HEALTHCARE:
WHEN ALL THE
PARTS ARE
MOVING PARTS
Examining the role of
marketing during the
industry’s transformative
moment
IN COLLABORATION WITH:
A NOTE FROM GYRO:HUMAN
Wendy Lurrie
Healthcare change is everywhere. As this massive, complex system goes through
rapid, profound, awkward and highly public shifts, it’s easy to lose track of
who and what the entire enterprise is about – the human being who needs care.
No aspect of healthcare is immune from the transformation we’re witnessing:
Change is affecting patients, caregivers, physicians, healthcare professionals,
hospitals, pharmaceutical companies, insurers, other payers, and medical device
and technology providers.
When a system this complex undergoes change this dynamic, uncertainty and
anxiety abound. The swirl of transformation destabilizes existing structures,
changes models, redefines roles and impacts both supply and demand.
An environment like this one is unprecedented. But it is also a clarion call to
organizations, companies and brands that need to engage their constituencies
with greater efficiency using new approaches to communication built on deep
understanding of decision-making and the drivers of behavioral change.
gyro:human was built to address these challenges at precisely this time in
history. We know you are going to find this report informative and insightful.
Wendy Lurrie
Managing Director
gyro:human
gyrohuman.com
human
KEY FINDINGS
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HEALTHCARE: WHEN ALL THE PARTS ARE MOVING PARTS
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HOSPITALS AND HOSPITAL SYSTEMS (PROVIDERS): THE CONSUMER TAKES CONTROL
PHYSICIANS (PROVIDERS): DIGITAL MAKES AN INDELIBLE MARK
MEDICAL DEVICES: TIME TO MASTER THE PURCHASE PATH
PAYERS: THE IMPACT OF THE NEWLY INSURED
/
/
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15
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3
12
SALES TO DOCTORS (PHARMA): CHANGE CREATES OPPORTUNITY
CONCLUSION
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8
9
DIRECT-TO-CONSUMERS (PHARMA): LIFE AFTER THE PATENT CLIFF
BIOTECHNOLOGY: PHARMA’S BEST FRIEND?
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16
18
ABOUT THIS REPORT
Two dozen top healthcare executives gathered at Crain’s Communications headquarters
in Manhattan in Q4 2014. Led by Crain’s Communications Special Projects Editor Elaine
Pofeldt and gyro:human Managing Director Wendy Lurrie, the conversation explored the
rapidly changing healthcare landscape. All of the experts shared their perspectives
and concerns about the new challenges they face as well as some solutions they have
discovered. This report spotlights many of the important points that were raised during
this first-of-its-kind discussion.
To view “The Changing Landscape of Healthcare” video, please visit gyrohuman.com.
WHEN ALL THE PARTS ARE MOVING PARTS
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KEY FINDINGS
The changes in the healthcare system are having a destabilizing effect on
everyone involved.
The walls that have traditionally separated parts of the healthcare system are
breaking down, creating not only new models, solutions and opportunities but also
confusion and anxiety.
The changes brought about through the Affordable Care Act (ACA) are magnified and
made more complex by demographics. New cohorts entering the healthcare system
bring their own sets of expectations, challenges and needs.
The regulatory shifts from procedure-based to outcome-based delivery and payments
have equivalents in the marketing and communications of healthcare. This is
demonstrated by a new focus on the quality of experience being delivered and an
increasing emphasis on accountability.
Many of the largest organizations are making enormous changes in all of their
business processes and practices as part of a much-needed effort to achieve
customer centricity.
Consumers want to purchase consumer healthcare like they do goods in any other
market.
An ecosystem that is at once so large and complex, yet so personal and intimate,
places great pressure on marketing and communications to be effective, clear,
engaging and, in a time of resource limitations, to also be accountable and
efficient.
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HEALTHCARE:
WHEN ALL THE PARTS ARE MOVING PARTS
Healthcare is different not only because of its universality, but because of its intimacy. No other
industry transformation – recent or historical – has been accompanied by a similar level of anxiety.
