baking flexibility into our operations now by training teams to handle change, having contingency workflows, etc. We also have to be vigilant about fraud and abuse in any new model. Fraud can arise wherever there are gaps, whether through coupon misuse or patient-targeted scams. Any innovation, such as direct-to-patient delivery, must be paired with strong fraud prevention and monitoring. Our safeguards need to evolve alongside our services.
Why IQVIA for Patient Services?
Claire: Why IQVIA for patient services? Given all the complexity we’ve discussed, what makes IQVIA well-suited to help customers navigate these challenges?
Jenn: First, agility in technology and partnerships. We can quickly identify and integrate the right solutions with a strong understanding of patient services. We already know the tools and partners, so we can move fast. That shortens time to value.
Second, ongoing investment in platforms and data. Data and technology are in IQVIA’s DNA. We continuously invest in analytics and systems, so when new capabilities emerge, we are ready. While others struggle to keep up, we are constantly evolving and scaling, keeping customers on the cutting edge.
Third, a holistic and risk-aware approach. We bring deep advisory and data expertise, allowing us to design programs with a broad perspective. We anticipate policy changes, market dynamics, and potential risks, while embedding compliance and program integrity from the start. We also personalize solutions using insights from across the industry.
Terry: I’ll underscore IQVIA’s experience and stability. We’ve been supporting patient services for a long time and we’re one of the longest-standing providers out there. With that comes a wealth of lessons learned and best practices that new entrants simply don’t have yet. I’m personally proud to represent IQVIA because of our culture, too. We put patients at the center of everything we do. It’s not just words on a slide – our teams genuinely care. And when you combine that passion with decades of know-how and solid processes, you get reliability. We show up, day in and day out, for patients and for our customers, and we’ve seen and solved a lot of the challenges before. In times of uncertainty, that experience and dependability really matter.
Luke: We have the heart, rooted in a patient-centric culture, and the science, including data, technology, and expertise, to drive these programs in the right direction. We have a very people-driven culture in patient services. No matter how advanced our technology is, we invest in training and supporting our people because they’re on the front lines with patients. A caring, knowledgeable staff makes a world of difference.
It’s our processes – developed and refined over years to ensure if something unexpected happens (and it will), we have business continuity plans and quality controls to keep things running smoothly for patients.
And it’s our partnership mindset. We strive to be true strategic partners, not just vendors executing tasks. Often the best outcomes happen when we’re brought in upstream, early in the planning, and we can contribute our insights to shape strategy. We sit on an incredible amount of industry information, and we use that to help our customers think ahead. In this volatile environment, having a partner who can say ‘watch out for this trend’ or ‘here’s how others handled that issue’ is invaluable.
Claire: Thank you all for such a thoughtful and engaging discussion. It’s clear that while the landscape of patient support services is rapidly evolving, certain fundamentals remain constant. By keeping patients at the center as active, empowered participants, and leveraging the right mix of technology and human touch, patient support programs can navigate policy upheavals, rising consumer expectations, and technological disruption. The consensus among our experts: The organizations that adapt quickly, stay empathetic, and anticipate change will lead the way in ensuring that no patient is left to navigate their healthcare journey alone.
