Pfizer - MS SDM Spring 2020 Studio

01

05

02

06

03

07

04

08

01

The Integrative Studio I course is part of the Strategic Design and Management Masters of Science program at Parsons School of Design at The New School, which engages external business partners to challenge first year students to utilize a human centered strategic business design approach in tackling a comprehensive brief derived from a real case.

The students in Integrative Studio I, Section A from the class of 2021 had the pleasure of working with Pfizer Inc. as the external client in our fifteen week course from January to May of 2020. Research artifacts and prototypes are produced by students under creative commons licensing. It is our hope that these ideas can be built upon by Pfizer in future iterations.

Our team is called Oceans 11.3 - this name is a reflection of the eleven dynamic, international women and the three wise advisors that comprise the studio.

Nikita Chaudhari Pune, India Project Manager Foodie, Optimist, Realist

Elizabeth Huebsch Connecticut, USA Editor and HR Vibe Checker in Chief Wordsmith, Realist, old soul, goofball

Shivani Kaka

Sweta More

Mumbai, India Client Liaison and a Discussion Detangler Listener, Peacemaker, Organic-compass

Mumbai, India Project Management & Scrum Persuasive Analyst, Adventurous, Humanitarian

Aanoshka Choksi

Rashi Jadhav

Isabela Lins

New York, USA Client Liaison Pragmatist, Observant, Empathetic

Bangalore, India Project Management, Scrum and Aspiring Sergio Marquina Planner, Structurer, Facilitator, and Sensemaker

New York, USA HR Department Designer, a doer, and a master of happy hour class sessions

Nada Salem

Heta Shah

Brett Barndt

Brendan Raftery

Cairo, Egypt Project Management & Scrum Visual Storyteller, Philosophizer, asker of many questions

India/Thailand Client liaison and Facilitation enthusiast Optimist, Curious, Food enthusiast

New York, USA Strategist, Convener Connector, Change agent, Optimist

Massachusetts, USA Student advisor and Unofficial TA Learner, Activator, Connector, Dreamer, Builder

Isabel Sanoja

Shaili Shah

Aaron Fry

Santo Domingo, DR Communications & Design Marketer, Psychologist, Foodie, GIF enthusiast

Mumbai, India Communications & Design Aesthetician, Realist, Organizer

Wellington, New Zealand Design-facilitation-coach and Wearer of Numerous Hats Artist, Academic, Vision catcher, Word crafter

When we first began, our team of energetic, cutting-edge, curious innovators came together in person for at least six hours a week in a room on the sixth floor of a building just outside of Union Square. The once blank walls, by day two, became mosaiced in neon post-its and graffitied with multi-colored whiteboard markers as we explored the landscape within which Pfizer operated - converging our research, insights, and observations into our shared space. Together, united by the mission of serving not only Pfizer, but its stakeholders.

This semester brought its own set of challenges for our client, Pfizer, ourselves, and humanity at large. As the semester unfolded, COVID-19 impacted each and every one of us in a variety of ways.

On March 9, 2020, the eve of our planned midterm presentation at Pfizer headquarters in Midtown Manhattan, the company closed its offices to external visitors due to the pandemic, and shortly thereafter, employees began working remotely for the foreseeable future. Instead of presenting that day, we had a “hybrid format� class, where half of us tuned in via Zoom, as it began to set in that the virus was very much present in New York City. As we waved goodbye for spring break, we truly had no concept of when we would see each other in person next.

The following weeks, instead of meeting in a shared physical space, we did what design strategists do best - creatively pivoted to bring just as much empathy and collaboration to the innovation process online. This meant changing our meeting times to accommodate working together across four different time zones, learning new technologies, and extending our project for an additional two weeks beyond the official academic semester, because together we agreed that this work is more important than any grade, assignment, or arbitrary deadline.

Initially, the team at Pfizer approached the studio with the following brief: The challenge includes telling the new story of Pfizer & science to a new consumer, and discovering what science means to the next generation. It involves understanding current dynamics regarding society’s relationship with pharmaceutical companies, reflecting on and reconceptualizing the changing consumer landscape, also looking closely at the challenges facing Pfizer’s legacy and its current internal culture. How can Pfizer Inc. become passionate and energized champions of new directions, new customers, and new narratives of science in the 21C?

In exploring the challenges faced by Pfizer, we explored what patient centricity means both externally and internally. The goal is to truly understand the legacy of Pfizer and ways to connect a new audience through storytelling via different mediums, be it content, physical spaces, or digital mediums and provide them with a consistent approach for implementing a patient-centric vision.

COVID-19 has situated us all in uncharted territories where we are suddenly much more focused on science. The pandemic also helped us to understand the variety of human interpretations of science and the significance of science in a socio-cultural context.

Pfizer's rich and long history, its resources and R&D work naturally positions them as a leader in the fight against COVID-19. Pfizer has a platform and a voice that people want to hear now more than ever.

With emerging technologies entering more collaborative workspaces, the business landscape is growing more varied and diverse, creating an opportunity for Pfizer to capitalize on its talent and explore non-traditional paths.

The audience now values transparency more than ever.

Sharing successes and failures is an effective way to humanize the Pfizer story, including truthful elements everyone can relate to.

The caregivers and patients are at the core of this ecosystem. Pfizer has established credibility as an innovator in healthcare, positioning it to be the leader in delivering the knowledge people seek about science and health.

Using Pfizer’s patient-centric foundation and applying it with Parsons humancentric approach will allow us to design for a greater audience during challenging times. The results will create value-based results to regain trust and build a narrative about science, health, wellness, and well-being.

Partnering with Parsons allows Pfizer to explore different research and problem-solving methodologies. Parsons designers utilize empathetic, human-centric research when approaching wicked problems, with the goal of providing solutions that are long term, engaging, and beneficial to the entire ecosystem.

02

The double diamond design model has four stages: discovery, definition, development, and delivery. As designers, these stages help us organize our thoughts and explore topics (diverge) as well as organize and focus (converge) on the design challenge. This framework helped us identify the particular tasks we needed to perform within the stipulated timeline.

This stage helps identify and contextualize the design challenge or opportunity. Here, we mapped Pfizer’s position within the healthcare ecosystem as well as study other tangential industries such as fitness and health-tech. We conducted primary and secondary research that helped us build a library of unstructured data.

The definition stage in the double diamond model aims to synthesize the research by clustering learnings into solid insights, as well as formulating systems map, persona maps, and journey maps. This stage helped us identify the key insights relevant to the brief which further helped us build personas and map their journeys to identify opportunities for the project development phase.

Once we put together questions in the form of “How might we” (which we will explain in further detail in the Sense Making section later), the design team begins developing ideas to address the problems. When we have generated many ideas, the team compiles them in a final list to evaluate them based on the client and user needs.

The top ideas are further developed to conceptualize implementation. The double diamond process suggests three-stage process for implementation: Build/Prototype Test/Analyse Iterate/Repeat The teams develop “Minimum Viable Products” to see if the prototypes solve the initial problem. These prototypes are tested with users for further development. Once finalized, they are ready to be pitched to the client.

03

There are multiple types of research and techniques practiced by different industries, professionals, and academics worldwide. A structured way to understand this variety is by the following categories: quantitative and qualitative methods, descriptive and analytical natures, applied and fundamental purposes, and exploratory and conclusive designs. However, when designers refer to design research, they are seeking a nuanced understanding of the problem and its context while learning about the users or humans. This holistic deep dive while keeping the user at its core is what enables human-centered design. Hence, design research provides the foundation of and fuel for humane solutions.

Design research is not a science and is not necessarily scientific. Design research focuses on understanding user expectations, behaviors, needs, and motivations through methodical, investigative approaches.

Insights are then used to ensure that all product and service design decisions benefit the user.

Market research is limited to consumer desires and knowledge and doesn’t inform grey areas or unasked questions. By learning and exploring how and why people behave as they do, we can open the way to more innovative and appropriate design solutions, more than we can when we ask how they feel or merely tweak the current design based on analytics.

