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AccHea
CHALLENG
Highlights
hostedbyt
AUGUST
2024
Tableofcontents
Participants
Introduction
Wherehave
Howdowem
Whatarethe
equityinitia
Continuedco
AbouttheIn
REFERENCINGTHISRE
Pleaseusethisformat
Source:IQVIAInstitutef
Availablefromwww.iqvi
©2024IQVIAanditsaffilia
transmittedinanyformo
expresswrittenconsento
AcceleratingHealthEquity:ChallengesandOpportunities
Participantandmoderators
SÉRGIOALVES,MBA
AstraZeneca
CLEONRICE,MBA
Genentech
BINTABEARD,D.SC.,MS
Novartis
XAVIORROBINSON,MHSA
Merck
PATRICIADOYKOS,PH.D.
BristolMyersSquibb
JAYG.RONQUILLO,MD,MPH,MMSc,
MEng
Pfizer
MAUREENDOYLE-SCHARFF,PH.D.
Pfizer
DEBBIESMITH,PH.D.
UCB
IVYKAM,PHARMD
Regeneron
JUDITHTHOMPSON,PHARMD,MPH,
CPHQ
UCB
SHELINARAMNARINE,PH.D.
Johnson&Johnson
Moderators
MURRAYAITKEN
ExecutiveDirector,
IQVIAInstituteforHuman
DataScience
Murray.Aitken@IQVIAI
ELIZASILVESTER
SeniorPrincipal,
EnterpriseTransformationStrategy,
IQVIA
Eliza.Silvester@
|1
Introduction
Achievinghealthequityisanimportantpriorityfor
thehealthcareecosystem,especiallythelifesciences
Wherehaveweachieved
successtowardhealthequity
andhow?
industry.Theindustryhasmadedeclarationsabout
itscommitmenttoaddressdisparitiesinR&D,clinical
development,andaccesstocare,andmanyorganizations
Thehealthequitylandscapeisever-evolving,withtwo
majorinflectionpointssince2020:
haveestablisheddedicatedteamsandfunctionsto
advancehealthequity;however,achievinghealthequity
iscomplexandchallenging,andthereisuncertainty
abouthowtomeasureanddeliversustainedprogressin
arapidlyevolvingfield.
•Aspotlightonthehealthequitylandscape:
ThepandemicandthemurderofGeorgeFloydin
2020becameinflectionpointsforawide-ranging
movementtoaddresshealthdisparitiesand
inequitiesforvulnerableandill-servedpopulations.
Toaddressthechallengesandopportunitiesaround
Manyorganizationsandcompaniesembarkedona
healthequity,theIQVIAInstituteconvenedalifesciences
journeytoaddresstheissuesthroughcommitments
industryroundtableonApril18,2024.
anddeclarations,andmanyinvestedresourcesin
Theroundtablefocusedonthreeimportantquestions:
programsandpeople,includingthecreationofDEI
offices,teams,andfunctions.Successeshavebeen
•Wherehavewebeenabletoachievesuccesstoward
healthequity,andwhy?
achieved,buttherehavebeenchallengescreating
asustainableshifttowardhealthequity,both
amongintra-companyandexternalstakeholders.
•HowdowemeasuretheimpactandROIofhealth
Furthermore,therehasbeenashortageofevidence
equityinvestments?
oftheimpactoftheefforts.
•Whatarethegreatestchallenges,eitherinternalor
•BacklashagainstDEIandESG:Inthemorerecent
external,toadvancinghealthequityinitiativesandto
period,anewinflectionpointappearstohaveemerged
addressingthesechallenges?
withagrowingbacklashtowardDEI(diversity,equity
Thefollowingsummaryprovideshighlightsfromthe
discussion.
andinclusion)andESG(environment,socialand
governance)broadlyatuniversities,ingovernments
andincorporationsaswell,inpartdrivenbythe
Thisroundtablewasconvenedasapublicservice
SupremeCourtdecisionregardingaffirmativeaction.
withoutexternalfundingandintendedtostimulate
discussionandacceleratehealthequity.
“TheinflectionpointwastheCOVID-19pandemicandahandfulofother
thingsthatbroughtthewholeideaofhealthequityandhealthdisparities
totheforefront.”
