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Generation Now – Round Table Event

When we started our journey into Generation Now I had no idea how much interest it would generate and how it would develop a life all of its own. Generation Now puts the millennial healthcare professional under the spotlight and never more so than at our most recent event – a round table meeting of key millennial healthcare professionals, at the Royal Society of Medicine.

We were delighted to be joined by some of the industry’s top healthcare entrepreneurs and millennials. Between them Dr Shafi Ahmed, Dr Stephanie Eltz and Dr Matt Jameson Evans represent some of the most innovative faces of healthcare in the twenty-first century. Dr Ahmed, consultant general and colorectal surgeon, is a leader in the use and development of augmented reality in clinical practice in areas such as sharing the latest surgical techniques through live streaming oncology operations[i]; Dr Eltz is a trauma and orthopaedic registrar and founder of Doctify – a platform-neutral online patient-doctor interface and Dr Jameson Evans, previously an orthopaedic surgeon, is the co-founder and chief medical officer of HealthUnlocked – an online community that is gaining a reputation for being the LinkedIn for patients with chronic conditions. We also had key leaders from the pharmaceutical industry and the ABPI.

The round table discussion was lively – as you’d expect with such big personalities in the room. Entrepreneurs by nature are generally outgoing and yes sometimes outspoken – but then the point of the evening was to try and discover what the millennial generation could expect from healthcare, and what we could all be doing to help it get there.

Big data came up and, not unexpectedly, but maybe not quite fairly, the NHS’s apparent struggle to cope with it. Perhaps the recent involvement in healthcare of big data big guns such as Google and Facebook can help it find its place in healthcare. ‘Wearables’ were also seen as one of the next big things. Continuous blood glucose monitors are already ‘a thing’ but imagine the possibilities for 24/7 monitoring of health predictors and the benefits that this could bring to people with other chronic conditions. And where do I even begin with the possibilities that virtual and augmented reality could bring?

We may all be used to viewing healthcare as an immovable object, but everyone in the room was in agreement that much of the technology, either under development or already available to support the millennial HCP, will disrupt this status quo. As an industry we have so much to offer the millennial HCP and help them become positive disruptors, that can take new technology into healthcare for the benefit of all of us. One thing is clear – the future is most definitely coming, and with it huge steps in our understanding of patients, diseases and treatment.

While there were far too many great points made throughout the course of this event to talk about here, there are a few key things that really stuck in my mind. It’s clear that we all need to increase collaboration to encourage the uptake of these innovative technologies.  We need to stop thinking we have to maintain the status quo – our entrepreneurial HCPs are delivering some amazing new approaches and, if we really embrace them, they have the potential to add enormous value to the way our healthcare system works. Probably the most important point though, was that while innovation should be welcomed, we must remember not to leave people behind. After all it is the millennial healthcare professionals and millennial patients that make our health service what it is; and what it will become.

Thank you to everyone who made this such an exciting and insightful debate.

Participants involved include:
Dr Shafi Ahmed, Consultant and Surgeon, and Co-founder of Medical Realities
Dr Stephanie Eltz, Founder of Doctify
David Hunt, CEO Havas Lynx
Dr Matt Jameson Evans, Co-founder and Chief Medical Officer of HealthUnlocked
Dr Rebecca Lumsden, Head of Science Policy, ABPI
John McCarthy, Vice President, Global Commercial Excellence, AstraZeneca
Dr Claire Novorol, Founder and Chief Medical Officer of Ada, Founder and Chairman of Doctorpreneurs
Sarah Price, Senior Planner, Havas Lynx
Hiba Saleem, Partnerships Director of Doctorpreneurs and CO-founder of Medtech Student Network
Dominic Tyer, Editorial Director, PMGroup and Chair

The Generation Now Round Table event will be featured in the November edition of PME, available online from 8th November 2016.