Pursuing innovation is challenging and most often not viable. This is the reason why most businesses stick to tried and tested methods instead of trying to create something completely different. Thorough design research generates knowledge about current and new users and competitors. It also provides insight into the latest social, technological, ecological, economic, and political trends, helping frame an informed context to the problem or business.

The results of design research give the business or problem an innovative edge with a far more developed understanding of long-term and short-term strategy, significantly increasing the chance to create a successful solution in the form of a product or service.

Human-centered design empowered by design research has led to commendable innovation and solutions that have helped build a better relationship of trust and comfort amongst the patient, caregiver, doctors and the healthcare facilities. For instance, GE Healthcare innovating the experience design of scanning children by animating the machine surface helped release anxiety in children, thus providing effective scan results. Even in current times, the world is looking at design to seek ideas and solutions to handle the impact of COVID-19 on the healthcare industry.

The design research plan is a kick-off document for the research initiative. It helps to identify and frame the goals, methods, and sources that can be utilized to perform the research. The research plan ensures that the team understands the overarching goal and stays on track during the initial exploration. It helps align the team on the expected outcomes and ensures that the team is tapping into essential areas for finding relevant data points.

The pharmaceutical industry is interwoven with the healthcare industry. Patients typically consume medications when they have a medical condition and are prescribed drugs by a clinician. For Pfizer, since transitioning into a B2B company, it is critical to capture different touchpoints that play a role in formulating patients’ and other consumers’ opinions on pharma brands.

To understand the current landscape and varied definitions of patient centricity.

To understand different stakeholders and their roles in the pharmaceutical and healthcare industry.

To identify different touchpoints of interaction with the pharma industry that play a role in consumers’ opinion on the pharma industry.

The initial phase of the double-diamond design process involves divergence. We, as a group of 11 designers, divided ourselves into 4 teams. We adapted exploratory research where each team came up with key questions that needed to be addressed for the objectives mentioned above. Each team proposed suitable research methods for these areas such as desk research, primary research, and ethnographic interviews.

We co-developed the master design research plan in a collaborative session in which each team presented their topic of interests, questions, and research methods and the facilitator helped the team create affinities of the questions and topics and combine them into buckets (main themes).

From there, we devised a plan for 2 stages of research:

This captured Pfizer communications, marketing and brand reputation, current landscape including drug pricing and regulations and pharma trends including holistic patient experience, preventive healthcare, health 2.0 and 3.0, and open source innovation.

This stage aimed to explore what people associate health and being healthy with, and where their perception of disease and cure comes from, and the different mediums they consume information from.

A stakeholder map, like any other map, shows in visual form how different elements are positioned relative to each other. Stakeholder mapping also helps reduce some of the uncertainty in developing solutions as we are less likely to be caught off-guard had we not identified key stakeholders upfront.

Consumers, today, have an increased awareness about health and use smart devices to keep a track of their vitals, activities, and sleep. With the thinning boundaries of health and wellness and the latest advancements in technology, we are seeing new players entering the pharma industry. Technologies such as artificial intelligence and machine learning are helping advance drug development processes.

From our research, we identified the stakeholders in the pharma and healthcare ecosystem. Based on our design brief, we came up with a set of questions relevant to the stakeholders capturing topics of importance to them.

Some of the stakeholders we identified were: Consumers Doctors Pharmacists Wellness Centers Pfizer employees Field Experts

After getting a better understanding of the problem through desk research, we moved to primary research. This is a form of user research conducted by the team directly, in which the team observes the stakeholders and interacts with them to get context-specific information. A wide range of methods can be used here - from ethnographic interviews to quantitative surveys. However, due to COVID-19 we couldn’t do too many inperson interviews and relied on traditional phone interviews.

This formative phase of the research allowed us to have in-depth conversations with the stakeholders outlined above. This research stage unfurled a range of behavioral traits and reactions in order to figure out nuances and finer details about our target audience.

As a design researcher it is these subtle details that truly create a difference between just another product or service and one that is comparatively more useful than the rest.

Researchers have to always balance what their own biases are and process what the interviewees have to say without leading them towards a certain answer.

As a studio class of eleven individuals coming from various countries, we all shared different perceptions about the health ecosystem and the way it functions.

This gave us a head start to understand different curiosities and reflect upon them while drawing up interview guides and questions.

Interview guides are documents that capture a list of questions for participants. They help researchers to structure the interview and direct the conversations.

To ensure that these guides were focused and unbiased we peer reviewed them and allocated at least two people interviewing the same set of stakeholders.

As a team, we came together with a set of questions and identified the overarching themes to begin with an open ended, exploratory question. We captured the sub-topics as probes to dig deeper.

Pharmacist General public Doctors

Pfizer employees Questions for experts Health and wellness

In conducting primary research with stakeholders, it is important to follow standards and practices to protect the integrity of the research conducted as well as the confidentiality of the participants.

In order to establish trust with our interview participants, we outlined the details of our project and how we were utilizing the research with them up front, in our Informed Consent Form, attached in the appendix. We made the conscious decision not to use any audio or video recording devices, relying on traditional note-taking to make our interview participants feel more comfortable in our conversations with them.

Additionally, throughout the report, whenever referring to research participants who are stakeholders outside of Pfizer’s employment network, we use pseudonyms and limit the use of personally identifiable information.

0

Sense making is one of the important steps in the design innovation process that helps to reflect on our findings in the context of our research.The intent for sense making is to take a pause and examine the changes happening around in the world in the areas of business, technology, society, culture, and policy.

Understanding these details by taking a step back and creating a high level view helped us in gaining a better perspective on Pfizer capabilities, and the impact of external forces on the organization in its current and potential future states.

The ystems Diagram is a method for creating a high level-systems view of the context being explored. It helps us think about all elements of a system and their interactions with one another. ERAF stands for lements, elations, ttributes, and lows. ntities refer to nouns that are present in the system such as people, places and things.

Pharmacists, doctors, and pharmaceutical companies are all examples of elements in the system. elations are verbs that describe the nature of the connection between the different elements.

For example, when saying that consumers (an entity) are influenced by mainstream media (another entity), the state of influence is considered a relation in the system. ttributes are characteristics of entities or attributes. They are the adjectives that we use to describe an entity or an attribute.

Describing doctors as trustworthy is an example of an attribute. lows are directional relationships between entities in the form of prepositions.

An example of this would be how knowledge originates and flows from mainstream media to the consumer.

Below is an image of the completed ERAF map that we used as a one of the sense making tools during the research phase of our project.

Money flows from the consumer to every other entity in the system, such as mainstream providers, alternate providers, health and wellness entities, etc.

Information flow occurs in the opposite direction as it moves from mainstream providers, alternate providers, health, and wellness entities to the consumer.

Pharmaceutical companies do not have a direct touchpoint with the consumer. Instead, pharmaceutical companies work directly with mainstream providers like pharmacies, who in turn interact with consumers.

Influencers and media are wildcards in the system and they bring in their own interests when addressing consumers.

Consumers bring both feelings and mindsets to the system.

Feelings include being uncertain, angry, scared, etc.

Mindsets depend on generational variances, which are quite different between Millennials, Generation Y, Generation Z, etc.

Consumers have dynamic and fluid journeys. They can be patients at some point, caregivers at others, and sometimes both at the same time.

Context mapping is a tool used in the field of design research that helps in synthesizing the data collected.

This mapping tool gives the team an idea of the latent and tacit knowledge of users.The data collected from the primary, secondary, and desk research produced insights about pharma companies, direct and indirect stakeholders, healthcare providers, health and wellness influencers, and how they impact consumers at large.

To understand real users it’s important to tap into the deeper emotions and needs of these users - exploring their dreams, wishes, fears, aspirations, and ideas.

Understanding this area of the user in their voice and tone about their past, present, and future situation helps to analyze the research data and use it to inform the project scope.