2|AcceleratingHealthEquity:ChallengesandOpportunities
Despitebroadindustryconsensusaboutthedeep
Butactioninghealthequitycanbedifficult:
structuralhealthinequitiesinsociety,manyleadersof
healthequityfunctionswithinthelifesciencesindustry
arenowfacedwithchallengestoadvancehealth
equity—bothinternallyandexternally.Therehave
beengrowingquestionsaboutthecommercialvalue
ofinvestmentsinDEIandrequestsfordemonstration
ofevidenceofthepositiveimpactontheaffectedill-
servedpopulations.
•Fragmentationlimitssynergy:Manycurrenthealth
equityactivitiesarefragmented,andmanytimesthe
lefthanddoesnotknowwhattherighthandisdoing.
DEIleadershavefrequentlybeensuccessfulinbuilding
synergybyconnectingseparatedepartmentsthatare
strivingtowardthesameoutcomestoimprovethe
collectiveeffortsindiversity,inclusivityinresearch,
andaccesstomedicines.
Internally,thecallforhealthequityhasbeenheard:
•DedicatedDEIfunctionswithend-to-endoversight:
Theestablishmentoffull-timededicatedDEI
leadershippositionsandteamshasbeenacritical
“Alotoftimesthelefthand
prerequisiteforadvancinghealthequitypractices
withinlifesciencescompanies.Theabilityofthese
leaderstoworkacrosstheenterprisehasbeen
importanttostimulateend-to-endhealthequity
effortscross-functionally.
doesn’tknowwhattherighthand
isdoing.Onepartoftheorganization
couldbepartneringwitha
•Employeeresourcegroupsareimportantdrivers:
Theemployeeresourceteamsrepresentingthe
diversegroupsthatidentifywithmarginalizedminority
populationshavebeenpositivedriversofchange.
historicallyBlackmedicalschoolon
oneinitiative,maybeingenomic
researchdiversity.Andthenclinical
Whilethecompanies’ownemployeeslikelyarenot
experiencingthesamehardshipsastheexternal
marginalizedcommunities,theyarenevertheless
researchisgoingintothesame
school,notrealizingthatgenomic
importantconduitstounderstandthespecificneeds
ofthesecommunitiesastheycanassesswhether
programsandinterventionsresonate.
researchisalreadyintheretalking
aboutsomethingsimilar.”
“Engagingouremployeeresourcegroupsishelpingusthinkthroughour
healthequityandsciencediversitystrategiesandapproaches.”
|3
AccHea
CHALLENG
Highlights
hostedbyt
AUGUST
2024
Tableofcontents
Participants
Introduction
Wherehave
Howdowem
Whatarethe
equityinitia
Continuedco
AbouttheIn
REFERENCINGTHISRE
Pleaseusethisformat
Source:IQVIAInstitutef
Availablefromwww.iqvi
©2024IQVIAanditsaffilia
transmittedinanyformo
expresswrittenconsento
AcceleratingHealthEquity:ChallengesandOpportunities
Participantandmoderators
SÉRGIOALVES,MBA
AstraZeneca
CLEONRICE,MBA
Genentech
BINTABEARD,D.SC.,MS
Novartis
XAVIORROBINSON,MHSA
Merck
PATRICIADOYKOS,PH.D.
BristolMyersSquibb
JAYG.RONQUILLO,MD,MPH,MMSc,
MEng
Pfizer
MAUREENDOYLE-SCHARFF,PH.D.
Pfizer
DEBBIESMITH,PH.D.
UCB
IVYKAM,PHARMD
Regeneron
JUDITHTHOMPSON,PHARMD,MPH,
CPHQ
UCB
SHELINARAMNARINE,PH.D.
Johnson&Johnson
Moderators
MURRAYAITKEN
ExecutiveDirector,
IQVIAInstituteforHuman
DataScience
Murray.Aitken@IQVIAI
ELIZASILVESTER
SeniorPrincipal,
EnterpriseTransformationStrategy,
IQVIA
Eliza.Silvester@
|1
Introduction
Achievinghealthequityisanimportantpriorityfor
thehealthcareecosystem,especiallythelifesciences
Wherehaveweachieved
successtowardhealthequity
andhow?
industry.Theindustryhasmadedeclarationsabout
itscommitmenttoaddressdisparitiesinR&D,clinical
development,andaccesstocare,andmanyorganizations
Thehealthequitylandscapeisever-evolving,withtwo
majorinflectionpointssince2020:
haveestablisheddedicatedteamsandfunctionsto
advancehealthequity;however,achievinghealthequity
iscomplexandchallenging,andthereisuncertainty
abouthowtomeasureanddeliversustainedprogressin
arapidlyevolvingfield.
