Unlocking three actions to take now

Patient journeys have long been a cornerstone in the pharmaceutical industry for understanding the way individuals navigate the complexities of diagnosis, treatment and care. However, despite decades of use, we find they are often underutilised.

Traditionally used to track a patient’s progression through healthcare systems, patient journeys are filled with potential to inform strategy, inspire collaboration and deliver more patient-centric solutions. They should be far more than a ‘map’, highlighting key interactions, decision points and barriers – yet the variation we see in their design, application and depth is striking. Some are rich with insight, while others lack the precision needed to transform strategic planning or engagement.

How can pharma professionals ensure that these insights are being leveraged in the most effective way across the product life cycle?

Remember – patient journeys are not just visual aids, they are strategic blueprints. To realise their potential, they need to be seamlessly integrated into brand planning and life cycle management. From early commercialisation to patent expiry, they can connect strategic priorities, align stakeholders and sharpen execution.

Quantification is vital here. Validated data sources at each stage ensure journeys reflect measurable realities. Qualification, on the other hand, challenges – asking ‘why’ at every step to uncover emotional drivers, unmet needs and the real-world pain points of patients, caregivers and healthcare professionals (HCPs). Together, these approaches can guide sharper areas of focus and bring clarity to the nuances that matter most.

Co-creation is key to effective patient journeys. While medical teams are often central to the process, collaboration across marketing, market access and medical affairs, digital, analytics and omnichannel brings diverse insights. Engaging external stakeholders – from patient advocates to healthcare professionals – adds even more depth. This approach reveals blind spots, opens new conversations and fosters stronger partnerships.

Patient journeys also enable global, national and local teams to work in harmony. They provide a framework to uncover synergies, align priorities and account for local healthcare dynamics. For franchises managing multiple disease areas, this alignment can help maximise impact across indications, particularly in complex fields like oncology and rare diseases.

Patient journeys can be flipped to become a source of inspiration. When used creatively, they can challenge conventional thinking and fuel disruptive strategies. Whether preparing for a major launch or addressing new therapeutic opportunities, they provide a way to rethink care delivery and engagement.

However, the environment around these journeys is constantly shifting – whether in relation to patient priorities, HCP incentives or the emergence of new technologies. Patient journeys cannot be seen as a static tool – they are dynamic and require regular and thorough examination to check that they are still representative of the real world. Regular iteration is essential to keep journeys relevant and actionable. New data, validated insights and a refreshed perspective all help to ensure these frameworks remain robust and future ready.

Consider – does the journey reflect the actual experiences of patients and caregivers? Are the pain points, decision-making processes and healthcare system interactions illustrated with clarity? A journey that lacks this detail risks becoming a generalisation, missing opportunities to deliver meaningful strategic focus.

The format of the journey also matters. Whether it’s presented as a flowchart, numerical model or pictorial representation, its design should align with its purpose. For example, a flowchart enriched with validated data can help identify critical gaps in care, while a graphical representation can make it easier for cross-functional teams to visualise complex dynamics. Combining formats – such as overlaying patient stories on those that are data-driven – can provide both the emotional context and the measurable insights needed for strategic alignment.

Leveraging AI and digital technologies to create living patient journeys will take these strategic tools to the next level. Imagine a world where you can see the dynamics shifting in your market, track and measure the impact of execution to facilitate agility and close the loop.

A well-maintained patient journey should spark meaningful conversations across teams, uncover synergies across related disease areas, serve as a stimulus for innovation and inspire action, informing life cycle strategies, franchise-level decisions or new approaches to engagement.

Approaching patient journeys with this level of rigour enables frameworks to remain robust, adaptable and impactful, strengthening your strategy, helping teams connect more meaningfully with the realities of patients, caregivers and HCPs and, ultimately, unlocking the full potential of more effective systems and better patient outcomes.