[i] http://www.wired.co.uk/article/wired-health-virtual-reality-surgery-shafi-ahmed

 

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The future is bright

We believe that the future is bright, that health will improve and that progressive pharma will be successful. Led by emerging science, amplified by technology and powered by engaged patients.

The scale and impact of progress, will be at the discretion of a new breed of physician, the millennial HCP (mHCP). Digitally native, their number increases year-on-year.

Of course, they exhibit many of the traits of their predecessors; knowledge, empathy, ambition. We’re comfortable with the healthcare professional in them. But what about this other side – the millennial? What does it mean when your homework group included Google and Wikipedia? When you spent 14 months of your medical education online? And when you haven’t written by hand for more than a month?

Millennials are visual. They choose SnapChat, YouTube and Instagram. 72% of them use emojis to communicate their emotions – no language has ever grown more quickly.

Millennials are visual
Millennials are visual

Millennials embrace progress. 95% make positive associations with the word ‘change’. Their digital tools of choice are in a constant state of beta, as they look to optimise their digital being.

Millennials demand more. They believe big business should take as much responsibility as the government. And, as illustrated by the UK Government and Junior Doctor dispute, they believe in collective power.

It would be wrong to define this generation by their birth certificates, and to suggest that this population only includes those born after 1980. Instead, it is a generation that was forged in the last two decades as its members immersed themselves in a new world. Their habits and personalities have evolved with the technology around them. Put simply, they are digital.

In this world, insight, creativity and design are more important than ever. CREATIVE agencies have a critical role to play, aiding and supporting mHCPs to leverage the science and technology at their disposal.

Scientific knowledge has been, and always will be, the critical capability of physicians. The shift, is in their expertise and confidence with technology. And our opportunity is to recognise these new skills, supporting mHCPs in improving outcomes.

Capabilities
Capabilities

Much of the industry boasts an exciting pipeline of products. As we look to build these brands and partner with healthcare professionals, let’s not forget the millennial within them 😉

To find out more about the impact of the millennial generation on healthcare, sign up for the new white paper, podcast, and YouTube series from Havas Lynx at www.m-hcp.com

References
The Henry J. Kaiser Family Foundation. State Health Facts 2015. http://kaiserf.am/1VfEncN (Accessed May 2016)
Ofcom. Media Use and Attitudes Report 2015 http://bit.ly/1E3fFyO (Accessed May 2016)
Docmail. The death of handwriting. 2012 http://bit.ly/1srFRoG (Accessed May 2016)
Bangor University & Talk Talk Mobile. Linguistics Research. 2015. http://bit.ly/1HseRrW (Accessed May 2016)
Pepsi Optimism Project. 2008. http://bit.ly/1R6meY1 (Accessed May 2016)

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The story of Havas Lynx

This week officially marks the 30th year for Havas Lynx, so in the spirit of all things Lynx, we’re taking this opportunity to revisit the archives to see how we’ve gone from a team of two to become a powerful global healthcare communications agency with offices in Manchester, London and New York.

1986 – 1999

When we opened our doors as Creative Link, our aim was to work with clients who could bring about ‘positive social change’. Before three years were up, we’d won our first Pharmaceutical Marketing Award for our work with Rheumox, marking the beginning of our successful path in pharmaceuticals. The win was followed by a challenging pitch for Aricept, the first Alzheimer’s disease treatment. For patients and carers, this was the first glimpse of hope and the potential of a better outcome. Winning the pitch, we launched what became the world’s gold-standard treatment for Alzheimer’s disease.

During the ‘90s, we also worked for our home city, branding and launching Manchester Arena; acting as sole creative agency for Manchester’s 2002 Commonwealth Games bid and designing the book: ‘Manchester – A Celebration’, part of the 1996 Olympic bid.

Remaining committed to our city, when the IRA bomb struck in 1996; the British Government and Manchester City Council enlisted us (now named Creative Lynx) to create the briefing package for the rebuilding and re-planning of Manchester city centre. We launched the package worldwide and Manchester came back, alive and kicking.

