Governments in an ever increasing number of countries are considering cost containment measures as a way to control escalating healthcare costs, and ‘value based pricing’ (VBP) is set to become part of the UK system in January 2014. The move is controversial, setting proponents, who see the opportunity for improved access, cost effectiveness and transition to an integrated care against those who fear for the impact the new regime will have on the willingness and ability of life science companies to develop vital new drugs. What will VBP look like, what are the implications for innovation?Will the benefits outweigh the risks?

With the advent of value based pricing comes the need for life sciences companies to compile real world evidence (RWE) - information which derives from the study of real life effects of their medicines in clinical and real world settings in order to ‘prove’ the value of their products. The move to RWE has significant practical and strategic implications for life science companies. It will mean finding, integrating and analysing vast arrays of data about the benefits and outcomes of treatments with their products, and ensuring that this evidence is credible and able to meet the needs of multiple stockholders. RWE has the potential to transform the business and competitive landscape of the industry. What are the challenges of RWE, and how do companies prepare/build RWE capabilities?

in conversation with Simon Hammett,EMEA Head of Healthcare & Life Sciences,Deloitte LLP

Radical reform in the way healthcare is delivered and paid for have the potential to transform the operating model and create new revenue streams for life science companies. The move to VBP and the new focus on ‘treatment pathways’ affords the opportunity to maximise revenues both from the product, and through the sale of new health management services relating to prevention, treatment and aftercare. But opportunity itself is no guarantee of success. In this space, life science companies will encounter numerous players with expertise in data,in service delivery, and in technology who will compete for market share. Who will be the winners and what role can life science companies play in these new markets?

in conversation with Andrew Jack,Pharmaceutical Correspondent, Financial Times

With the long cherished exclusivity of many branded drugs coming to an end, and new competitors increasingly encroaching in the industry, life science leaders must consider and refine their strategies to stay ahead of the game: What do the industry’s leading CEOs see as the key risks and opportunities facing the industry now and into the future? How are they defining and articulating value, and how are they positioning themselves for the challenges ahead? How do they see the nature of competition in the industry changing – who do they view as their future competitors and partners?