Jobson, Estelle, Garcia, Marta, Sharek, Danika, Risueño, Laura, Arnould, Sylvain, Lemoine-André, Aude, Geissler, Jan, Amariutei, Ana, Grigolo, Sabrina, Nafria Escalera, Begonya, Smith, Thomas, Sousa, Oriana, Stone, Linda, and West, Janet
Patient involvement is crucial in healthcare, a factor increasingly recognised by life sciences companies and research institutes. This article presents a case study on Servier, a life sciences company that founded a patient expert board, ahead of launching a new research and development (R&D) institute. The aim was to foster a patient-centric culture within the company. The case study explores key developments in patient and public involvement, emphasising a shift from paternalistic to patient-centred approaches, noting few available case studies on patient board collaborations in life sciences. It outlines the evolution of the board, its impact, and practical lessons learned, with related recommendations. The patient board resulted from a three-way collaboration between the company, Patvocates (a patient consultancy), and patient experts recruited. The patient consultancy played a crucial role in project management, governance, and facilitating relationships. The case study provides the context, timeframe, foundations laid, engagement of patient experts, and foundational values, including: co-creation, fair market value remuneration, voluntary participation, and patient-centric meeting protocol. Eighteen patient experts, representing ten disease areas and ten European countries, joined the board and helped prioritise and co-create projects. Ideas for activities were sourced from brainstorming sessions and an in-company challenge. The collaboration yielded five core ideas, each forming a working group. The study describes the groups and their outputs: a patient advisory council, an interactive gallery of patient experience in R&D, patient engagement and entrepreneurship in life sciences, creating patient-focused decentralised trials (DCTs), and staff training on patient engagement. The article emphasises how the organic evolution of the collaboration led to significant insights. Hurdles faced by the company included: upstream planning, cross-company buy-in, compliance, and internal resource allocation. Recommendations for the wider community included: identifying and contracting patient partners; clarifying roles; managing expectations; building trust; logistics; and sustainability. This case study presents a practical, positive example of patient engagement within a life sciences company, offering insights into the establishing, running, and the impact of collaborating with a patient expert board. Lessons learned and recommendations may serve as a model for other companies seeking to engage with patients and evolve towards a more patient-centric approach in their strategies. Plain English summary: Patient involvement in healthcare is crucial for developing patient-centred approaches, and life sciences companies and research institutes are increasingly recognising this. Servier, a life sciences company, established a patient expert board to support a patient-centric culture within the organisation, at the time of creating a new research and development (R&D) institute. This article presents a case study on the patient board and its impact. The patient board resulted from a three-way collaboration between the company, Patvocates (a patient consultancy), and patient experts recruited. The patient consultancy played a key role in guiding the project. The study provides the context, founding values, engagement of patient experts, and methodology used to establish the board. Eighteen patient experts, representing ten disease areas and ten European countries, joined and helped prioritise and co-create projects. From the collaboration, five core ideas emerged. The case study highlights that the organic evolution of the collaboration provided significant insights. Hurdles faced included cross-company buy-in, compliance, time, and resources. The study also offers a set of recommendations for the wider community, including identifying and contracting patient partners, clarifying roles, managing expectations, building trust, logistics, and sustainability. This case study presents a positive, constructive model of patient engagement within a life sciences company, offering insights into establishing and running a patient expert board and its impact on the company culture and R&D practices. The lessons learned and recommendations may serve as a model for other companies wanting to engage with patients and develop more patient-centric approach in their strategies. [ABSTRACT FROM AUTHOR]