This is because what we call “healthcare” is actually shorthand for our most fundamental hopes and fears
as humans – life and death, independence and dependency, control and chaos.
The U.S. healthcare system is in flux, perpetually moving. Changes compound and impact each other with
all the complexity and intricacy of a Rube Goldberg machine – albeit with slightly less wit.
Healthcare news is everywhere. The approval of a promising new cancer drug. The entrance of a major
technology company into the healthcare space. Vaccines in development. Proposed changes to Medicare
and Medicaid. A hospital closing. The nursing shortage. Telehealth. It’s all there, part of the public
consciousness.
The common thread in all this news? Massive change. It’s not orderly or predictable, but it’s
unstoppable, and it affects every sector of the healthcare economy and every stakeholder in the country.
Unlike other industries that have undergone transformation – banking, travel, car insurance – healthcare
uniquely touches every single one of the 317 million inhabitants of the United States. Everyone is
a healthcare consumer, and everyone will engage with the system, often when they are at their most
vulnerable. No one is immune. The Centers for Medicare & Medicaid Services (CMS) estimate healthcare
spending to be 19.9 percent of GDP by 2022, but even that impressive statistic underestimates the role
and reach of healthcare in society. Healthcare intersects with nearly every facet of our lives, from
policy to politics, business to economics and technology and beyond.
HEALTHCARE TO BE 19.9% OF GDP
19.9%
The Centers for Medicare & Medicaid
Services (CMS) estimate healthcare
spending to be 19.9 percent of GDP by
2022.
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Just because healthcare is important and relevant doesn’t make it approachable or easy to understand. On
the contrary, healthcare is a particularly technical industry due to the scientific language of medicine,
the complexity of regulation and the jargon of technology. All of this presents unique and critically
important challenges:
• H ow do we address a topic that is profoundly important and personal but is typically discussed in
impenetrable technical ways?
• H ow can we expect rational decision-making when the decisions made are also deeply emotional? To step
back further, how are those decisions made?
• H ow can organizations help their constituents navigate the choppy waters of change with confidence and
trust when the rules are changing before their eyes?
If the focus of these questions suggests that
they can be addressed by improved marketing and
communications, then that is no accident. This
isn’t a new idea; many players in the healthcare
system are sophisticated marketers who have
long been using communications strategy to
engage with audiences and achieve their goals.
Insurance and pharmaceutical companies have
made significant investments in marketing over
long time horizons. But now, in a confusing,
shifting environment, clear, well-crafted and
well-executed marketing is becoming more crucial
to business success than ever.
Sherrie Dulworth, Senior Vice President of Medical Integration and Member Engagement,
Health Republic Insurance of New York (left), and Wendy Lurrie, Managing Director,
gyro:human (right) kicking off the conversation.
Things are changing and everyone knows it. Jane Zimmerman, CCO, Physician Affiliate Group of New York says,
“Nothing takes care of itself … You need to be anticipating what the expectations are … and you do need
to be proactive [about managing those expectations].”
The two historic players in healthcare marketing – insurance payers and the pharmaceutical industry –
are not the only major stakeholders anymore. For reasons discussed later in this white paper, many other
important players are now entering the healthcare marketing arena. Existing businesses are increasing their
commitment to marketing as well as their demands. Others are new. Even the most established healthcare
marketers are rethinking what they do and how they do it.
What will the new marketing best practices look like? To cover every systemic change and its effects would
require a tome. Instead, this report highlights the most important forces shifting the market and addresses
their marketing implications for our future.
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Healthcare is different
not only because of its
universality, but because
of its intimacy.