•Aspotlightonthehealthequitylandscape:
ThepandemicandthemurderofGeorgeFloydin
2020becameinflectionpointsforawide-ranging
movementtoaddresshealthdisparitiesand
inequitiesforvulnerableandill-servedpopulations.
Toaddressthechallengesandopportunitiesaround
Manyorganizationsandcompaniesembarkedona
healthequity,theIQVIAInstituteconvenedalifesciences
journeytoaddresstheissuesthroughcommitments
industryroundtableonApril18,2024.
anddeclarations,andmanyinvestedresourcesin
Theroundtablefocusedonthreeimportantquestions:
programsandpeople,includingthecreationofDEI
offices,teams,andfunctions.Successeshavebeen
•Wherehavewebeenabletoachievesuccesstoward
healthequity,andwhy?
achieved,buttherehavebeenchallengescreating
asustainableshifttowardhealthequity,both
amongintra-companyandexternalstakeholders.
•HowdowemeasuretheimpactandROIofhealth
Furthermore,therehasbeenashortageofevidence
equityinvestments?
oftheimpactoftheefforts.
•Whatarethegreatestchallenges,eitherinternalor
•BacklashagainstDEIandESG:Inthemorerecent
external,toadvancinghealthequityinitiativesandto
period,anewinflectionpointappearstohaveemerged
addressingthesechallenges?
withagrowingbacklashtowardDEI(diversity,equity
Thefollowingsummaryprovideshighlightsfromthe
discussion.
andinclusion)andESG(environment,socialand
governance)broadlyatuniversities,ingovernments
andincorporationsaswell,inpartdrivenbythe
Thisroundtablewasconvenedasapublicservice
SupremeCourtdecisionregardingaffirmativeaction.
withoutexternalfundingandintendedtostimulate
discussionandacceleratehealthequity.
“TheinflectionpointwastheCOVID-19pandemicandahandfulofother
thingsthatbroughtthewholeideaofhealthequityandhealthdisparities
totheforefront.”
2|AcceleratingHealthEquity:ChallengesandOpportunities
Despitebroadindustryconsensusaboutthedeep
Butactioninghealthequitycanbedifficult:
structuralhealthinequitiesinsociety,manyleadersof
healthequityfunctionswithinthelifesciencesindustry
arenowfacedwithchallengestoadvancehealth
equity—bothinternallyandexternally.Therehave
beengrowingquestionsaboutthecommercialvalue
ofinvestmentsinDEIandrequestsfordemonstration
ofevidenceofthepositiveimpactontheaffectedill-
servedpopulations.
•Fragmentationlimitssynergy:Manycurrenthealth
equityactivitiesarefragmented,andmanytimesthe
lefthanddoesnotknowwhattherighthandisdoing.
DEIleadershavefrequentlybeensuccessfulinbuilding
synergybyconnectingseparatedepartmentsthatare
strivingtowardthesameoutcomestoimprovethe
collectiveeffortsindiversity,inclusivityinresearch,
andaccesstomedicines.
Internally,thecallforhealthequityhasbeenheard:
•DedicatedDEIfunctionswithend-to-endoversight:
Theestablishmentoffull-timededicatedDEI
leadershippositionsandteamshasbeenacritical
“Alotoftimesthelefthand
prerequisiteforadvancinghealthequitypractices
withinlifesciencescompanies.Theabilityofthese
leaderstoworkacrosstheenterprisehasbeen
importanttostimulateend-to-endhealthequity
effortscross-functionally.
doesn’tknowwhattherighthand
isdoing.Onepartoftheorganization
couldbepartneringwitha
•Employeeresourcegroupsareimportantdrivers:
Theemployeeresourceteamsrepresentingthe
diversegroupsthatidentifywithmarginalizedminority
populationshavebeenpositivedriversofchange.
historicallyBlackmedicalschoolon
oneinitiative,maybeingenomic
researchdiversity.Andthenclinical
Whilethecompanies’ownemployeeslikelyarenot
experiencingthesamehardshipsastheexternal
marginalizedcommunities,theyarenevertheless
researchisgoingintothesame
school,notrealizingthatgenomic
importantconduitstounderstandthespecificneeds
ofthesecommunitiesastheycanassesswhether
programsandinterventionsresonate.
researchisalreadyintheretalking
aboutsomethingsimilar.”