2000 – 2008

Whilst the ‘80s and ‘90s were time to build our business and reputation, the ‘00s were definitely time to build the team. We recruited four future directors and gained one of our biggest and longest-term clients who would contribute to the new shape of the agency; at the forefront of pharma.

In 2008, we found our new home in Princess Street; our founder, Stuart Wilson, stood down after 22 years at the helm, and the Senior Leadership Team as you know it today, stepped up. The year after, we were appointed to the London 2012 Olympic design and artwork rosters, the only Northwest agency from 13,000 others.

2009 – 2016

The last seven years have been some of the most instrumental in Lynx’s development and in 2012, we merged with Havas Worldwide and opened up our first offices in New York and London; our new name, Havas Lynx.

Externally, our work has had a profound impact on patients, healthcare professionals and the wider industry. Highlights include, our award winning work for JHI which has been clinically proven to reduce hospital referral by 58%. Our EGFR disease awareness campaign, which shaped national guidelines, and ensured patients received the correct medication at the correct time. And a series of industry firsts, from our pioneering CLM iPad eDetail Aid in China, to our breakthrough work in social media, and our globally recognised smart phone apps.

Internally, our focus has remained on building and retaining our culture #LYNXLife. As we continue to grow, it is our people that are key to our success. We significantly invest in our team to ensure they are equipped with all the tools they need to deliver exceptional scientific, strategic, creative, and innovative campaigns that truly make a difference. In 2014, we launched the unparalleled #LXAcademy, an internal training programme, to share knowledge, provide inspiration and develop our next generation of talented leaders. We also transferred our motto of #helpfulchange outside of healthcare by supporting the charity Born To Thrive. Rising over £30,000 for the charity and helping to send 43 children to school, and build three new classrooms to enable the children to finish their primary education.

All of this activity has seen us win many awards (totalling 72 so far) including one of our greatest accolades yet, Havas Agency of the Year and most recently PMGroup Communiqué Communications Consultancy of the Year.

 

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Havas Lynx pushes the boundaries of creative healthcare with new recruits

Havas Lynx, the leading global healthcare communications agency, and communiqué communications consultancy of the year has further bolstered its ranks with a string of high-profile recruits including three new award-winning creative directors. This expansion of the creative team follows on from the appointment of Tom Richards as Chief Creative Officer in April 2015.

Since Richards’ appointment, the Havas Lynx group has significantly invested in its creative talent, building on their un-paralleled expertise of science, strategy and technology. In the past nine months, it’s taken on 24 new creatives, bringing Havas Lynx’s creative team to over 70 people; making it one of the biggest creative healthcare departments in Europe.

The agency has also refurbished its workplace with an enviable new creative space that has already been used by global industry association, D&AD, for its New Blood Mixer.

As part of the creative growth, Havas Lynx has appointed three seasoned Creative Directors from non-healthcare backgrounds to oversee the delivery of high-calibre campaigns and ensure Havas Lynx’s creative output sets a new standard for the industry. It welcomes Paul Kinsella, Lou Shipley and Phil Howells.

Paul Kinsella brings over 13 years’ experience from working in agencies such as Euro RSCG WNEK Gosper, Cheetham Bell JWT and BJL. He is known for ideas, insights and creativity and is excited about the opportunity to work in healthcare. In his last three years alone, his innovative designs and concepts have won over 30 awards from ceremonies including Campaign, Kinsale Sharks, Roses, DADi and Fresh. Most recently, he gained recognition for his work on Whyte & Mackay’s whisky which featured in Campaign’s top ads of 2015.

Lou Shipley brings over 19 years’ conceptual copywriting experience from several integrated advertising agencies including the likes of McCanns, Tequila TBWA, Rapier and Ogilvy. Lou’s varied portfolio includes powerful and compelling campaigns for Cancer Research UK, Save the Children and Alzheimer’s Society. Lou is known for her creative versatility having worked across TV, print, direct marketing, digital and social platforms.