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Hospitals and Hospital Systems (Providers):
The Consumer Takes Control
Challenges
branding
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— Deborah Radcligist
Marketing Strate
The changes in the hospital landscape are happening
with breathtaking velocity. In fact, this sector may
be experiencing the most dramatic change of any part
of the healthcare system today. We are witnessing an
unprecedented number and pace of mergers, acquisitions
and consolidations. Hospitals are buying each other,
being bought by hospital systems, consolidated into
even larger organizations, and acquiring other
businesses, like physician groups and healthcare IT
providers. What was once a clear and relatively wellunderstood system now seems chaotic and unstable.
Some hospital systems are even testing newer models
by becoming payers themselves - eliminating insurers
from the mix.
The critical underlying dynamics driving these changes include a new emphasis on patient satisfaction
as measured by Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) scores, and a
dramatic shift from procedure-based to outcome-based medicine. Providers are now competing for patients
who turn to satisfaction ratings, price, reviews and consumer-based metrics for their decision-making.
Marketing Implications
The situation detailed above is a recipe for confusion and distrust. As long-known hospital names disappear,
new brands appear. Organizations are absorbed into huge enterprises that deliver services differently.
Every constituency is affected – patients, physicians, employees and community members.
Branding done well matters. For example, Emory Healthcare recently incorporated most of its affiliates
under the Emory brand, including a former Atlanta community hospital it acquired. This way, Emory can
promise and deliver broad reach and a diverse set of capabilities, all with the imprimatur of Emory’s
research reputation and 100-year legacy.
On the other hand, poor communication sends constituencies into a tailspin. Nearly everyone in New York has
heard about the confusion and chaos surrounding the closure of Long Island College Hospital in Brooklyn.
The situation has caused enormous anxiety among employees, healthcare providers, patients and members of
the community, all amplified in the media. The problems are systemic, lawsuits are everywhere, but there
is little question that better, clearer communication and engagement from the outset could have helped
mitigate many of the issues still being addressed.
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T order to combat confusion and build trust, brand building is incredibly important. Brands must be
In
living, breathing entities that can engage constituents with pitch-perfect messaging delivered through
the optimal mix of channels. Internal branding is particularly crucial during a time of industry
transformation. And to truly compete in the marketplace, brands need to be differentiated, relevant and
authentic in everything they say and do.
“You have more branding avenues available to you than ever before,” says Healthcare Marketing Strategist
Deborah Radcliffe. “There are those you can control and those you can’t control, like social media … It’s
more important than ever for your brand to talk the talk and walk the walk. Only then will you earn trust.”
Physicians (Providers):
Digital Makes an Indelible Mark
Challenges
Like hospitals, physicians are care providers, so the
two groups are facing some of the same challenges.
Both are dealing with the new shift to outcomebased treatment and payment. Both have to work with
an increasingly empowered consumer in an environment
where their services will be rated and reviewed like
any other consumer offering. But there are also
several key factors affecting the physician community
in particular, starting with the basic employment
environment.
illennials
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gyro:human
The Association of American Medical College (AAMC)
Center for Workforce Studies predicts that by 2020,
the U.S. will see a shortage of 45,000 primary-care
physicians and 46,000 surgeons and specialists.
That means that each practitioner is being burdened
with more and more responsibility. Record low career satisfaction levels – particularly among general
practitioners – reflect the outcome of this pressure.
In an attempt to cut out the additional cost and responsibility of running their own business, those
working today are increasingly gravitating toward employment by an institution instead of private
practice. In fact, this number has risen to between 50 percent and 75 percent, according to The New York
Times. Last year, 64 percent of jobs filled by Merritt Hawkins (one of the nation’s leading physician
placement firms) involved a physician being employed by a hospital, compared with only 11 percent in
2004.
To try to fill the gaps in this shifting environment, “physician extender” positions – nurse practitioners
and physician’s assistants – are playing a greater role, as are pharmacists.
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In addition to workload, changing patient expectations
are also transforming a doctor’s job. Patients
(especially younger patients) want their doctor visits
to work the same way as everything else they have come
to expect. Lurrie says, “As we talk about millennials
as a cohort, we need to understand their expectations
of engaging with healthcare. They expect to engage
with it the same way they approach everything else …
So the idea that they can’t make appointments online,
email with their docs and check reviews is unthinkable
to them.”