We studied the circumstances that affect Pfizer as well as the environment beyond the boundaries of the organization. This exercise added depth to our conversations, layering in the elements of global contexts and shifts that will affect Pfizer’s business in the future. While doing this exercise of context mapping we focused on the following categories: demographic trends, technology trends, rules and regulations, economy and environment, competition, customer needs, and uncertainties.

We worked on this in smaller groups, wherein each group selected one category to dive deeper: futuristic health, health and wellness, Pfizer's marketing and communications, and regulations and drug pricing.

We collaborated to add each group’s findings to a shared context map.

An affinity map is a tool that helps us organize and cluster data and insights accumulated from research.

It’s key for sense making and the analysis of research outcomes. When we began, we wrote down insights and direct quotes from research on post-it’s and organized them on the wall in the classroom, by identifying clusters and relevant, common themes. Then we continued developing affinity maps in small teams on Miro, a digital collaboration platform.

Each team conducted desk research, customer interviews, and interviewed with Pfizer employees. In class, everyone wrote down their most relevant findings, quotes, and insights.

We started organizing them in clusters, depending on the theme of the finding.

The clusters from our affinity map included: the disconnect between pharma and patients, technology, advertisements, vaccines, customers’ sources of information, and health and wellness.

Key insights help us summarize and communicate the main findings from research. They’re built on data and supported by direct quotes, interviews, etc. Key insights are carefully phrased, as they serve as points of reference for the next steps in the design process.

Empathy map is a tool used to gain deeper insight into customer understanding of how they think and feel, what they see, what they say and do, and what they hear. After understanding these key patterns of the customer behavior it’s important to derive the pain points and the gain points. This can prove to be very useful in analyzing the problem areas.

Empathy mapping helped us in understanding people (end-users and other stakeholders) and connecting with them on a deeper level through interviews and casual conversations. It's important to understand their interactions and pain points while dealing with the healthcare and pharma industry. Observing and capturing the actual behavior assisted in identifying the gaps in our research and this mapping tool guided us toward further pursuing a direction that is more patient-centric.

Empathy mapping helped in understanding the user, their voice, tone, and needs.

It helped us to see different users (such as pro-science, anti-science, Gen Z, Gen X demography, etc.) through a different lens as we gained more insight into their pain points and gain points.

In the empathy map above, we have captured the proactive health-aware consumer's behaviors and attitudes.

With this mapping process we were able to synthesize and reveal deeper insights with the user group e.g. fitness enthusiasts, how and what they feel, think, say and do things, in different situations, and what role they play in that specific situation. This helped us to understand that they are likely to feel confused or depressed which can further affect their decision making. This pain point is a major concern as it also affects the trust a consumer can have in a brand and its values, as it may fall short of addressing the consumer’s problems.

Personas are fictional characters developed based on a synthesis of customer interviews, secondary research, and using insights from the various stakeholder mapping exercises.

This tool helps scope our work and tailor solutions to potential users. It is a way to place the users at the forefront of our process in order to make sure that our solutions are human-centered.

Personas are represented by visual profiles that help us tap into the demographic details of a person including their behavioral patterns, needs, and pain points. This tool is valuable in taking concepts and ideas from the abstract realm to the more focused and customer specific realm, which in turn aids in effective idea implementation.

In our own work this semester, developing personas helped us move from the complex intricacies of the healthcare system, looking at questions like “what are the regulatory aspects of drug pricing?” to more approachable and real-life questions like “How can we help Diana best explain the intricacies of health to her children?”

To further enrich our persona work, we also conducted auto-ethnography, where we made use of our own strong and sudden involvement in healthcare due to the current pandemic, to better understand the feelings, needs and pain points of a group of graduate students, and millennials who reside in New York City.

After developing personas, we are able to build on these characters with narratives that exemplify how these personas interact in a given situation. The narrative identifies certain touch points along the journey of a persona, and hence creates instances for identifying problem areas and opportunities. Visualizing this journey and mapping it with a temporal understanding is referred to as a Customer Journey Map.

Journey maps are helpful because they bring personas to life and help us achieve deep engagement with their experiences and journeys. Journey maps can illustrate a persona’s experience over several years, or they can zoom in on a specific experience and go into great detail with regards to how this experience unfolds. Building on Diana’s persona above shows Diana’s journey in the Covid-19 context.

We identified opportunity areas for Pfizer that emerged from our analysis of key insights from desk research and interviews, keeping in mind the goal as stated in the brief: “becoming passionate and energized champions of new directions, new customers, and new narratives of science.”

Becoming a trusted source of science information and news for patients, caregivers, and the public.

Promoting health and wellness; going from a “diagnose and treat” to a “predict and prevent” model.

Utilizing the new Pfizer space at Hudson Yards for activities that engage the public.

Sharing their resources, leading-edge technology, and expertise with other players in the healthcare industry.

Taking advantage of their social media presence to promote new narratives of science to attract non-science audiences.

Addressing the general disconnect between pharmaceutical companies, healthcare providers, health and wellness influencers, and the public.

How Might We (HMW) questions are formulated from the themes, existing knowledge, and insights found through research and sense making. They encourage a collaborative approach to the design challenges and open up the process to brainstorming and ideation. They are formulated with a certain level of ambiguity, to promote exploration and many idea possibilities. Here are the final HMW questions that informed our ideation:

How might we create audience-focused content to communicate relatable science stories?

How might we instill more care-driven innovation at Pfizer?

How might we instigate curiosity in science, so that it doesn’t feel laborious?

How might we make the people of Pfizer ambassadors of a new form of wellness?

How might we adopt social listening to enhance audience engagement?

How might we help patients stay informed about their drugs and medications in a fun and engaging way?

How might we help Pfizer build a collaborative ecosystem?

After completing our sense making process, we presented our findings and insights to a multidisciplinary panel of experts who have backgrounds in healthcare, wellness, business modelling, pharmaceutical innovation, and healthcare-specific human-centered design. The expert panel’s names and biographies are listed below.

Joana Macena Orthomolecular, nutrigenomics, and functional medicine, MD Wellness and healthcare consultant for the Global Wellness Institute Nicholas Heath R&D Leadership and Innovation Strategist Senior Manager at Takeda’s Center for Scientific Leadership & Innovation Patricia Beirne Principal Designer at The Lab in the U.S. Office of Personnel Management Associate Professor of Transdisciplinary Design at Parsons School of Design, The New School Human-centered design leader for creative teams

Jennifer van der Meer Business model designer, innovator, entrepreneurship consultant, and educator Founder of Reason Street, a strategic consultancy in business models for impact Associate Professor of Strategic Design & Management at Parsons School of Design, The New School Jenny Sheng Healthcare strategist with 10+ years of experience across the pharmaceutical industry, consulting, and VC. Director of Marketing and Healthcare Innovation at Pfizer Sarah Jones CEO of Parkinson's & Movement Disorders Alliance Healthcare-focused human centered design strategist

05

Ideation is a stage in the design research process where designers generate multiple ideas to solve a problem. The aim is to use creativity to think outside the box and come up with innovative solutions.

Oceans 11.3 being a multifaceted group, created a lot of depth in our ideation process. Our aim throughout the process was to cover all the opportunity areas and give equal importance to all the ideas.

This process started with decoding the consumer interviews and finding opportunity areas and “How Might We� questions from which we could ideate. This was an extremely hands-on exercise where we were working in our studio using markers and sticky notes. Little did we know, halfway through our ideation process we hit a dead end to in-person interaction. But change is the only constant! So, we adapted to the new normal and developed agile processes to continue with the project.

Moving forward, we split into four teams to work on specific personas that emerged from our ethnographic interviews. The teams were given the freedom to choose the methodology for this particular process, and each team led group ideation sessions in which the whole class participated in generating an unstructured pool of innovative and fresh ideas.

Each group took a different approach to this process. Coming up are the ideas created along with the ideation workshop approach.

