Embedding Equity into Commercialization

Health inequities persist globally, affecting low-and-middle-income countries (LMICs) as well as ‘developed’ nations such as the US and EU. In response, numerous pharmaceutical companies have initiated health equity initiatives and investments. Organizationally, these endeavors often operate independently, housed in dedicated segments of the organization distinct from the commercial core business units. This shows the challenge of integrating commercial viability and social impact into a unified organizational endeavor.

Despite these apparent challenges, there are (at least) two opportunities for organizations to keep in mind:

Tactical launch planning with equity in mind: Every product launch has the opportunity to be a little more equitable. This could involve equitable inclusion criteria for clinical trials, broad geographic accessibility of care, affordability support, and equitable access models in LMICs. Small changes like embedding equity measures into standard launch frameworks can go a long way.

Cultivating a culture of ‘doing well while doing good’: As with most organizational changes, a shift towards health equity must come from the top. Company leaders who cultivate a vision and culture of ‘doing well while doing good’ give their organization the chance of striking the delicate balance between commercial sustainability and social impact.