Whitepapers

Here, in the third of our five-paper series, we focus on the difficulties of estimating the comparative effectiveness of tumour-agnostic treatments.

It goes without saying that strategic planning is an important determinant of the success of any asset, brand or portfolio. Done well it can set direction, shape performance, provide focus for the organization and enable thoughtful allocation of resources. But add in the reality of project management, team alignment, coordination across geographies, review meetings, slide development, rehearsals and often the sheer length of the process, and it can sometimes start to feel like an obstacle to implementation or getting on with the day job.

COVID-19 has intensified many existing trends. The lessons learned and applied under this pressure should enhance decision making in the UK – and perhaps these principles might be applied in other countries.

Over the course of our multiple recent conversations with the UK’s National Institute for Health and Care Excellence (NICE) as part of decision problem and checkpoint meetings, we are hearing from them that they are currently trialing revisions to their technical engagement process in an effort to address some of the challenges that have begun to emerge since its initial release.