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January 2015—The growing demand for products that are “good enough” and competitively priced has pushed medical-product manufacturers to develop strategies to attract and retain this new segment of customers.more
January 2015—Device manufacturers experiencing declining growth or narrowing margins may need to reevaluate their commercial models.more
December 2014—Biopharmaceuticals could become the core of the pharmaceutical industry, but not without significant transformation in the laboratory and in strategy, technology, and operations.more
November 2014—Pharmaceutical and medical-device companies have been slow to adopt digitization. Here are five reasons they should get moving.
September 2014—Successful large, transformative deals are rare in medical devices. With further consolidation ahead, future acquirers need to reconsider their approach in the context of a programmatic M&A strategy.more
September 2014—A decade of restructuring and transformation efforts has taken a toll on organizational health.more
October 2014—How does a global company take advantage of digital technology? Johnson & Johnson’s vice president of digital strategy, Gail Horwood, explains.more
September 2014—What’s the value of bringing a drug to market first? In some cases, it may be less than you think.more
July 2014—Insights from our international survey can help healthcare organizations plan their next moves in the journey toward full digitization.more
June 2014—Many companies target the world’s emerging middle-class consumers. Fewer mirror nonprofit D-Rev, which aims to improve the health and lives of people living on less than $4 a day.more
March 2014—About two-thirds of drug launches don’t meet expectations. Improving that record requires pharmaceutical companies to recognize the world has changed and adjust their marketing accordingly.more
The material on this page draws on the research and experience of McKinsey consultants and other sources. To learn more about our expertise, please visit the Pharmaceuticals & Medical Products Practice.
The creation of knowledge supports McKinsey’s core mission: helping our clients achieve distinctive, lasting, and substantial performance improvements. We publish our insights and those of external experts to help advance the practice of management and provide leaders with facts on which to base business and policy decisions. Views expressed by third-party authors are theirs alone.