Big changes ahead for the UK Pharma sector as Government reshapes National Healthcare

Introduction

The UK healthcare and pharmaceutical industries are on the cusp of significant change, with a series of recent government announcements set to reshape key structures and processes. These developments present both challenges and opportunities for stakeholders, including commercial and field teams within the life sciences sector.  

Here, we discuss the changes, their potential impact on the pharmaceutical landscape, and how commercial teams can adapt to this new environment.  

Key announcements shaping the sector

The end of NHS England  

NHS England will be disbanded to reduce overlap with the Department of Health and Social Care. The aim is to streamline decision-making and operations across the healthcare system. While this reorganisation is intended to drive efficiency, the transition process introduces a high degree of uncertainty for many stakeholders.  

New transition team and leadership  

A new NHS transition team has been announced, featuring two medical directors for the first time. Each will focus on distinct areas of healthcare delivery: 

Primary Care – held by Dr Claire Fuller, a GP by background and author of the Fuller Stocktake report, which advocated for Integrated Neighbourhood Teams.  

Secondary Care – held by Professor Meghana Pandit, former CEO of Oxford University Hospitals NHS Foundation Trust and Consultant Obstetrician and Gynaecologist by background. 

This dual-leadership structure reflects a determination to ensure primary care is considered equally alongside secondary care in grassroots healthcare delivery. These appointments bring particular expertise in the need for local integrated neighbourhood health teams and maternity care, which has faced significant and well-reported challenges.  

Integrated Neighbourhood Teams (INTs)  

Operational guidance has been published for the rollout of Integrated Neighbourhood Teams (INTs), which we believe will incorporate existing Primary Care Networks (PCNs). However, the maturity and formalisation of these teams vary across systems. 

The role of INTs in community health has become even more significant given the guidance's alignment with the 10-Year NHS Plan, highlighting the shift to community and prevention-based care models. Sustaining these teams during restructuring will be critical to maintaining progress.  

With the growth of INTs, those involved in local health initiatives will need to ensure alignment with both neighbourhood health priorities and the structural changes impacting broader systems. 

Workforce Reduction for ICBs  

Integrated Care Boards (ICBs) have been instructed to cut staffing by 50% as part of efforts to streamline operations. This directive raises significant concerns about the ability to maintain statutory functions, such as Continuing Healthcare (CHC) assessments and safeguarding vulnerable populations.  

Additionally, mergers between neighbouring ICBs are being considered as a means of sustaining key roles. It is likely to see ICBs becoming strategic commissioning bodies with delivery pushed to providers, particularly at neighbourhood level. However, this consolidation risks deprioritising neighbourhood-focused healthcare initiatives because of reduced leadership bandwidth, impacting the very place-based models needed to meet NHS objectives.  

Financial Control for Hospital Foundation Trusts 

Hospitals are likely to face mounting pressure to operate within their allocated budgets as government tolerance for routine overspending and bailouts diminishes. Unofficial reports suggest that financial directors who consistently exceed budgets may even face dismissal, highlighting the critical emphasis now being placed on financial discipline. For the life sciences sector, this shift presents a challenge and an opportunity. Companies specialising in secondary care medicines need to demonstrate their value by articulating how their solutions can help hospitals significantly cut costs. While the industry already strives to provide cost-effective treatments, this ability to deliver measurable savings will become an essential factor in building and maintaining partnerships with hospital trusts. 

The new 10-Year NHS Plan expected in Spring 

The much-anticipated 10-Year NHS Plan is expected in Spring 2025. While details remain scarce, three strategic shifts have been announced: 

• Hospital to Community Care - Expanding access and resources outside hospital settings. 

• Analogue to Digital - Increased reliance on digital tools and AI. 

• Treatment to Prevention - A proactive approach to managing population health, such as NICE’s recommendation for GP surgeries to incorporate weight management observations.  

These changes will impact decision-making structures, further emphasising the need for adaptability within commercial teams.  

