We are increasingly finding that pharmaceutical organisations are in a phase of accelerated transformation, and many of our clients have reached the point where their marketing teams must move beyond the now traditional seven marketing capabilities identified in our 2019 article, to build for a dynamic five-year horizon.

Our own data, including that from our LExLevel Pulse benchmarking, tells us that the organisations that will thrive are those that sustain established capabilities and evolve them into future-facing forms. In this article, we explore the evolution required across the seven capabilities and encourage leaders in pharma and biotech to consider whether their teams are set up to succeed in tomorrow’s world.

Previously we described insights and behaviour change as a capability. This must evolve into insight and behavioural orchestration, which is the ability to sense and influence behaviour across healthcare professionals (HCPs), payers, patients and caregivers, supported by real-time data, generative AI and adaptive experiences. Consumers and HCPs expect personalised journeys similar to their broader digital experiences. This requires predictive models, behavioural signals, tailored content and measurement that captures real-world outcomes.

In 2019 we described funding and pricing strategy. The capability must now scale into value pathways and access innovation. This involves designing holistic value propositions, evidence-led health-economics models and partnerships that unlock access in constrained funding environments. Regulatory and payer pressures continue to intensify. Future-focused organisations work closely with access, Health Economics and Outcomes Research (HEOR) and real-world evidence (RWE) teams to build value narratives that extend beyond drug price to patient outcomes and system efficiencies.

Strategic focus now expands to strategic focus and portfolio agility. It is no longer enough to set direction in a static environment. Teams must pivot as science, regulation and commercial models evolve. Companies facing smaller populations, accelerated launches and increased competition require agility. Capability building should include scenario planning, modular brand platforms and rapid test-and-learn approaches aligned with business strategy.

Customer experience must develop into true omnichannel experience and engagement. This involves designing seamless experiences across digital and physical touchpoints and integrating HCP, patient and caregiver pathways. Telehealth, remote monitoring and patient-centric services are reshaping expectations, which means marketing teams must engage across broader care ecosystems. This requires collaboration across commercial, medical, digital, patient services and operations, supported by Uptake’s LECC framework, as described in the eBook Navigating Change.

The original digital channel metrics capability must progress into digital analytics, automation and insight acceleration. Teams need to support real-time, data-driven decision-making enabled by AI and automation. Many organisations are investing heavily here. Marketing teams require access to decision algorithms, scenario simulators and agile campaign engines that support rapid optimisation. Most teams still have significant opportunity to embed automation and AI into daily workflows.

Patient-centric stories now evolve into scientific storytelling, which is the ability to co-create evidence-based narratives with patients, payers and HCPs. With rare diseases, advanced modalities and smaller populations increasing, credible and emotionally meaningful storytelling becomes critical. Marketing teams must develop transparent, authentic stories aligned with broader ecosystems. Many are focusing on modular storytelling that can be used consistently across internal and external touchpoints.

Innovation now becomes innovation balanced with rigorous measurement. This centres on co-designing new propositions, services and partnerships across the health-system ecosystem, supported by robust measurement. New models are accelerating across data platforms, value-based care, digital therapeutics and integrated patient services. Marketing teams must play a role in designing and commercialising new propositions with tech partners, payers, providers and patient organisations. Teams need structure, governance and investment to pilot and scale what works.

From 2025 to 2030, these capabilities will merge rather than sit in silos. The most successful marketers will demonstrate cross-functional integration, speed and agility, an ecosystem mindset, fluency with technology and data, and a clear patient-centred purpose.

Benchmark your current capabilities against this updated model to understand strengths, foundational needs and gaps. Develop capability roadmaps that focus on embedding new ways of working and governance. Build a test-and-learn culture that enables teams to trial new propositions, services and patient journeys and scale those that deliver impact. Aligning with Uptake’s LECC framework ensures that new capabilities are embedded sustainably. Throughout this process, fostering cross-functional collaboration across commercial, medical, access and digital teams ensures marketing contributes to a connected, enterprise-wide approach to growth and performance.