Boldness and dialogue: the winning combo of the health crisis to innovate in health


France, “the first innovative and sovereign European nation in health”? Pious wish of the Strategic Council of Health Industries (CSIS) which will report the results of its work at the end of June, or a real turning point made possible by the health crisis?

Let’s bet for a change of course! Because if there is one positive lesson to be learned from this crisis, it is that it has enabled a healthy awareness: yes, it is possible to unlock access to the innovation market by daring partnerships daring and by removing certain administrative obstacles. The need to “play collectively” during the crisis proved it to us: you just have to want it.

What about the 527 days to put a new drug treatment on the French market when only 120 are needed in Germany? On the side of MedTech (1), who knows that 41% of companies have given up on placing a product on the market due to the complexity of the regulatory process ?

Yes, especially in France, innovation in health has suffered so far partly from the cumbersome regulation of the sector and market access procedures, and also from a fragmented and rather decentralized industry. This is changing, in favor of the health crisis which should cause a questioning of now obsolete organizational models and encourage the creation of technological innovations. So much the better, because the influence of France is at stake.

It is therefore by structuring the health sector around two fundamental axes that we will prepare the “world after” and that we will facilitate a culture of innovation.

Move towards a new collaborative model to make patient health a priority

The crisis played a role in accelerating co-innovation through unprecedented partnerships to better respond to the health challenges that presented themselves to us. Our homework ? Encourage calls for projects in their transversality, and carry them to the end as soon as they prove their worth in helping patients to better cope with their disease and facilitate their care path in town and in hospital; provide long-term innovative and therapeutic solutions with high impact, quickly accessible to a larger number of patients and to all healthcare professionals. In this regard, the example of the Covidom application is eloquent: an unprecedented collaborative experience between public and private actors, including big pharma manufacturers and start-ups, which made it possible to monitor or hospitalize at home for thousands of patients. The good news is that this innovation born out of the crisis will remain sustainable and be extended to other pathologies.. A victory when we know that home hospitalization is a real issue for our health system!

It is along this path of win-win partnerships between public / private, big pharma / start-ups that we must engage in creating a framework conducive to the emergence of champions of innovation in the service of everyone’s health.

Maintain a fluid and constructive dialogue between industry and authorities to promote the dissemination of innovation

While marketing in our country, with its multiple authorizations and the intervention of several bodies is an obstacle course, the Covid crisis has shown us that we are capable of committing ourselves and showing inventiveness, coordination and dialogue to go quickly.

The crisis has made the regulatory framework more agile to ensure continuity of care. When we return to a more normal world, we will continue to have health innovations that deserve, just like those that have emerged during this unprecedented period, adapted procedures and a mobilization of industry and authorities. This is what we have to fight for. Because it is about the health and well-being of patients.

To this consultation, I would add the need to set up a funding framework that recognizes the value of therapeutic innovations, as well as mechanisms for supporting innovative digital solutions that are reaching the market at high speed.

We have a great opportunity to take advantage of this extraordinary experience and keep what has emerged as positive, it is the CSIS. Create the conditions for rapid access to innovation in health, facilitate connections between players at all levels thanks to digital and omnichannel, promote coordinated responses, unlock to unleash creativity and daring in the service of patients and healthcare professionals … this is what the crisis taught us, let’s continue to dare!