- Context: Pfizer reviewed the global burden of disease against its assets and capabilities to identify where the company might broaden its offering in low-and middle-income countries.
- What: Following this exercise, the company created a governance structure for expanding access of its established products portfolio.
- Objective: The aim is to ensure strategy development, assessment and implementation for the product deployment of its established products portfolio.
- Details: The structure consists of a cross-functional Steering Committee made up of senior leaders, and working teams which drive the design and implementation of the strategies.
Pfizer’s portfolio of established products includes over 600 medicines, some of which have been sold for more than 50 years. However, they may not be sold in all low- and middle-income countries. In 2015, Pfizer allocated human resources to review the global burden of disease and Pfizer’s assets and capabilities in order to identify where Pfizer might broaden its offering in low-and middle-income countries. Beginning with anti-infectives, the assessment was expanded to include additional therapeutic areas, such as cardiovascular disease medicines, where the company can potentially reach a large number of patients and maximise public health impact through a sustainable business model. This aims to build on existing initiatives already underway, for example, in Nigeria. Pfizer Nigeria’s Cardiovascular Screening Project has provided free medical screening for hypertension and cardiovascular disease to more than 15,000 at-risk people across the country.
Together, the collective offerings in Family Planning and Maternal Health, Anti-infectives and non-communicable diseases (NCDs) could help to address the eight leading causes of death in in low-and middle-income countries.
In order to drive the programme forward, a governance structure has been created to ensure a formal mechanism for strategy development, assessment and implementation. The structure consists of: 1) a cross-functional Steering Committee made-up of senior leaders, and 2) Working Teams that drive the design and implementation of the strategies in the different therapeutic areas (Family Planning and Maternal Health, Anti-infectives, and NCDs). The initiative is sponsored by an Executive Leadership Team member.
The Steering Committee approves strategic recommendations and project proposals made by the Working Teams, including resource allocation, and ensures activities are aligned with broader organisational goals. Each working team has a clear project charter: its leaders and members are responsible for the development of recommendations, the implementation of strategies, and providing progress reports to the Steering Committee. Working teams contribute progress updates to a monthly dashboard which tracks progress against milestones including, for example, quarterly sales in markets, number of registrations, progress on stakeholder discussions and agreements.