The aim was to cover all the opportunity areas and give equal importance to each and every idea.

We first conducted our own ideation session in which we discussed the “What”, “How", and “Why", behind Pfizer’s challenges and the users’ needs. We developed three How Might We questions for the class to explore in the ideation session. We divided the class into three groups for this session and adapted “Slicing the Elephants and Splitting the Ideation Challenge” methodology, so that each group could focus on one question, and then come together to discuss. Each group discussed one of our questions, and then applied the “5 Ws + H”. This technique invites participants to ask themselves six questions (who, where, what, why, when, and how) and look at variations of the answers to each of those. Asking these questions gave us a lot of perspective and led us to creating a pool of highly creative ideas.

Prior to our ideation session, we were looking to find out more about existing content available across Pfizers’ platforms. This allowed us to understand the scope of information available and published already. In order to bring the class up to speed, we planned our sessions around three Pfizer apps: Living With for cancer patients, Quitter’s Circle for smokers, and AFib 2gether for stroke patients.

The workshop participants were asked to decode the app and what it dealt with. This allowed us to think of the target audience, benefits of the app, areas of improvement and how it could be scaled to reach a larger audience. The result of this session was a better understanding of what Pfizer currently offers, and to be able to march forward with these user experiences in mind.

For ideation, we looked at some insights through the lens of three different archetypes: anti-science, science enthusiasts, and students. Each team was assigned an archetype and was given time to come up with “How Might We” questions with their archetype in mind.

After, we did a brainstorming session that aimed to tackle the design challenge presented through the HMW’s. This resulted in a variety of ideas which we later ranked. Ultimately, we selected the two ideas that resulted in our prototypes Pfizer’s Open Collaboration Hub and Stand-Up Science podcast.

The objective of our concept generation process was to ideate on building trust, creating engaging content, connecting to the audience, and making content relatable. Before we began our ideation process, we identified the overarching question - “How might we make science fun, engaging, and relatable?”. In order to build a focused thought and ideation process, we informed the workshop participants about three distinct audience groups - Shaping Minds, Learning Values, and Relearning Values. We further supported the ideation session with scenarios of “Communicate/Educate”, “Involve/Engage” and, “Befriend/Connect”for each group and focused HMW probes.

How might we tinker with people's belief systems to enable their trust in science?

How might we build a patient's trust through their trusted sources?

How might we communicate the effectiveness of vaccines to build trust in the context of the COVID-19 pandemic?

Once we generated the ideas the next step was idea ranking to determine the potential to become innovations. So, how did we decide which ideas to work on? A properly defined ranking system helped us set aside biases and look at ideas from a biggerpicture perspective. The idea ranking system used questions to determine which ideas not only will have significant results but are also aligned with our core capabilities and expertise. The system was based on scoring each idea according to five criteria.

The final scores ranked our ideas from best to worst, which allowed us to clearly see which ones we should pursue further.

The five criteria for idea ranking: How relevant is the idea to the client brief?

Analysing the originality of the idea Does this idea improve the customer’s experience and/or expectation?

Does this idea solve a problem? Will it give your customer something they need or want? Will it solve their problems in a unique and different way?

What would be the impact for Pfizer and its stakeholders if the idea is implemented?

Short-term? Long-term?

Analyzing the viability, feasibility, and desirability of the idea

06

Systems mapping provides an exploration of the system, communicates understanding, and allows for the identification of knowledge gaps, intervention points, and insights. It visually allows us to explore roadmaps and connections that can be easily missed in a traditional approach such as a written report. Once connections begin to become clear, we can tease out non-obvious parts and seek to develop a more complex view of the system. Deeper understandings and gaps that arise allows us to better formulate approaches and decide which avenues to explore.

We created a systems map to visualise the current Pfizer ecosystem and the possible transformations in the future systems that our concepts may affect.

By examining the current and future systems maps, we find that solutions need to be in the form of a range of parallel interventions with the shared goal of effectively reaching the patient/user.

In the current context, Pfizer has various solutions using mediums such as video, podcasts, articles, etc. This content makes use of various technological advancements in order to target the patients’ overall sense of wellness.

While the proposed future systems map presents similar strategies, it also uses additional intentional frameworks to coordinate how these solutions come together.

The Open Collaboration Hub and the Method Toolkit work on an organizational level, and Pfizer for All is a data-driven content generation strategy. In addition, Pfizer Fit is a health and wellness app that clearly positions Pfizer as a thought-leader in the wellness sphere.

Furthermore, Science in Motion and Know Your Drug Better are solutions that make use of technology in order to excite and engage users in the story of science. The narrative component is further brought to life using Stand-up Science, which makes use of comedy and its unique approachability to bring in audiences of all backgrounds and interests.

Internal: Pfizer Social media and reputation team External: Shapers, Re-learners and Dissenters.

Currently, Pfizer puts enormous effort into generating engaging social media content.

However, this content doesn't speak to all types of audiences. So we asked, “How might we create audience-focused content to communicate effective and relatable science stories?”. This is where “Pfizer for All” paves the way towards engaging, focused, and relatable science content. Pfizer for All is a strategic tool designed for the Pfizer social media team. It helps expand patient-centricity to human-centricity by building empathy through an objective-driven approach for creating audience-focused content.

The strategy consists of 8 steps categorized into three phases.

Phase 1 helps empathize with the audience by understanding their perspective towards science and the pharmaceutical industry.

Phase 2 helps define the process by selecting the approach of engagement, topic of interest, and prompts to make content more relatable.

Phase 3 helps define the narrative of stories by identifying the emotions Pfizer wants the audience to feel, a tone that reflects Pfizer’s personality for the content, and mediums that appeal most to the target audience.

The accumulated audience voices help build empathy as the starting point. Through our design research we have identified Shapers, Re-learners, and Dissenters as the distinct target audiences. Once the target audience is identified, the next task is defining their needs and goals by using 30 elements of value. Pfizer for All helps define and capture functional and emotional needs of the chosen target audience.

For defining the process of engagement, Pfizer's team chooses an approach from ‘engage and influence’, ‘expose and educate’, and ‘inspire and sustain’. Next steps are to pick up a topic that interests the target audience and select a prompt, helping to streamline the content creation process.

Once we have clarity on the audience needs, and the approach, we focus on the narrative and storytelling. For an impactful storytelling, Pfizer for All helps define the emotion and tone of the narrative. Once there is a clarity about the different moving components of content creation strategy, Pfizer for All proposes different mediums that appeal to these different target audiences. It embraces the concept of social listening where, at the back-end, it accumulates real-time data on customer engagement on different Pfizer platforms to make an informed, data driven decision about the platform.

In the end it gives Pfizer a content brief captured in the format below.

“We want to (approach) with (target users) to make them feel (emotion) about (topic) by (prompt) sounding (tone) because (users needs and goals).”

E.g. “We want to educate and engage with Shaping Minds to make them feel excited about our new vaccine by sounding intelligent and informative because they want to know the recent developments in science.”

Remote testing using Concurrent Think Aloud (CTA) method to understand participants’ thoughts as they interact with a product by having them think aloud while they work. The goal is to encourage participants to keep a running stream of consciousness as they work.

Where and when Pfizer office and/or remotely.

Scope Testing Pfizer for all usage and navigation.

Purpose Identify specific tasks of Marketing, Content Creation and Reputation teams at Pfizer.

Observe how Pfizer teams undertake content creation assignments.

Identify the process and thought patterns of the teams.

Test Introduce Pfizer for All tools.

Equipment Adobe XD prototype (shared via link) Scenarios Create Youtube/Instagram post for Shapers.

Create a scientific article for academics/field experts (Re-learners) for Linkedin.

Create a paid media article for Dissenters.

Successful Task Completion: Understanding persona and their needs Persona-specific content creation Usability of tool

If implemented internally to define content creation strategy Pfizer for All will help to: Save time in content creation through collaboration, bringing teams such as Review committee, content creators together.