Millennials want their physician to have as robust a
digital presence as their bank or taco shop. They want
to rely on ratings of a doctor’s performance, much the
same way as they would for a restaurant. Telehealth, a
premium concierge service designed to meet the demands
of digitally native patients or to serve underresourced communities, is also on the rise.
45,000
46,000
PHYSICIAN SHORTAGE ON THE HORIZON
The AAMC Center for Workforce Studies
predicts that by 2020, the U.S. will see a
shortage of 45,000 primary-care physicians
and 46,000 surgeons and specialists.
Marketing Implications
Marketing and communications can help make sense of the disruption in the physician environment. While
much attention is being paid to improving the patient experience, it’s equally important to focus on
the physician experience since neither exists in a vacuum. Marketers can apply their skills to mapping
and understanding the physician journey, emotional and rational drivers, and decision-making process.
Marketing insights can be leveraged to develop programs and tools that equip physicians for the brave
new world in which they find themselves. These insights can help them achieve digital fluency, develop
better communication skills and identify ways to engage with patients.
For example, the Physician Affiliate Group of New York conducted a 16,000-person interview with its
patients across eight different service lines to find out what patients want and need as well as what
would make them feel comfortable. “It boiled down to, out of all of those survey questions, respect,”
says Zimmerman. “People felt that when they went in to meet a physician, they wanted the physician to
look at them, acknowledge who they are, that they’re here and that the physician is ready and able to
help them. It’s very humanistic.”
Facilitating communication between physician and physician extender is also crucial to a good patient
experience. Defining roles and educating patients about what to expect from these “new” providers can
help improve the overall system. Marketers, with their wealth of insight tools, can leverage data,
analytics, profiles, personas and more to close the gap.
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Medical Devices:
Time to Master the Purchase Path
Challenges
The medical device industry is facing a dramatic, game-changing transformation as well. Purchase
decision-making is shifting from clinicians to procurement and buying groups in order for institutions
to better monitor and control costs. To complicate matters, the contentious 2.3 percent medical device
tax (passed in 2013) continues to be burdensome and distracting.
Marketing Implications
As a result, medical device manufacturers are confronted with a new selling environment. They are facing
new audiences with different sets of needs and expectations and a longer purchase cycle with various
touchpoints. To win in this arena, they have to understand and embrace a new audience of procurement and
buying groups who start their purchase journey in a different way than other audiences. They have to learn
how to sell in innovative, value-based ways. Medical device sales forces now have to demonstrate that
their devices, whether new or improved, will improve patient outcomes and support their claims with data.
This shift isn’t easy, but it’s imperative. And it works. According to a recent study by the Aberdeen
Group titled Value-Based Selling: Achieving Sales Success in the Medical Device, Equipment and Diagnostics
Industry: “When companies excel at articulating the overall value, notably the economic value, of a
medical product or service, they have significantly higher customer retention, market share, revenues
and profits.”
Marketing has a crystal-clear imperative in this arena: to understand and master this new purchase path
and decision-making dynamic. We need to uncover and make actionable insights that enable us to understand
new audiences and new buying contexts. And with that will come the creation of messages, value propositions
and other content, all delivered through relevant channels. The trend toward value-based assessment and
accountability will spill over to medical device manufacturers’ philosophy toward their marketing efforts.
As we see in other healthcare sectors, emphasis will be on accountability, attribution and delivering ROI.
Measurement and optimization will become more important than ever.
TACKLING CHALLENGES HEAD-ON: Two dozen industry leaders explored healthcare’s moment of massive change.
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Payers:
The Impact of the Newly Insured
Challenges
Due to recent legislative changes related to the
ACA, the health insurance industry has the advantage
of millions of new consumers ripe for acquisition.
