While we are generally a society focused on innovation from start-ups (and now all the incubators like Rock Health), there are a few big companies that are able to innovate while growing. That’s not always easy and companies often need some catalyst to make this happen. Right now, there are four established healthcare companies that I’m watching closely to track their innovation – Kaiser, United/Optum, Aetna, and Walgreens. (Walgreens has made the Fast Company innovation list 3 of the past 4 years.)
I think Walgreens is really interesting, and they did have a great catalyst to force them to really dig deep to think about how do we survive in a big PBM world. It seems like the answer has been to become a healthcare company not just a pharmacy (as they say “at the corner of Happy and Healthy”) while simultaneously continuing to grow in the specialty pharmacy and store area.
Let’s look at some of the changes they’ve made over the past 5 years. Looking back, I would have described them as an organic growth company with a “not-invented-here” attitude. Now, I think they have leapfrogged the marketplace to become a model for innovation.
- They sold their PBM.
- They re-designed their stores.
- They got the pharmacist out talking to people.
- They got more involved with medication therapy management.
- They increased their focus on immunizations increasing the pharmacists role.
- They formed an innovation team.
- They invested heavily in digital and drove out several mobile solutions including innovations like using the QR code and scanning technology to order refills.
- They’ve reached out to partner with companies like Johns Hopkins and the Joslin Diabetes Centers.
- They increased their focus on publications out of their research group to showcase what they could do.
- They started looking at the role the pharmacy could play and the medications played in readmissions.
- They partnered with Boots to become a much more global company.
- They offered daily testing for key numbers people should know like A1c and blood pressure even at stores without a clinic.
- They created an incentive program and opened it up to link to devices like FitBit.
- They partnered with The Biggest Loser.
- They increased their focus on the employer including getting into the on-site clinic space.
- They created 3 Accountable Care Organizations.
- They partnered with Novartis to get into the clinical trials space.
- They developed APIs to open their system up to developers and other health IT companies.
- They formed a big collaboration with AmerisourceBergen which if you read the quote from Greg Wasson isn’t just about supply chain.
“Today’s announcement marks another step forward in establishing an unprecedented and efficient global pharmacy-led, health and wellbeing network, and achieving our vision of becoming the first choice in health and daily living for everyone in America and beyond,” said Gregory Wasson, President and Chief Executive Officer of Walgreens. “We are excited to be expanding our existing relationship with AmerisourceBergen to a 10-year strategic long-term contract, representing another transformational step in the pharmaceutical supply chain. We believe this relationship will create a wide range of opportunities and innovations in the rapidly changing U.S. and global health care environment that we expect will benefit all of our stakeholders.”
- They jumped into the retail clinic space and have continued to grow that footprint physically and around the services they offer with the latest jump being to really address the access issue and help with chronic conditions not just acute problems.
“With this service expansion, Take Care Clinics now provide the most comprehensive service offering within the retail clinic industry, and can play an even more valuable role in helping patients get, stay and live well,” said Dr. Jeffrey Kang, senior vice president of health and wellness services and solutions, Walgreens. “Through greater access to services and a broader focus on disease prevention and chronic condition management, our clinics can connect and work with physicians and other providers to better help support the increasing demands on our health care system today.” (from Press Release)
This is something for the whole pharmacy (PBM, pharma, retail, mail, specialty) industry to watch and model as I talked about in my PBMI presentation (which I’m giving again tomorrow in Chicago). It reminds me of some of the discussions by pharma leaders about the need to go “beyond the pill”.