Teach empathy for digital product development to Marketing, Patient Advocacy, leadership teams.

Internal Pfizer Employees (90,000+) Career-driven, a collaborator Interested in new ways of team building and working Wants to know more about other departments and their working styles Wants to connect with others in their own department For upper management who want to instill the patient-centricity approach within their teams

Training

Leadership Retreat

Cross functional collaboration

Icebreaker

In this idea, we explored how we could introduce a process strategy to decode patient-centricity for the employees at Pfizer. Since we have had an outsider perspective, we got a chance to look at this concept with a fresh mind, but we recognize that for Pfizer employees who are busy with their day-to-day activities, time may not permit this.

Pfizer’s expertise lies in developing innovative and groundbreaking medication. This process can take up to 10 years, and can be literally life-saving.

But how can we provide care in the meantime? This led us to the question:

In deconstructing patient-centricity, we explored the entire ecosystem of the patient, realizing how strong the connection is between a patient and their caregiver, and that the need to seek better health goes well beyond the medication itself.

To understand this better and look at how we can incorporate these questions into the foreground of Pfizer’s work, our strategy looks at using design thinking as a tool. Design thinking by virtue is used to understand the latent desires and needs by leveraging human connections.

How might we instill more care driven innovation at Pfizer?

This canvas conditions the workshop participants to rare diseases since 95% of these diseases don’t have medications to treat them, which pushes the employees to think outside the box.

Disease Deck: A brief description of the rare disease.

Persona Deck: Details about the persona (patient) to create a visual image.

Caregiver Deck: Details about the caregiver and where they lie in the circle of care.

Canvas This sheet involves guiding questions which the workshop participants will be facilitated through. These questions are aimed to make participants read, feel, think, ideate, and collaborate. At the end of the workshop, the canvas will be filled with scribbles, words, post-it notes, and some ideas to think about.

Each team has 3 decks

Each team will have a worksheet and will work on it together.

Each team is composed of 4 people. (different Pfizer departments)

The workshop will be run by a facilitator.

At least 4 teams will be participating in the workshop.

The workshop will be run by a facilitator.

As the workshop focuses more on the process that an individual goes through rather than the outcome, our next step would be to co-create this workshop with the Pfizer employees. This means that the workshop will involve testing the method cards together to identify gaps and areas of opportunity where the teams will be a mix of Parsons students and Pfizer employees.

Co-creation will allow us to tailor this toolkit better to Pfizer’s working process and build the next canvas of activities to make care-driven approaches an intrinsic value for Pfizer.

Currently, Pfizer has several initiatives to help other players in the healthcare industry and to continue their technological and research advancements, such as Pfizer’s Center for Therapeutic Innovation, Pfizer’s LabCentral, and Pfizer Ventures.

Pfizer has access to leading-edge technology and resources which they could share with others to promote positive change in the industry. How might we help Pfizer build a collaborative ecosystem?

As a solution, we propose Pfizer’s Open Collaboration Hub, a space in their new offices at Hudson Yards with an open-door policy for startups, students, and new entrants in the healthcare industry. The Open Collaboration Hub would give access to resources and libraries, technological equipment, mentorship, networking events, and seminars.

The value proposition for startups and students: Priority access to Pfizer’s Center for Therapeutic Innovation, Pfizer Ventures, and Pfizer’s LabCentral.

The opportunity to receive seed funding and direct mentorship from Pfizer employees.

Access to Pfizer’s cutting-edge technology and resources such as the compound libraries.

The value proposition for Pfizer: The opportunity to act as mentors for startups and students, showing them about Pfizer culture and creating connections.

Having a first-look at startups and opportunities for investment in early-stage ventures.

Training and growth opportunities for Pfizer employees who act as mentors for the program.

Create external partnerships with other players in the healthcare industry and with academic institutions.

Create a space for Open Collaboration Hubs in Pfizer offices worldwide.

Grow the online database and create an online network.

Implement memberships for access to the hub.

Creating a testing space at Pfizer HQ Connect with startups to research the needed technology and mentorship

Internal Pfizer Employees (90,000+) Career-driven, a collaborator Science driven, tech savvy Interested in new ways of team building and working Wants to know more other departments and initiatives Wants to connect with others in their own department

Gina’s story helps illustrate the opportunity area for Pfizer to leverage its credibility, talent, and data to capture of-the-moment consumers’ attention, which led us to the following question:

How might we make the people of Pfizer ambassadors of a new form of wellness?

We explored how to craft a new persona and depiction of the wellness professional that is more real than the typical “idealized look” portrayed in the media, to think about being more inclusive, and to engage people that are representative of the people that actually utilize Pfizer’s products.

We thought about conceptualizing a different way of engaging pharma companies in health and wellness, layering in the element that the people working in pharma are very hardworking and don’t always have the privilege of benefitting from the tools they work on.

This is where Pfizer Fit comes in - to empower users to take charge of their own health with the power of science.

User Profile Users will be able to track progress, past and upcoming classes, and connect with other team members. Here, they can also opt in to teach a class. Users can also access basic profile functions, such as change profile photo, notifications, account settings, payments, etc.

Innovation Ride Innovation rides will allow users to view and sign up for Pfizer-led classes. Pfizer employees can freely decide how they will like to teach the workout class and associate it with any research, projects, and initiatives they are working on.

Users will be able to view who is teaching the class and the content that they will be learning about.

Innovation milestones Fitness goals will correspond with innovation milestones building upon the spirit of participation and the hope that science can offer. At each stage of the workout, information will be unlocked, and a congratulatory message will appear. So, the sense of investment in the story will build as participation continues.

Fit and Give The fit and give feature leverages existing partnerships and defines new relationships with patient advocacy groups and organizations like Susan G. Komen’s Race for The Cure and allows people to participate in worthy causes from the comfort of their homes.

By beginning with an experimental, low fidelity pilot program internally, representatives from different departments within Pfizer can share exciting content with other teams to build a greater sense of trust within the large company and a shared understanding of Pfizer’s innovation efforts.

Pfizer teams can self-organize and sign up for challenges based on common fitness goals - such as walking a couple miles a day for beginners, or competing to make it to the top of the leaderboard in a Peloton class for more experienced users. Each goal will correspond with innovation milestones, building upon the spirit of participation and the hope that science can offer.

The next step would be to build a high fidelity (hi-fi) internal pilot which will make it easy to establish a road map for procuring partners like Peloton and Soul Cycle.

Moving on, we would like to test the hi-fi internal pilot and define more features for the general public. Testing being an essential part of a prototype, we would like to test this app with a focus group to get quality feedback.

The final step would be building the hi-fi external pilot based on the feedback received and testing again for final pre-launch feedback. We suggest creating a little marketing buzz before the launch so as to capture as much of the market once it launches!

Communicating science is not an easy task. For most of us who don’t have a thorough understanding of science, finding health and science information is difficult, tedious, and tiresome. As a result, many of us will only look for science-related information if we’re very curious or if a health problem necessitates that we do so. Otherwise, voluntarily looking for this type of information feels like homework.

Even when science and health information is presented to us in an engaging manner like a video or an infographic, it isn’t usually exciting to go looking for this information.

Due to the current COVID-19 pandemic, we have suddenly become more attentive to science and health, because there is a pressing and urgent need. As a result, our perception of the pharmaceutical industry and its work has positively surged. With everyone on the lookout for a vaccine, it became easier for us to understand how pharmaceutical companies operate and their work has become much more tangible to us.

This prototype explores how we can maintain interest in science after the current pandemic is over, in order to forever change the narrative of science.

As a team, we’ve identified the need for science to be engaging in order to attract a wide array of people who are interested and invested in learning more. The question we asked was:

How might we instigate curiosity in science, so it doesn’t feel laborious?

Our solution is two-fold: It targets Pfizer’s internal team in order to keep them engaged in the biggerpicture value of their work and impact It also targets the general public in order to engage them in a sensorial experience around science.