However, companies are dealing with a new regulatory
environment and uncertainty about how and to what
degree these decisions and changes will impact the
future of their business.
There’s another change going on that doesn’t garner
nearly as many headlines: the need to become more
customer centric. This isn’t just a buzzword – it
refers to the fundamental shift forcing companies,
WHAT’S NEXT? Lisa Napolitano, Senior VP of Finance, CBT/DBT Associates (right),
which have traditionally marketed primarily to
and Natalie Williams, President, QualCode (left) share their thoughts.
businesses, to market and engage directly with consumers. To date, even those that presented themselves
as business-to-consumer have really been business-to-business, selling to employers who then offer
plans to employees.
It’s not that insurance companies haven’t marketed to consumers before. They have, through traditional
advertising and marketing campaigns. But as these organizations are realizing, customer centricity
isn’t about big brand campaigns or friendly marketing materials. It’s about the most fundamental ways
in which consumers engage with an organization, and whether that organization is adapting to anticipate
and meet the needs and demands of what’s now the most heterogeneous group of insured patients they’ve
ever served.
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This heterogeneity cannot be overstated, and each
group or segment brings its own needs, expectations
and demands. The younger end of the consumerization
phenomenon is more powerful. Consumers desire the
same level of always-on access, transparency,
peer review, etc., with their insurance that they
expect elsewhere. Lurrie says, “We now have a much
more empowered set of consumers who will write
about things, who will tweet about things, who
will make sure that everything is known. And you
have to manage all of these channels and know that
even if you’re not part of the conversation, it’s
happening. You have to be aware and listening and
figuring out how to engage wherever and whenever
they are happening.”
human
Other people are moving from employer-based plans to exchanges, a process that’s characterized by anxiety
and doubt. The newly insured bring their own challenges, since the entire system is a new experience for
them.
Given the increase of insurers participating in exchanges (up 25 percent, according to CMS), companies
need to not only compete for new members, but also focus on retention and loyalty with new energy. The
entire market has been activated and companies will have to manage the inevitable churn that comes with
a competitive environment.
Marketing Implications
In a marketplace this large, with so many currents and crosscurrents, it’s easy to see how marketing best
practices are crucial. Whether they take them on wholesale or piecemeal, companies need to use a full
range of tactics to identify and communicate with a wide audience of customers clearly and consistently.
Aetna was an early adopter in terms of using a
plain-language approach to engaging with its
members and continues to invest in this critical
area. Other large insurance companies have
established departments focused on improving
business processes to address consumer needs
– from systems integration to logistics
to customer service and digital access to
communications. This is only the beginning.
It will take time, focus and resources to make
the critical, credible and sustainable shift
to true business-to-consumer enterprises.
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O, Wellthie
each of them has different segments,” says
— Sally Poblete, CE
Sally Poblete, CEO, Wellthie. “There is so
much data that can be captured to understand
where consumers are coming from, who they are,
what they are doing online … There is a lot of opportunity there that hasn’t been tapped.”
Even on the business-to-business side, the wheels are in motion. According to the 2014 Aon Hewitt
Healthcare Survey, the focus of employers is shifting from the specific benefits offered to the quality
of the employee health experience they can offer (a key differentiator). Employers overwhelmingly want
to see employees participate in health-improvement programs and increase awareness and decision-making
related to health issues. Payers must adjust and position themselves to meet the demand for transparency
and control with communications programs that align with the consumer mindset.
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Direct-to-Consumers (Pharma):
Life After the Patent Cliff
Challenges
The trends affecting the pharmaceutical industry are well known, well documented and pre-date most of the
shifts that are roiling the rest of the healthcare industry. While consumerization demands for greater
transparency, regulatory changes and heightened scrutiny are impacting the market, the most powerful force
is the dwindling supply of “blockbuster” drugs that funded companies’ success and growth for decades.