The agency also welcomes Phil Howells, a multi-award winning creative director with over 30 years’ advertising experience. Phil’s portfolio includes work on a variety of campaigns for household names including Sure, Dirt Devil, Shop Direct and John Lewis, alongside working as part of the team that launched Peperami’s famous “It’s a bit of an animal”. His work has received an impressive string of industry awards such as: D&AD, Campaign Poster, Midsummer, London Interactive, Chip Shop, Montreux, The Roses and The Northern Marketing Awards.

Phil commented on his new role at Havas Lynx:
‘I’ve already been lucky enough to work with Havas Lynx on a freelance basis. I like their hunger, passion and ambition and I’m particularly impressed with the way they treat their people. Being part of Tom’s vision to raise the creative bar, not only within Havas Lynx but across the sector, has reignited my passion to do great work and also to inspire it.’

Havas Lynx’s Chief Creative Officer, Tom Richards explained:
“Healthcare may not be known as a creative industry, but we’re determined to change that. It’s great to see so many high profile and brilliant creatives recognise this and join our mission. Our new appointments are evidence of a new and radical direction for healthcare. I’m excited to produce some life changing campaigns that will be born from some of the best scientific, strategic and creative minds in the business.”

 

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Introducing #HavasVillageMCR

Havas Village Manchester, by David Hunt

Building the Havas brand in Manchester, and the Manchester brand across the world. 

On Tuesday 2nd November, we proudly held the exclusive launch of the UK’s first Havas Village: Havas Village Manchester. Creating a powerful creative and digital hub in our northern home, #HavasVillageMCR aligns Havas Lynx and our multi-talented network partners with a shared vision for the future.

The initiative draws together the expertise of Havas Lynx, Havas People, Havas PR, Havas Media and DBi. In the heart of our amazing city, we now have five Havas agencies and more than 300 communication experts delivering a seamless experience for our customers, and theirs.

The growth and magnitude of today’s digital channels has resulted in the dilution of the traditional boundaries between communications agencies. If we are to maximise investment and help consumers build meaningful relationships with brands, we must have a unified vision when it comes to strategy, creativity and media. As part of Havas Village Manchester, we do just this, expanding our reach and becoming stronger in our mission to make a real difference to peoples’ lives.

#HavasVillageMCR is situated within the centre of Manchester’s creative and digital community,  to leverage the exceptional talent within the city. In the past four years, Havas Lynx has doubled in size and seen some impeccable talent come in through the door, including over 75 graduates in the last three years alone, bringing their digital and social passion and fresh ideas into the mix. It’s because of this talent, and the vibrancy and power of Manchester that Havas are investing in the city. They see Manchester as it is; a key international hub.

Driven by the combined power of Havas & Manchester, #HavasVillageMCR will see the delivery of meaningful brands for today & tomorrow.

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“You’re Fired!”

Losing an account, by David Hunt

I’m proud of our account-retention rate. It shows we are dedicated to partnerships, progress and working together to create the perfect solution for each project. It’s because of this that it’s even more disappointing when things don’t work out. Earlier this year, we lost an important account. Most disappointingly, the client was right; we could and should have been better. The team have a track record of success and I confidently back them for the future. So what went wrong?

I believe the plan was flawed from the outset. Like all good agencies, we identified and challenged the issues. As a senior team, we should have been stronger in arguing the case, but how far do you go? The easy answer would be to refuse the remit. But would we be perceived as cherry picking briefs, stepping aside when the going gets tough, and lacking commitment to our partners? Often, refusing an opportunity can be more challenging than winning one.

The team was theoretically correct, without doubt. On paper we had experience, expertise and capacity, but having watched the England football team, I am acutely aware that it takes more than just talented individuals. Chemistry is a critical component; it’s often referred to with regards to the agency/client interface but I’d argue it is just as important internally. We should have changed the team sooner. We have over 200 experts to call upon. Whilst a change of personnel is often negatively perceived, there was clearly a time and a place here that I missed.