It is helpful to see Science in Motion from the perspective of Ian, a 25 year old graduate student who lives in New York City.Ian doesn’t have a scientific background, but is an inquisitive tech enthusiast who enjoys experiencing new things.

Let’s imagine Ian engaging with a science-specific installation, going into the room not knowing much about the topic and leaving the room feeling engaged, inspired, and eager to spread the word.

Science in Motion is a digital experience. Therefore, it is flexible and adaptable to many settings. The storyboard below provides some examples and some applications in the context of Pfizer’s new office.

Pfizer will move to the Spiral Building in Hudson Yards by 2022.

This will be a 7 minute walk from the High Line.

In concept, the Spiral Building’s design is a visual extension of the High Line.

It can be displayed at the Pfizer lobby for visitors to enjoy.

It can also be displayed inside the Pfizer office to engage different internal departments.

Science-specific narratives: Nanoparticles - We identified Pfizer’s innovative work in nanoparticles to be one of the most engaging stories to reveal the value of science and its promise in combating cancer. This is one of the exciting examples of how science can come very close to science fiction, and it is a story that deserves to be told.

Gamification Engaging with the experience can be enhanced even further if there is a gaming component associated with it. In the prototype, the user solves a problem around nanoparticles and gains points.

More information In order to learn more, the user scans the barcode present at the end of the game. This takes the user to a video that further explains the breakthroughs in nanoparticle research.

A variety of mediums Still interested to know more, the user can access a combination of written and visual information that is easy to understand and that can be easily circulated with others.

The current version of the prototype is a floor projection that can be shown in public space like shopping centers (e.g: the Oculus), or museums. (e.g: The Guggenheim). The purpose of this would be to achieve widespread engagement with audiences who have different backgrounds and interests.

The next step is to transform the Science in Motion experience into an entirely virtual medium that is no longer site-specific. By incorporating AR & VR technology, this can be experienced from literally anywhere in the world.

After achieving widespread success and engagement, the true value of Science in Motion will come about when it is used for the noble purpose of education.

In that way, this content can be available as open-source material for schools, universites, libraries, etc. to have access to.In that way, Pfizer will have an inspiring, engaging, and effective way to shape the minds of the next generation, instilling in them the value of science and its incredible promise to enact change.

Through our research we came to know that patients find it difficult to understand and remember medical terminology. They find it difficult to analyze the accuracy and authenticity of information available online, and thus they depend on third parties for relevant information such as side effects.

Know Your Drug Better aims to simplify and communicate drug information and discovery journeys to inform and educate the consumer in a fun, engaging and efficient manner.

With the enhanced curiosity about vaccines and medications in the current context of COVID-19, Pfizer has the opportunity to lead science communication in a unique way that brings Pfizer closer to patients and builds an emotional connection of care and trust. The HMW ‘Know Your DrugBetter' addresses is:

How might we help patients stay informed about their drugs and medications in a fun and engaging way?

The hero of our story is Bill. Bill is a 78 years old rheumatoid arthritis patient. He lives alone in his countryside row house. He enjoys reading books, going to church on Sundays and meets his family on vacations and Christmas. Due to his age, Bill is prescribed medications for blood pressure, diabetes, and rheumatoid arthritis. He has difficulty reading fine text and gets anxious when he is not able to understand his medication information.

“Know Your Drug Better” is a digital interface that informs the patient about his drug in an engaging and animated format. Once the user scans the QR code on the medicine, a Pfizer-owned “Know Your Drug Better” link opens to the menu about the drug information under the following categories:

How was it made?

What does it treat?

What is the dosage?

What are the side-effects?

How does it work?

More information

We propose that for the next steps, Pfizer needs to build a team for design research who will perform contextual interviews for idea testing and iteration. After capturing insights about visual preferences for selected focus groups, these will be used to create visual language for gifs. The final digital product will be created in collaboration with a motion design team that engages patients in a fun, simple and meaningful way.

Pfizer currently has four podcast offerings: The Antigen, Diverse Perspective, Get Science, and Menopause: Unmuted. Through these podcasts, Pfizer offers its audience commentary and facts on the scientific, cultural, and political elements of vaccinations,pioneering change across industries, scientific unknowns, the scientists pushing boundaries, and first-hand experiences of menopause.

Pfizer could be reaching even more audiences and filling an information need through other types of podcast content. So we asked ourselves:

How might we adopt social listening to enhance audience engagement?

Worldly Max is a young professional living in New York City who enjoys listening to podcasts and loves learning new things. Max listens to podcasts at work, during his commute and at home. He loves to share whichever podcast he’s listening to with his friends.

Max has tried listening to scientific podcasts, yet he finds the language very hard to understand. He takes his concerns to social media. On Twitter, he shares tweets that make reference to the difficult, and oftentimes boring, scientific language. Through social listening, Pfizer learns about Max’s concerns.

Adopting non-scientific language Using current happenings to generate content Making the podcast narrative easier to understand and more relatable than existing scientific podcasts Attracting and influencing people outside the science industry.

To implement social listening to develop a new podcast called Stand-Up Science.

First, what is social listening? Social listening is a process of monitoring digital conversations around a brand to better understand customers’ behaviors and needs and to discover new opportunity areas.

Informed by the insights discovered on social media, Pfizer launches Stand-Up Science: a weekly podcast dedicated to exploring scientific trends and fads hosted by Pfizer scientists and guest comedians to educate listeners about science in a fun and innovative way.

Launching a second volume of the podcast, for kids.

Creating a YouTube series about Stand-Up Science.

Netflix science special.

Live comedy shows about science.

Record one episode with a science comedian and share it with the audience Use success metrics already established by Pfizer to analyze changes in audience engagement, and to track growth and follower increase.

This semester, a team of eleven motivated and driven strategists had the opportunity to work with a legacy company– a journey we took for fifteen weeks to navigate through a complex and wicked problem.

Deconstructing the meaning of patient centricity and understanding the role Pfizer plays in the larger ecosystem of healthcare directed our path of design research. Design research, by virtue, looks at understanding the users before it identifies what information needs to be formulated. Taking this approach helped us perceive and understand the world through their eyes before we determined what we think they should know. As strategists, our key to the process was to apply a truer form of empathy, remaining open to how the other person feels, with substantially less self-referral throughout. The goal was to discover behavioral nuances across different age groups and understand their methods of interactions with new content that is truly engaging for them.

As the semester unfolded, COVID-19 brought upon unprecedented times for each and everyone of us. As we faced challenges in adapting to this new normal, we got a chance to see two sides of science: one before COVID-19 and one after, which turned out to be a silver lining for our learning process.we,. This unexpected event brought in a positive surge for pharma’s reputation as the world anxiously awaits in hope for scientific innovation to produce treatments and vaccines. This curiosity, and belief that science can save us is what we aim to capture in our prototypes. We believe Pfizer has successfully carved a path of extraordinary discoveries for the last 100 years but the question is, how will the next 100 years be shaped? The narrative of science is in our hands, how we choose to bring it to people will make all the difference.

This journey to win the world over with science would have not been possible without the many people who contributed to the effort.

We would like to start by thanking Pfizer for giving us an opportunity to showcase our strength as complex problem solvers. We want to thank the Pfizer team, Ed Harnaga, Chad Parizman, Ellen Gerstein, Molly Macleod, Ginny Buckingham, Michael Julianelle, Niamh Roberts, and Jennifer Kokell for their continuous support and feedback for our project. In addition to the leadership team we would like to thank Judy Flores, Kathy Medina, Diane Roman and Mia Dejesus for helping us with logistics.

Thank you to our studio instructors Brett Barndt and Aaron Fry, and mentor Brendan Raftery for instilling motivation, sharing words of wisdom, and making us believe that there shall be light at the end of this equivocal tunnel. Their availability to guide us at all times inspired us to persevere through uncertainties and make every minute of this project count not for the outcome, rather for the process to learn and discover.