“Engagingouremployeeresourcegroupsishelpingusthinkthroughour
healthequityandsciencediversitystrategiesandapproaches.”
|3
AccHea
CHALLENG
Highlights
hostedbyt
AUGUST
2024
Tableofcontents
Participants
Introduction
Wherehave
Howdowem
Whatarethe
equityinitia
Continuedco
AbouttheIn
REFERENCINGTHISRE
Pleaseusethisformat
Source:IQVIAInstitutef
Availablefromwww.iqvi
©2024IQVIAanditsaffilia
transmittedinanyformo
expresswrittenconsento
AcceleratingHealthEquity:ChallengesandOpportunities
Participantandmoderators
SÉRGIOALVES,MBA
AstraZeneca
CLEONRICE,MBA
Genentech
BINTABEARD,D.SC.,MS
Novartis
XAVIORROBINSON,MHSA
Merck
PATRICIADOYKOS,PH.D.
BristolMyersSquibb
JAYG.RONQUILLO,MD,MPH,MMSc,
MEng
Pfizer
MAUREENDOYLE-SCHARFF,PH.D.
Pfizer
DEBBIESMITH,PH.D.
UCB
IVYKAM,PHARMD
Regeneron
JUDITHTHOMPSON,PHARMD,MPH,
CPHQ
UCB
SHELINARAMNARINE,PH.D.
Johnson&Johnson
Moderators
MURRAYAITKEN
ExecutiveDirector,
IQVIAInstituteforHuman
DataScience
Murray.Aitken@IQVIAI
ELIZASILVESTER
SeniorPrincipal,
EnterpriseTransformationStrategy,
IQVIA
Eliza.Silvester@
|1
Introduction
Achievinghealthequityisanimportantpriorityfor
thehealthcareecosystem,especiallythelifesciences
Wherehaveweachieved
successtowardhealthequity
andhow?
industry.Theindustryhasmadedeclarationsabout
itscommitmenttoaddressdisparitiesinR&D,clinical
development,andaccesstocare,andmanyorganizations
Thehealthequitylandscapeisever-evolving,withtwo
majorinflectionpointssince2020:
haveestablisheddedicatedteamsandfunctionsto
advancehealthequity;however,achievinghealthequity
iscomplexandchallenging,andthereisuncertainty
abouthowtomeasureanddeliversustainedprogressin
arapidlyevolvingfield.
•Aspotlightonthehealthequitylandscape:
ThepandemicandthemurderofGeorgeFloydin
2020becameinflectionpointsforawide-ranging
movementtoaddresshealthdisparitiesand
inequitiesforvulnerableandill-servedpopulations.
Toaddressthechallengesandopportunitiesaround
Manyorganizationsandcompaniesembarkedona
healthequity,theIQVIAInstituteconvenedalifesciences
journeytoaddresstheissuesthroughcommitments
industryroundtableonApril18,2024.
anddeclarations,andmanyinvestedresourcesin
Theroundtablefocusedonthreeimportantquestions:
programsandpeople,includingthecreationofDEI
offices,teams,andfunctions.Successeshavebeen
•Wherehavewebeenabletoachievesuccesstoward
healthequity,andwhy?
achieved,buttherehavebeenchallengescreating
asustainableshifttowardhealthequity,both
amongintra-companyandexternalstakeholders.
•HowdowemeasuretheimpactandROIofhealth
Furthermore,therehasbeenashortageofevidence
equityinvestments?
oftheimpactoftheefforts.