Implications for Pharma Commercial Teams

Pharma professionals will need to be adaptable and empathic to navigate these changes. Below, we explore the potential challenges and opportunities these developments bring for commercial operations and field teams.  

1. Empathise with NHS Stakeholders 

The disruption caused by organisational changes can weigh heavily on NHS decision-makers, particularly at the ICB level. Budget reductions, workforce cuts, and shifting responsibilities will contribute to an atmosphere of uncertainty. Dame Patricia Hewitt, former Labour health secretary and chair of Norfolk and Waveney ICB, commented to the HSJ that the “absolutely brutal” nature of the cuts will make it really difficult for those who remain in the system, and of course for those who lose their positions.  Commercial teams will need to demonstrate empathy and understanding to engage effectively with key stakeholders.  

2. Expect delays in programmes 

With NHS England disbanding and the new leadership team's priorities still being defined, the rollout of existing and upcoming initiatives will likely slow down or stall. Programmes developed under the old framework may be delayed indefinitely, creating challenges in maintaining momentum for key partnerships.  

3. Prepare to remap decision-makers 

Pharma companies must be ready to remap their understanding of healthcare professionals (HCPs) and decision-making structures. As roles transition within both ICBs and INTs, leaders within PCNs or ICBs may have new responsibilities or shift to different structures altogether. Commercial teams will need to reassess their engagement strategies and update their customer databases to reflect these changes. Their ability to adjust rapidly will be critical to sustaining relationships and achieving long-term goals. 

4. Prioritise Neighbourhood Health Initiatives 

Integrated Neighbourhood Teams remain central to addressing care for patients with complex needs. However, maintaining their capacity amid workforce constraints presents a challenge.  

Commercial teams operating in primary care should align their value propositions with the priorities of these teams. Highlighting healthcare solutions that improve outcomes for multi-morbidity patients or reduce hospital admissions could resonate well with INT leaders.  

5. Provide support amid workforce strain

The NHS workforce is under immense pressure, and with fewer decision-makers in place, getting projects off the ground will become more difficult. At the same time, NHS teams will look for more external support to bridge these gaps. Life sciences companies have a unique opportunity to partner on priority initiatives by: 

• Offering practical, resource-efficient solutions. 

• Providing workforce training and business intelligence tools. 

• Supporting projects aligned with Integrated Neighbourhood Teams.  

However, this investment may be challenging given the broader macroeconomic context. The high VPAG and Statutory Scheme rates may make it more difficult for UK pharma to secure budget for NHS partnership projects when investment elsewhere in the global marketplace may feel like an easier option.  

How Commercial Teams can stay ahead

Here are some actionable steps for leaders, decision-makers, and field teams to prepare for the road ahead: 

Adapt field operations - Reassess key accounts to reflect evolving decision-making structures and prioritise relationship-building and prioritise relationship-building with Integrated Neighbourhood Teams.  

Enhance communication - Tailor omnichannel engagement strategies to resonate with both primary care and secondary care stakeholders, with sensitivity to their evolving challenges.  

Focus on innovation and value - Showcase how your products and services align with NHS objectives, particularly within community-focused, preventative, and digital health initiatives.  

Equip teams with insights - Provide staff with up-to-date information on population health challenges, enabling them to deliver informed solutions directly aligned with NHS priorities.  

The future of Pharma

The UK healthcare system is moving towards a more integrated, community-driven model with significant implications for the pharmaceutical industry. These changes will require agility, proactive planning, and strong collaboration between NHS stakeholders and life sciences companies.  

Ultimately, supporting place-based healthcare models, such as INTs, while adapting to restructured ICBs, will be fundamental to aligning with the NHS's evolving priorities.  

At CHASE, we understand the weight of these transformations. With over 25 years of UK-specific expertise and a people-focused approach, we’re here to help pharma professionals thrive in a changing landscape. Whether you’re looking to build teams, recruit trusted talent, or design innovative NHS-Industry Partnerships, our team has the expertise to support your goals.  

Looking for personalised insights and hands-on guidance? Contact us today to learn how we can help.