Lastly, to all the Oceans 11 who brought in vivacious energy, strong yet diverse perspectives, and gave their best with complementary personalities to make this project a beautiful learning journey. As they say, no one can whistle a symphony, it takes a team to play the orchestra.

Abelson, R. (2019, Dec 4,). Hospitals sue trump to keep negotiated prices secret. The New York Times Retrieved from https://www.nytimes.com/2019/12/04/health/hospitalstrump-prices-transparency.html Alexa, A. (2020, January 7). In Hudson Yards, Bjarke Ingels' The Spiral is more than 50% leased as construction progresses. Retrieved from https://www.6sqft.com/inhudson-yards-bjarke-ingels-the-spiral-is-more-than-50leased-as-construction-progresses/ Allison Crady. (2018, July 9). Doing the right things and doing things right: a design researcher’s process model.

Retrieved from: https://uxdesign.cc/doing-the-rightthings-and-doing-things-right-a-design-researchersprocess-model-abd222699bbf Anna Edney. (2019, Jul 2,). Warren calls on ex-FDA chief Gottlieb to quit Pfizer board. Bloomberg Wire Service Retrieved from https://search.proquest.com/docview/2250598190

Ascher, J., Hoglund, D., Ostojic, I. & Vancauwenberghe, M. (2018). From product to customer experience: The new way to launch in pharma. Retrieved from https://www.mckinsey.com/industries/pharmaceuticals-andmedical-products/our-insights/from-product-to-customerexperience-the-new-way-to-launch-in-pharma Assistant Secretary for Public Affairs. (2014). Running a usability test. Retrieved from /how-to-andtools/methods/running-usability-tests.html Azimi, T., Conway, M., Heller, J., Sabow, A. & Tolub, G. (2019).

Refueling vaccine innovation. Retrieved from https://www.mckinsey.com/industries/pharmaceuticals-andmedical-products/our-insights/refueling-the-innovationengine-in-vaccines Baum, S., Parmar, A., Baum, S., DeArment, A., Dietsche, E., & Truong, K. (2017, August 28). Pfizer and Drexel develop Minecraft-like game to help young hemophiliacs and caregivers. Retrieved from https://medcitynews.com/2017/08/pfizer-and-drexel-gamefor-hemophilia/

Bontoft, M. (). Patient-centric pfizer. Retrieved from https://www.team-consulting.com/insights/patientcentric-pfizer/ Brennan, Z. (2016). Patents vs. Market Exclusivity: Why Does It Take So Long to Bring Generics to the Market?.

Retrieved from https://www.raps.org/regulatoryfocus™/news-articles/2016/8/patents-vs-marketexclusivity-why-does-it-take-so-long-to-bring-generics-tomarket Brockenshire, G. (2020). Healthcare trends that are shaping 2020. Retrieved from https://www.boardofinnovation.com/blog/healthcaretrends-that-are-shaping-2020 Bulik, B. S. (2020, April 21). Pharma's reputation has soared during COVID-19 pandemic, poll finds. Retrieved from https://www.fiercepharma.com/marketing/pharmaindustry-reputation-jumps-during-covid-19-harris-pollfinds-positive-surge Buxton, W. (2007). Sketching user experiences Amsterdam; Boston : Elsevier/Morgan Kaufmann.

Cha, M., & Lorriman, T. (2014). Why pharma megamergers work. Retrieved from https://www.mckinsey.com/industries/pharmaceuticalsand-medical-products/our-insights/why-pharmamegamergers-work Court, D., Mulder, S. & Jorgen Vetvik, O. (2009). The consumer decision journey. Retrieved from https://www.mckinsey.com/businessfunctions/marketing-and-sales/our-insights/theconsumer-decision-journey Customer experience at Pfizer - Mike Bellis. . (2014).

[Video/DVD] eyeforpharma by Reuters Events. Retrieved from https://www.youtube.com/watch?v=Bxm_T--g6Oc DeArment, A. (2018, -09-13T15:08:30+00:00). Patient engagement reaches the C-suite. Retrieved from https://medcitynews.com/2018/09/patient-engagementreaches-the-c-suite/ Designing behavioural science-based patient support programmes. (2019). Retrieved from https://pharmaphorum.com/sales-marketing/designingbehavioural-science-based-patient-support-programmes/

Dotty. (2018, October 2). Stakeholder Mapping: Simple, Yet Powerful. Retrieved from https://www.designthinkersgroup.us/stakeholdermapping/ Edison Research. (2019, June 20). The Podcast Consumer 2019. Retrieved from https://www.edisonresearch.com/the-podcast-consumer2019/ Fields, R. (2008). Why is Healthcare Regulation So Complex?. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2730786 / Gerry, C. (2019). Why Americans hate big pharma more than ever. Retrieved from https://www.acsh.org/news/2019/09/09/why-americanshate-big-pharma-more-ever-14275 Get ready. get set. get old. Pfizer challenges conventional views of aging through new campaign. (2015).[Video/DVD] BusinessWire. Retrieved from https://www.youtube.com/watch?v=eN8XXGJNHOI

GET SCIENCE PODCAST. (n.d.). Retrieved from https://www.pfizer.com/news/features/podcasts/getscience Ghosh, I. (2019). Visualizing the healthtech revolution.

Retrieved from https://www.visualcapitalist.com/visualizing-healthtechrevolution/ Givel, M. (2013). Modern neoliberal philanthropy: Motivations and impact of pfizer pharmaceutical's corporate social responsibility campaign. Third World Quarterly, 34(1), 171-182. doi:10.1080/01436597.2012.755013 Global wellness market is now three times larger than worldwide pharmaceutical industry. Retrieved from https://globalwellnessinstitute.org/press-room/pressreleases/global-wellness-institute-study-34-trillion-globalwellness-market-is-now-three-times-larger-thanworldwide-pharmaceutical-industry/ Gloe, H. (2018). Cognitive biases in healthcare. Retrieved from https://www.gene.com/stories/cognitive-biases-inhealthcare

Guber, P. (2007, December 1,). The four truths of the storyteller. Harvard Business Review, Retrieved from https://hbr.org/2007/12/the-four-truths-of-thestoryteller Gunn, M. (2019). When an FDA drug approval makes mainstream news: The announcement of zulresso, A media case study. Journal of Commercial Biotechnology, 24(4) Retrieved from https://search.proquest.com/openview/7de3fc4c99a85d1 f815ad932eb64b723/1?pq-origsite=gscholar&cbl=27141 Hanington, B. (2012). Universal methods of design:100 ways to research complex problems, develop innovative ideas, and design effective solutions Beverly, MA : Rockport Publishers.

Ho, C. M. (2013). Drugged out: How cognitive bias hurts drug innovation. (). Rochester, NY: doi:10.2139/ssrn.2318820 Retrieved from https://papers.ssrn.com/abstract=2318820 Harris, G. (2009, Sep 3,). Pfizer pays $2.3 billion to settle marketing case. New York Times (Online) Retrieved from https://search.proquest.com/docview/2219883465 High Line Art. Retrieved from https://www.thehighline.org/art/ Horwitz, S., & Et al. (2019, Dec 6,). 'SELL BABY SELL': Inside the opioid industry's marketing machine. The Washington Post (Online) Retrieved from https://search.proquest.com/docview/2336892194

Health Literacy. (n.d.). Retrieved from https://www.pfizer.com/products/patient-safety/healthliteracy

How are prescription drug prices determined? (2019).