Everyone in healthcare is intimately familiar with this “patent cliff,” and while most industry experts
expect faster government approvals of new drugs in the coming year, what’s in the pipeline aren’t the “rock
star” drugs of the past. Rather, we are looking at new treatments for oncology, generics, rare and orphan
diseases, and biologics.
Two key trends emerge for pharma companies:
• More mergers and acquisitions are being pushed through to facilitate access to new pipelines for
drug development.
• F ewer resources are available to allocate to marketing, requiring companies to do more with less, and
demonstrate a concrete ROI.
Marketing Implications
It’s easy to address a challenge by throwing money
at it, but today pharma companies have to be nimbler
and more resourceful about how they spend diminishing
budgets. With lower headcounts and smaller budgets,
they need to re-examine their marketing approaches
for both effectiveness and efficiency. Huge directto-consumer campaigns backed by enormous media spends
will become rarer, replaced by programs that can
demonstrably deliver results through focused efforts.
Radcliffe says, “At the end of the day, all marketers
want to drive behavioral change. Yet this is not an
easy task in the complex world of pharma. No healthcare
consumer wants to need medication. Resistance is ever
present throughout the behavioral pathway. As a result,
marketing must transform as a series of behavioral
‘nudges.’”
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$170
BILLION
NO END IN SIGHT FOR M&A
Merger and acquisition activity
surged in the second quarter of
2014 with 62 deals announced,
representing almost $170 billion
of total value.
human
Those who can leverage marketing intelligence, in combination with new ideas, will lead the pack. Marketing
ideas of the future will come from many places – social science, user experience, gaming, data analytics,
digital products and much more. Marketers will need to focus less on intent than on behavior, less on
awareness than on action, less on acquisition only, and more on the complete life cycle. The pressure to
deliver returns will increase, making measurability and attribution paramount.
Sales to Doctors (Pharma):
doctors who
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physician behavi
Change Creates
Opportunity
Challenges
A combination of factors has changed how pharma
companies market to physicians. From regulations in
the ACA to scrutiny by public interest groups, there
is greater transparency than ever about how drugs
are marketed to professionals. Consumers now have
access to information about which pharma (or device)
company has compensated which physician and in what
form. What had been “business as usual” for decades
is no longer acceptable. Sales representatives are
now unable to persuade doctors to recommend their
drugs in an exchange for expensive lunches and
luxurious vacations. In this era of “sunshine,”
pharma companies have had to find new ways of accessing and activating their physician audience.
Marketing Implications
As in the medical device sector, we are already witnessing changes. Pharma sales reps need to use a more
value- and outcome-based approach (with all the data, tools and support to back it up) to encourage
doctors to endorse their drugs. They need to find new ways to add value and distinguish drugs, brands
and companies – through professional and patient support programs,
education, digital tools and other methods to fill needs within
this new regulatory context.
Change creates opportunity, and this part of the healthcare arena
presents an interesting one. It’s clear that the physician’s world
is going through massive transformation. The companies that best
understand the new challenges physicians are facing will be best
prepared to help address them. Reps can become trusted partners by
offering tangible help in navigating the landscape today.
MAKING MARKETING WORK: Michael Collura, Director of
Marketing at Gramercy Cardiac Diagnostic Services.
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Biotechnology:
Pharma’s Best Friend?
Challenges
Companies within the biotechnology industry are
currently in need of capital and assistance with
distribution, sales and marketing as they seek to
grow larger. They find a hungry audience in the pharma
companies looking to grow their pipelines. As a result,
mergers and acquisitions between biotechnology and
pharmaceutical companies are on the rise.
aordinarily
“Branding is extr ding
bran
important. What
essential
provides is the
tional
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reputation
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suggests trust.”
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President of Geor
— George Artz, io
ns
Artz Communicat
It’s a rare day that doesn’t bring news of mergers and
acquisitions in the pharma and biotech space. A quick
scan of the news offers these headlines: “Actavis to Buy Allergan,” “Johnson & Johnson Completes
Alios BioPharma Purchase” and so on. And there’s always commentary about what Pfizer and AstraZeneca
will do next after the failure of their planned acquisition.