Who was first to discuss the problem? Brutally, not us. Whilst I’m sure that we’re not alone in failing to identify and publicise a critical issue, it is my biggest learning of 2015. I want to be the best CEO at recognising problems, alongside recognising strengths.

Despite our previous loss being over two years ago, I’m convinced that complacency did not play apart. That said, due to our Northern soul, our first reaction is to brush ourselves down and come back fighting. We learnt a huge amount from our recent internal review, and developed a clear action plan as part of our programme of continuing improvement. Whilst I do not want a repeat of the recent event, we’re determined to take positives from the experience. 

I recognise our strengths, but after 15 years in the agency, I’m sure I’m biased. As such, it was hugely reassuring to see the tremendous results of our independent client relationship audit where we asked 30 of our clients for their feedback.

  • 100% think that Havas Lynx are pretty responsive or very responsive
  • 100% would recommend Havas Lynx
  • 100% would envisage working together over the next twelve months

I’m sure we’ll lose other accounts, but certainly not by making the same mistakes. 

Ice Cream BW

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Independent Client Relationship Audit

Client relations, by David Hunt

I am terrible at receiving critical feedback, even when I’m sure it is intended to be constructive. In my defence I witness the passion, commitment & expertise of our teams, and take responsibility for their endeavours. Regardless, I know there is always room for improvement and as such Havas Lynx recently commissioned an independent study into our client partnerships, weaknesses and strengths.

Overall, the results were very positive, with all participants having both a high opinion of us, and a high intention to continue to partner with us.

Client Survey cropped

The top-line results included:

  • 100% think that Havas Lynx are pretty or very responsive
  • 100% would recommend Havas Lynx
  • 100% would envisage working together over the next twelve months

An executive summary by the auditors can be reviewed here.

More importantly, where can we improve:

  • As expected, given the fiscal pressure across the industry, we need to improve our financial rigour. Not necessarily reduce costs, but better explain them at the outset, provide financial commentary throughout and overall increase simplicity & transparency.
  • We need to get better at saying, “No”. The industry is increasingly complex, and I’m determined we become the communications agency that the specialists want to work with, by recognising our limitations and acknowledging their expertise.
  • We need to improve our creative product, which I entirely agree with. We’ve already appointed Tom Richards as Chief Creative Officer, with further investment to follow. As always, our goal is to be the best and we will get there sooner than expected.

Finally, I’m very grateful for the time and insight, from the participants. We exist in a busy world, so it is good to know our partners are also committed to our programme of continual improvement.

Tip Jar

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Why I don’t care what’s next

Innovation, by David Hunt

Firstly, I do care, and perhaps should be less flippant. However, commentating on the next pioneering technology is a really good excuse to ignore our deficiencies with the current tools at our disposal. I’d argue that we already have the technology necessary to build meaningful relationships, and our focus should be on maximising these.

Fully leveraging new technology during its infancy is unlikely. In the gaming world, it typically takes 12-18 months for engineers to fully utilise the power of the hardware offered by the latest generation of console. It’s okay for us to take our time, assuming we are making progress, building expertise and confidence. If we are getting closer to adopting the technology and enhancing the breadth of our communication platform – that’s okay. Progress doesn’t always have to be quick, but it should still be progress. Ask Yahoo, MySpace and Blackberry if they’d have sacrificed being first to be the best.

And, while we’re exploring what we already have, let’s play with what the future holds. I’ve always considered myself to be curious, and therefore quick to try the latest technology. Today, at Havas Lynx, I’m surrounded by millennials. To my astonishment, they are more demanding than me and more impatient than me – no mean feat. They are also much more agile in their take-up of technology. Aligned with experience, it is meaningful innovation beset on making a difference.

Do we need more technology? Or do we need to be better at using it? I’d argue that, if we ensure the latter, the former will bring more value.