•Whatarethegreatestchallenges,eitherinternalor
•BacklashagainstDEIandESG:Inthemorerecent
external,toadvancinghealthequityinitiativesandto
period,anewinflectionpointappearstohaveemerged
addressingthesechallenges?
withagrowingbacklashtowardDEI(diversity,equity
Thefollowingsummaryprovideshighlightsfromthe
discussion.
andinclusion)andESG(environment,socialand
governance)broadlyatuniversities,ingovernments
andincorporationsaswell,inpartdrivenbythe
Thisroundtablewasconvenedasapublicservice
SupremeCourtdecisionregardingaffirmativeaction.
withoutexternalfundingandintendedtostimulate
discussionandacceleratehealthequity.
“TheinflectionpointwastheCOVID-19pandemicandahandfulofother
thingsthatbroughtthewholeideaofhealthequityandhealthdisparities
totheforefront.”
2|AcceleratingHealthEquity:ChallengesandOpportunities
Despitebroadindustryconsensusaboutthedeep
Butactioninghealthequitycanbedifficult:
structuralhealthinequitiesinsociety,manyleadersof
healthequityfunctionswithinthelifesciencesindustry
arenowfacedwithchallengestoadvancehealth
equity—bothinternallyandexternally.Therehave
beengrowingquestionsaboutthecommercialvalue
ofinvestmentsinDEIandrequestsfordemonstration
ofevidenceofthepositiveimpactontheaffectedill-
servedpopulations.
•Fragmentationlimitssynergy:Manycurrenthealth
equityactivitiesarefragmented,andmanytimesthe
lefthanddoesnotknowwhattherighthandisdoing.
DEIleadershavefrequentlybeensuccessfulinbuilding
synergybyconnectingseparatedepartmentsthatare
strivingtowardthesameoutcomestoimprovethe
collectiveeffortsindiversity,inclusivityinresearch,
andaccesstomedicines.
Internally,thecallforhealthequityhasbeenheard:
•DedicatedDEIfunctionswithend-to-endoversight:
Theestablishmentoffull-timededicatedDEI
leadershippositionsandteamshasbeenacritical
“Alotoftimesthelefthand
prerequisiteforadvancinghealthequitypractices
withinlifesciencescompanies.Theabilityofthese
leaderstoworkacrosstheenterprisehasbeen
importanttostimulateend-to-endhealthequity
effortscross-functionally.
doesn’tknowwhattherighthand
isdoing.Onepartoftheorganization
couldbepartneringwitha
•Employeeresourcegroupsareimportantdrivers:
Theemployeeresourceteamsrepresentingthe
diversegroupsthatidentifywithmarginalizedminority
populationshavebeenpositivedriversofchange.
historicallyBlackmedicalschoolon
oneinitiative,maybeingenomic
researchdiversity.Andthenclinical
Whilethecompanies’ownemployeeslikelyarenot
experiencingthesamehardshipsastheexternal
marginalizedcommunities,theyarenevertheless
researchisgoingintothesame
school,notrealizingthatgenomic
importantconduitstounderstandthespecificneeds
ofthesecommunitiesastheycanassesswhether
programsandinterventionsresonate.
researchisalreadyintheretalking
aboutsomethingsimilar.”
“Engagingouremployeeresourcegroupsishelpingusthinkthroughour
healthequityandsciencediversitystrategiesandapproaches.”
|3
AccHea
CHALLENG
Highlights
hostedbyt
AUGUST
2024
Tableofcontents
Participants
Introduction
Wherehave
Howdowem
Whatarethe
equityinitia
Continuedco
AbouttheIn
REFERENCINGTHISRE
Pleaseusethisformat
Source:IQVIAInstitutef
Availablefromwww.iqvi
©2024IQVIAanditsaffilia
transmittedinanyformo
expresswrittenconsento
AcceleratingHealthEquity:ChallengesandOpportunities
Participantandmoderators
SÉRGIOALVES,MBA
AstraZeneca
CLEONRICE,MBA
Genentech
BINTABEARD,D.SC.,MS
Novartis
XAVIORROBINSON,MHSA
Merck
PATRICIADOYKOS,PH.D.
BristolMyersSquibb
JAYG.RONQUILLO,MD,MPH,MMSc,
MEng
Pfizer
MAUREENDOYLE-SCHARFF,PH.D.
Pfizer
DEBBIESMITH,PH.D.
UCB
IVYKAM,PHARMD
Regeneron
JUDITHTHOMPSON,PHARMD,MPH,
CPHQ
UCB
SHELINARAMNARINE,PH.D.
