Diabetes: Rethinking Novo Nordisk’s global strategy for access to care

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Novo Nordisk came to us with a question: How could the company help improve access to diabetes care for patients around the world? We initiated a comprehensive re-assessment of the company’s access strategy, benchmarked novel approaches and gained feedback from more than 40 stakeholders, helping Novo Nordisk identify the opportunity to build on its legacy as the leading diabetes company in the world by working to close the global gap in access to insulin.

Strategy: The new approach calls on Novo Nordisk to double the number of patients it serves –   Novo Nordisk’s Changing Diabetes Patient Ambition will seek to reach 40 million patients by 2020. This commitment will be structured as Novo Nordisk’s contribution to the World Health Organization’s goal of a 25% reduction in mortality from NCDs (noncommunicable diseases, including diabetes, heart disease and cancer) by the year 2025. The Ambition will also call on Novo Nordisk to extend its leadership in person-centered care to meet the needs of hard-to-reach patients.

Over the course of our consultation, we helped Novo Nordisk embrace a company-wide aspiration that moves beyond philanthropy to engage all aspects of the business. Parallel to this effort, we collaborated with a team of health economists and epidemiologists to create profiles of priority countries and populations, embedding these profiles within a framework of targets, key actions, timelines and governance processes.

Constituencies:  With the strategic framework in place, Novo Nordisk has begun implementation.  External communications and stakeholder engagement are building support for the company’s commitment to global health priorities. Deployment in focus countries has a strong commitment to develop new approaches to increasing access to insulin and meeting the needs of all people with diabetes.

Evaluation:  A set of key performance indicators (KPIs) measure program implementation, focusing on delivery and continuous feedback in the key focus areas. The company has also established internal processes to ensure that promising practices are evaluated for potential replication.

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