Orchestrator

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#LXAcademy Awards

At the heart of an agencies success are the people. Heritage, structure and framework are simply the platform. As a business we are committed to attracting, developing, engaging and retaining the very best talent. The #LXAcademy was conceived to build core expertise, and inspire imagination, curiosity & courage, across science, creativity & technology. The #LXAcademy Awards was a celebration of everything we have all achieved in 2014 – it was our finest night.

The submissions were exceptional & really quite humbling. The team behind Care4Today combined insight & innovation, with passion & belief. Their presentation belied their engineering background & claimed the Grand Prix award. The team driving Novartis Dermatology deservedly won Creative use of Technology, as we continued our track record of being digital pioneers at EADV. Combining consumer technology with pharma insight, they quickly & efficiently created a unique point of difference in a competitive environment. Having clocked up 320,000 miles for AstraZeneca and revolutionised their Japanese market, the team of the year was entirely deserved. Not everyone can travel the world & consistently bring energy, ideas & value. One of my personal highlights for 2014 is our partnership with Lundbeck, we share vales & ambition, and I was delighted that our team recorded best online campaign, it demonstrated superb alignment of insight & innovation. It also demonstrated a client-agency relationship working in tandem, towards a shared goal, delivering results. #SKINTOLIVEIN rightly won campaign of the year, described by a Big Pharma CEO as the most progressive digital campaign in their portfolio, there was little more for the judges to add. However it was also impossible to ignore the effort, expertise & collaboration required to make something so unique and of so much value to patients & pharma.

There’s a buzz in the agency & the awards epitomised this. It has also set expectations for 2015, with regards to #LXAcademy, the awards and #LYNXLife, which is scheduled to be launched in January. Our number one priority is our talent, we believe that the rest follow. Our staff retention is at 90%, we receive 120 applicants a week and 50 people have celebrated 5 years with the business. HAVAS LYNX is a great agency with great clients, and the #LXAcademy Awards were a fitting celebration.

None of this would be possible without @carlwalker & Lisa Jones, driving the #LXAcademy, supported by the amazing internal experts and our external thought leaders. And a special thanks for organising the awards to Sam Luk & the LX  Ambassadors.

You can watch some of our inspiring LX Academy thought leadership sessions on our Youtube channel and see photos from the night on facebook and twitter10356266_785876774803420_9066949141867259432_n

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One World?

Maximising global efficiencies, by David Hunt

I’m incredibly fortunate to travel the world doing a job that I love. Five years ago it was the likes of Barcelona, Geneva & Milan, as I covered Europe. Today it is both the Northern & Southern Hemispheres, East & West. Typically we deliver academies & build expertise in social media, closed-loop marketing & integrated communications. My first day back to work in 2014 was in Osaka, being simultaneously translated as we discussed transforming field force interactions. (It is a really quite mind-boggling scenario when you stop to think.)

Beyond seeing the sights & sampling the local cuisine the different cultures, inside & outside the office, are fascinating. The insight it provides to shape global campaigns is invaluable.

The pharma industry is obsessed, rightly so, by closed-loop marketing. We believe in the value of personalised stories. At the same time we chase an increasingly global approach to communications. It’s a striking contradiction in policies. It represents an awkward balance of broad & narrow brush. It is also one I agree with, largely. But, I do think it lacks a subtlety. Are we one global community, a single market, the same the world over? Because on the surface, driven by geography, politics, religion we appear incredibly different. A campaign conceived in the US will not work in China. A Japanese campaign would be dismissed in Europe. South America emerged as the victors from Cannes Health Lions, but their ideas would be lost on some.

We certainly don’t need local campaigns and the necessary investment would be foolish. Cultural campaigns, however, would be an interesting concept, aligned through a consistent scientific story, that marries clinical data & patient benefits. Representing efficiencies & relevance, the solution would allow local markets to provide context, relevance & individual customer experiences.

I’ve learnt a huge amount on my travels, the most significant being humility & respect.

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