Marketing Implications
These mergers and acquisitions will lead to brand confusion both internally and externally, and
will need to be addressed with clear messaging and brand expression. “Branding is extraordinarily
important. What branding provides is the essential element of reputational management,” says George
Artz of George Artz Communications. “Your reputation suggests trust.”
Cultural differences will need to be reconciled between biotechnology companies with “start up” vibes
and the large, formal culture of pharmaceutical companies. In addition, as biotechnology companies
shift to the well-oiled distribution and sales models of pharma, they will grapple with similar
challenges. Most notably, the shift to a more customer-centric communications strategy and valuebased selling approach.
$73.6
BILLION
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MORE MERGERS THAN EVER BEFORE
Forty-three deals worth $73.6
billion were completed in the
first three quarters of 2014,
versus 42 deals worth $39.9
billion completed during all of
2013.
human
“As healthcare marketing professionals,
we have to understand how these dynamic
changes impact the most important
constituent: people.”
— Wendy Lurrie, Managing Director, gyro:human
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Conclusion
The healthcare system is going through a transformation like no other. Breakthroughs
are happening in everything from new drugs to new healthcare delivery systems to new
ways of engaging with customers. For marketers, this brings both an opportunity and
a challenge to the way business is done - from who we target, to how we understand
our audiences and engage, the channels and content we create and leverage, the new
purchase pathways we create and understand, to the way we measure and evaluate our
efforts.
Overall, these themes have become clear across every sector of healthcare:
What happens in one part of healthcare doesn’t stay in that part of healthcare. The system is now completely interlocked and overlapping, and a shift within any aspect has ripple effects throughout.
All of these changes have a dramatic impact on how different stakeholders engage in decision-making. It’s incumbent on all of us to understand and master the new dynamics of this process.
In a time of stress, accountability rises. With so much uncertainty, marketers are – and should be – demanding more certainty about their marketing efforts, with a heightened focus on delivering accountable, attributable returns.
Customer centricity is more than a buzzword; to be customer centric is to
profoundly understand the needs and expectations of a stakeholder at every point
in his or her journey. And the customer isn’t only a patient; we need to equally
well understand the provider journey, the business decision-maker journey and more.
“As healthcare marketing and communications professionals, we have the obligation –
in fact, the moral imperative - to understand and address how these changes impact
the most important constituent: people,” Lurrie says. “We’re humans. It’s our
responsibility to make sure that what we do benefits the people involved. It’s not
about tips and tricks and toys; it’s about using the broad spectrum of tools and
techniques we’ve developed to help achieve the best outcomes.”
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human
About gyro:human
Changing healthcare, one human at a time.
Everyone alive shares the same basic DNA, but in our attitudes to life we are not all
made of the same stuff. There’s huge diversity in the way people face change or react
to problems. And in healthcare that matters. Attitudes shape behavior, and behavior has
a profound effect on clinical outcomes. To change lives we first need to understand how
people really think and act — and then use that knowledge to find humanly relevant ways
to reach them. This is the kind of work the new healthcare agency gyro:human was born
to do. www.gyrohuman.com
About gyro
As a global ideas shop, our mission is to create ideas that are humanly relevant. gyro
is the 2014 BMA Global B2B Agency of the Year and an Advertising Age Top 50 Agency. gyro
also serves as Global Marketing Advisor to FORTUNE. Our 600 creative minds in 14 offices
work with top companies including BlackBerry, Cars.com, DuPont, eBay, FedEx, HP, John
Deere, SAP, Tate & Lyle, TD Ameritrade and USG. www.gyro.com
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Wendy Lurrie
Managing Director
d: +1 212 915 2494
m: +1 917 471 2779
e: Wendy.Lurrie@gyro.com
www.gyrohuman.com