Retrieved from https://www.ama-assn.org/deliveringcare/public-health/how-are-prescription-drug-pricesdetermined

Hernandez, M. (2020, Mar 26,). HCD mag. Retrieved from https://www.healthcaredesignmagazine.com/trends/persp ectives/how-design-plays-a-role-in-responding-to-thecoronavirus-pandemic/

How drug prices work | WSJ. . (2019).[Video/DVD] WSJ. Retrieved from https://www.youtube.com/watch? v=aeG2lWxYO_Y&t=1s

Hu, C. (2018). These are the most — and least — reputable drug companies in the US. Retrieved from https://www.businessinsider.com/pharmaceuticalcompany-reputation-rankings-2018-6

Knowles, D. (2020). How will the COVID-19 pandemic end? A virologist explains. Retrieved from https://www.weforum.org/agenda/2020/04/how-and-whenwill-this-pandemic-end-we-asked-a-virologist/

Interactive Health Games. (2020, January 30). Retrieved from https://medlineplus.gov/games.html

Köppen, E. (2014). Changing experiences through empathy – the adventure series. Retrieved from https://thisisdesignthinking.net/2014/12/changing-experiencesthrough-empathy-ge-healthcares-adventure-series/

Jones, K. (2020). How COVID-19 has impacted media consumption, by generation. Retrieved from https://www.visualcapitalist.com/media-consumptioncovid-19/ Jones, P. H. (2013). Design for care innovating healthcare experience. New York: Rosenfeld Media.

Kassum, T. (2018). Generations: Talent dispersion in biotechnology. Retrieved from https://lifescivc.com/2018/11/generations-talentdispersion-in-biotechnology/ Kirstel, E., & Rastegayeva, I. (2019). The effect of 5G technology on the healthcare industry. Retrieved from https://www.frontrunnersinnovate.com/5g-technologyon-healthcare/

Medicare brand-name vs. generic prescription drugs: Comparing costs and effectiveness. (2017, -11-02T09:56:59+00:00).

Retrieved from https://www.ehealthinsurance.com/medicare/part-dall/medicare-part-d-brand-name-vs-generic-drugs Mootee, I. (2013). Design thinking for strategic innovation: What they can't teach you at business or design school Hoboken, N.J. : John Wiley & Sons Inc. Nanotechnology Opens New Frontier in Cancer Treatment.

(2019, September 24). Retrieved from https://www.pfizer.com/news/hottopics/nanotechnology_opens_new_frontier_in_cancer_treatmen t

New roche study uses real-world data to predict diabetesrelated chronic kidney disease. Retrieved from https://www.accu-chek.com/news/new-roche-study-usesreal-world-data-predict-diabetes-related-chronic-kidneydisease

Polaine, A. (2013). Service design : From insight to implementation Brooklyn, New York : Rosenfeld Media.

Osterwalder, A. (2014). Value proposition design Hoboken : John Wiley & Sons.

Ramsey, L. (2016). A major drugmaker just launched an ad campaign that doesn’t name a single product. Retrieved from https://www.businessinsider.com/pfizer-launches-ad-campaignfeaturing-its-scientists-2016-5

Parrish, M. (2018). Pharma's damaged reputation.

Retrieved from https://www.pharmamanufacturing.com/articles/2019/ph armas-damaged-reputation/ Partnering With Patients. (n.d.). Retrieved from https://www.pfizer.com/products/patientsafety/Partnering-With-Patients Petersen, D. (2019). Why reputation is more important than ever for biotech companies ‌ and what you can do about it. Retrieved from https://lifescivc.com/2019/04/why-reputation-is-moreimportant-than-ever-for-biotech-companies-and-whatyou-can-do-about-it/

Pfizer Inc Apps on the App Store. Retrieved from https://apps.apple.com/us/developer/pfizer-inc/id400502925

Raphael, R. (2018). These 10 market trends turned wellness into a $4.2 trillion global industry. Retrieved from https://www.fastcompany.com/90247896/these-10-markettrends-turned-wellness-into-a-4-2-trillion-global-industry Robinson, R. (2015, June). Patient engagement: Not just for physicians anymore. Retrieved from https://www.pharmavoice.com/article/patient-engagement0615/ Save More Lives: Cancer Research Funding & Drug Development Time. (n.d.). Retrieved from http://valueofinnovation.org/lifeyears-saved-clock/

Sawers, P. (2019, -11-05T08:00:53+00:00). Medopad raises $25 million to detect chronic diseases using AI and big data. Retrieved from https://venturebeat.com/2019/11/05/medopad-raises25-million-to-detect-chronic-diseases-using-ai-and-bigdata/ Shaywitz, D. (2019). Enough with culture -- focus on structure, biotech entrepreneur argues. Retrieved from https://www.forbes.com/sites/davidshaywitz/2019/03/1 8/enough-with-culture-focus-on-structure-biotechentrepreneur-argues/ Silverman, E. (2009). Pfizer agrees to opioid marketing deal to escape a lawsuit by Chicago. Nature Medicine, 15(2), 124. Retrieved from statnews.com Sood, N., Van Nuys, K., Shih, T., & Goldman, D. (2017, June 6,). Flow of money through the pharmaceutical distribution system. Retrieved from https://healthpolicy.usc.edu/research/flow-of-moneythrough-the-pharmaceutical-distribution-system/

Speights, K. (2017). How Pfizer inc. makes most of its money. Retrieved from https://www.fool.com/investing/2017/04/17/how-pfizerinc-makes-most-of-its-money.aspx Stickdorn, M., Hormess, M. E., Lawrence, A., & Schneider, J. (2018). This is service design doing: Applying service design thinking in the real world (First edition. ed.) Sebastopol, CA : O'Reilly Media, Inc. Stickdorn, M., & Schneider, J. (2011). This is service design thinking: Basics, tools, cases, Amsterdam : BIS Publishers.

Stotz, C., & Zweig, M.Building pharma-digital therapeutic alliances. Retrieved from https://rockhealth.com/reports/building-pharma-digitaltherapeutic-alliances/ Supporting Pfizer Oncology patients. Together. (n.d.).

Retrieved from https://www.pfizeroncologytogether.com/patient? cmp=b828b9bc-5d58-4689-a534-d21163cc3347

Tachibana, C. (2019). Top employers: Breakthroughs, impact, and purpose. Retrieved from https://www.sciencemag.org/features/2019/10/topemployers-breakthroughs-impact-purpose Tan, S. S., & Goonawardene, N. (2017). Internet health information seeking and the patient-physician relationship: A systematic review. Journal of Medical Internet Research, 19(1) doi:10.2196/jmir.5729 Telemedicine market by service type, component and deployment | forecast 2023. (2018). Retrieved from https://www.marketresearchfuture.com/reports/telemedi cine-market-2216 The Daily Beast. (2018, March 6). Where Do Your Medicines Come From? Retrieved from https://www.thedailybeast.com/where-do-yourmedicines-come-from The top 5 healthtech trends for 2020. (2019, December 20). Retrieved from https://blog.ecosystm360.com/top-5healthtech-trends-2020/

Universe of Water Particles in the Tank, Transcending Boundaries: teamLab / . Retrieved from https://www.teamlab.art/w/universe_of_water_particles_tank/ Value of Medicines. (n.d.). Retrieved from https://www.pfizer.com/purpose/health-policy/value-ofmedicines Van Der Pijl, P., Lokitz, J., & Solomon, L. K. (2016). Design a better business : New tools, skills, and mindset for strategy and innovation. Newark: John Wiley & Sons, Incorporated.

Retrieved from http://ebookcentral.proquest.com/lib/newschool/detail.action? docID=4694619 Visocky O'Grady, J. (2006). A designer's research manual : Succeed in design by knowing your clients and what they really need, Gloucester, Mass. : Rockport Publishers.

Weiss, L., & Cuozzo, S. (2018, April 10). Pfizer moving headquarters to Hudson Yards. Retrieved from https://nypost.com/2018/04/10/pfizer-moving-headquartersto-hudson-yards/

What's the difference? biosimilar and generic drugs? (2018).

Retrieved from https://www.cancercenter.com/community/blog/2018/12/ whats-the-difference-biosimilar-and-generic-drugs Zweig, M., Shen, J. & Jug, L. Healthcare consumers in a digital transition. Retrieved from https://rockhealth.com/reports/healthcare-consumers-in-adigital-transition/