Johnson&Johnson
Moderators
MURRAYAITKEN
ExecutiveDirector,
IQVIAInstituteforHuman
DataScience
Murray.Aitken@IQVIAI
ELIZASILVESTER
SeniorPrincipal,
EnterpriseTransformationStrategy,
IQVIA
Eliza.Silvester@
|1
Introduction
Achievinghealthequityisanimportantpriorityfor
thehealthcareecosystem,especiallythelifesciences
Wherehaveweachieved
successtowardhealthequity
andhow?
industry.Theindustryhasmadedeclarationsabout
itscommitmenttoaddressdisparitiesinR&D,clinical
development,andaccesstocare,andmanyorganizations
Thehealthequitylandscapeisever-evolving,withtwo
majorinflectionpointssince2020:
haveestablisheddedicatedteamsandfunctionsto
advancehealthequity;however,achievinghealthequity
iscomplexandchallenging,andthereisuncertainty
abouthowtomeasureanddeliversustainedprogressin
arapidlyevolvingfield.
•Aspotlightonthehealthequitylandscape:
ThepandemicandthemurderofGeorgeFloydin
2020becameinflectionpointsforawide-ranging
movementtoaddresshealthdisparitiesand
inequitiesforvulnerableandill-servedpopulations.
Toaddressthechallengesandopportunitiesaround
Manyorganizationsandcompaniesembarkedona
healthequity,theIQVIAInstituteconvenedalifesciences
journeytoaddresstheissuesthroughcommitments
industryroundtableonApril18,2024.
anddeclarations,andmanyinvestedresourcesin
Theroundtablefocusedonthreeimportantquestions:
programsandpeople,includingthecreationofDEI
offices,teams,andfunctions.Successeshavebeen
•Wherehavewebeenabletoachievesuccesstoward
healthequity,andwhy?
achieved,buttherehavebeenchallengescreating
asustainableshifttowardhealthequity,both
amongintra-companyandexternalstakeholders.
•HowdowemeasuretheimpactandROIofhealth
Furthermore,therehasbeenashortageofevidence
equityinvestments?
oftheimpactoftheefforts.
•Whatarethegreatestchallenges,eitherinternalor
•BacklashagainstDEIandESG:Inthemorerecent
external,toadvancinghealthequityinitiativesandto
period,anewinflectionpointappearstohaveemerged
addressingthesechallenges?
withagrowingbacklashtowardDEI(diversity,equity
Thefollowingsummaryprovideshighlightsfromthe
discussion.
andinclusion)andESG(environment,socialand
governance)broadlyatuniversities,ingovernments
andincorporationsaswell,inpartdrivenbythe
Thisroundtablewasconvenedasapublicservice
SupremeCourtdecisionregardingaffirmativeaction.
withoutexternalfundingandintendedtostimulate
discussionandacceleratehealthequity.
“TheinflectionpointwastheCOVID-19pandemicandahandfulofother
thingsthatbroughtthewholeideaofhealthequityandhealthdisparities
totheforefront.”
2|AcceleratingHealthEquity:ChallengesandOpportunities
Despitebroadindustryconsensusaboutthedeep
Butactioninghealthequitycanbedifficult:
structuralhealthinequitiesinsociety,manyleadersof
healthequityfunctionswithinthelifesciencesindustry
arenowfacedwithchallengestoadvancehealth
equity—bothinternallyandexternally.Therehave
beengrowingquestionsaboutthecommercialvalue
ofinvestmentsinDEIandrequestsfordemonstration
ofevidenceofthepositiveimpactontheaffectedill-
servedpopulations.
•Fragmentationlimitssynergy:Manycurrenthealth
equityactivitiesarefragmented,andmanytimesthe
lefthanddoesnotknowwhattherighthandisdoing.
DEIleadershavefrequentlybeensuccessfulinbuilding
synergybyconnectingseparatedepartmentsthatare
strivingtowardthesameoutcomestoimprovethe
collectiveeffortsindiversity,inclusivityinresearch,
andaccesstomedicines.
Internally,thecallforhealthequityhasbeenheard:
•DedicatedDEIfunctionswithend-to-endoversight:
Theestablishmentoffull-timededicatedDEI
leadershippositionsandteamshasbeenacritical
“Alotoftimesthelefthand
prerequisiteforadvancinghealthequitypractices
withinlifesciencescompanies.Theabilityofthese
leaderstoworkacrosstheenterprisehasbeen
importanttostimulateend-to-endhealthequity
effortscross-functionally.
doesn’tknowwhattherighthand
isdoing.Onepartoftheorganization
couldbepartneringwitha
•Employeeresourcegroupsareimportantdrivers:
Theemployeeresourceteamsrepresentingthe
diversegroupsthatidentifywithmarginalizedminority
populationshavebeenpositivedriversofchange.
historicallyBlackmedicalschoolon
oneinitiative,maybeingenomic
researchdiversity.Andthenclinical
Whilethecompanies’ownemployeeslikelyarenot
experiencingthesamehardshipsastheexternal
marginalizedcommunities,theyarenevertheless
researchisgoingintothesame
school,notrealizingthatgenomic
importantconduitstounderstandthespecificneeds
ofthesecommunitiesastheycanassesswhether
programsandinterventionsresonate.
researchisalreadyintheretalking
aboutsomethingsimilar.”
“Engagingouremployeeresourcegroupsishelpingusthinkthroughour
healthequityandsciencediversitystrategiesandapproaches.”
|3
•Settingindustrystandardsforbrandhealthequity•Quantifyingtheimpactofbuildingnew
performance:Becauseallcompaniesarefacingthepartnerships:Oneofthechallengesistoengagewith
samechallenges,theremaybeopportunitiesforneworganizationsthatthecompanyhasnotworked
creatingcommercialstandardsforbrandperformancewithbefore,butthatareclosertothecommunitiesthe
similartoindustrystandardsfordiversityinclinicalcompanyistryingtoserve.
trials.Theparticipantsintheroundtableagreedthatindustrystandardscouldbehelpful,forexamplethroughaformofbenchmarkingbasedonagreedKPIs
thatdoesnotdiscloseconfidentialcommercialdetails.
KPIscouldincludesuchmeasuresastimetotreatment,
“Howdoyoushowrealimpact?
numberofpeoplescreened,andimprovementinhealth
systemperformance.
Impactinvolvescapacityand
infrastructuredevelopmentfor
“Wehaveindustrystandardsf
diversityinclinicaltrialsonth
side.Butwhatarethemetrics
determiningwhetherweachie
betteroutcomesforpatients,
particularpatientsthatfaceb
tocare?Howdoweshowthat
reallycanmovetheneedlein
brandperformance?”
6|AcceleratingHealthEquity:ChallengesandOppo
Whatarethegreatest
challenges,eitherinternalor
external,toadvancinghealth
equityinitiativesand
toaddressingthese?
Internally,challengeslieinenterprise-wideagreement
onhowtoproceed:
“Itisimportanttounderstandthe
untappedgrowthopportunities
throughactiononsocialdeterminants
ofhealth.Ifyoulookattheentiretyof
theHispanicandLatinopopulationin
•Gettingthebusinesstounderstand:
theUnitedStates,theeconomicpower
Participantsagreedoneofthebiggestchallengesisto
getinternalbusinessstakeholderstounderstand“the
why”behindengagingcommunitiesofcolorinhealth
ofthatgroupisbasicallythefifth
mosteconomicallypowerfulcountry
equity-relatedinvestments.Seniorleadershipinsome
organizationsalsohesitatetomakethenecessary
investments.Thereappearstobeazero-summindset
wherethereistrade-offbetweeninvestmentsinhealth
equityversusinvestmentsinthebusiness.Thereisa
intheworld.So,there’sasignificant
opportunitytheretoengageinall
sortsofactivitiesthatwillallowfor
needforabetterunderstandingofhowhealthequity
canhelpadvancebusinessoutcomes.Forexample,
becauseabouthalfofallBlackindividualsintheU.S.
productloyaltyandhealthimpact.”
havecommercialhealthinsurance,thereisapotential
upsideinexpandingaccesswithinthiscommunityto
Butthereareseveralpromisingstrategicopportunities:
severaldiseasetreatments.
•Makingthecasewithdata:Therearepositive
experiencesusinginsightsanddatatod
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