MEASURING RETURN ON INVESTMENT IN REAL-WORLD DATA, EVIDENCE, AND INSIGHTS: RESULTS FROM THE 2025 REAL-WORLD LEADERS FORUM BENCHMARK SURVEY
Author(s)
Thomas Dougherty, MBA1, Stephen Motsko, PharmD, PhD2, Edgar Simard, PhD MPH3, Simon Teal, BSc4, Paul Petraro, PhD5, Douglas Kou, PhD6, Alireza Moayyeri, MD, PhD7, Megan O’Brien, .8, Nicole Rickett, PhD9, Srishti Gupta, PhD9, Chris L. Pashos, PhD10.
1Novo Nordisk Inc., Plainsboro, NJ, USA, 2Amgen, Thousand Oaks, CA, USA, 3Revolution Medicines, Redwood City, CA, USA, 4Bayer AG, Berlin, Germany, 5Boehringer-Ingelheim, Ridgefield, CT, USA, 6Daiichi Sankyo, Basking Ridge, NJ, USA, 7UCB, London, United Kingdom, 8Merck Sharp & Dohme International Service B.V., North Wales, PA, USA, 9IQVIA, London, United Kingdom, 10Argenx, Boston, MA, USA.
1Novo Nordisk Inc., Plainsboro, NJ, USA, 2Amgen, Thousand Oaks, CA, USA, 3Revolution Medicines, Redwood City, CA, USA, 4Bayer AG, Berlin, Germany, 5Boehringer-Ingelheim, Ridgefield, CT, USA, 6Daiichi Sankyo, Basking Ridge, NJ, USA, 7UCB, London, United Kingdom, 8Merck Sharp & Dohme International Service B.V., North Wales, PA, USA, 9IQVIA, London, United Kingdom, 10Argenx, Boston, MA, USA.
OBJECTIVES: The pharmaceutical industry faces growing pressure to show tangible returns on Real-World Data (RWD), Real-World Evidence (RWE), and Real-World Insights (RWI) investments. This study summarizes findings from the Real-World Leaders Forum (RWLF) 2025 benchmark survey on how companies conceptualize RWD/RWE/RWI as value-generating capabilities, the rigor used to measure their performance, and how evolving health technology assessment (HTA) and regulatory environments shape investment strategies. Key objectives are to: (1) describe current practices for measuring RWD/RWE/RWI ROI, (2) identify opportunities for value creation across the product lifecycle, and (3) assess organizational readiness for emerging regulatory expectations.
METHODS: A benchmark survey was administered to stakeholders involved in RWD/RWE/RWI strategy and implementation. The survey evaluated ROI measurement approaches, KPI framework utilization, perceived value drivers, and future investment priorities. Survey domains included investment measurement methods, value creation opportunities, regulatory preparedness, and experience with standardized KPI frameworks. Quantitative and qualitative analyses were used to identify trends, best practices, and differences in approaches.
RESULTS: Results show substantial heterogeneity in RWD/RWE maturity across pharmaceutical companies. Respondents highlighted the need for stronger value capture models (KPI/ROI frameworks). Major challenges included: applying standardized measurement models across organizations with centralized vs. decentralized structures; creating shared KPI/ROI metrics across functions with divergent missions; and attributing ROI when RWD/RWE is only one element of broader integrated strategies. Value measurement approaches also varied, with some emphasizing financial metrics and others focusing on qualitative outcomes.
CONCLUSIONS: RWD, RWE, and RWI are increasingly recognized as strategic drivers of value, but ROI measurement remains inconsistent across the pharmaceutical industry. Standardized, cross-functional KPI and ROI frameworks are needed to better demonstrate value, guide investment decisions, and support evolving regulatory and HTA expectations.
METHODS: A benchmark survey was administered to stakeholders involved in RWD/RWE/RWI strategy and implementation. The survey evaluated ROI measurement approaches, KPI framework utilization, perceived value drivers, and future investment priorities. Survey domains included investment measurement methods, value creation opportunities, regulatory preparedness, and experience with standardized KPI frameworks. Quantitative and qualitative analyses were used to identify trends, best practices, and differences in approaches.
RESULTS: Results show substantial heterogeneity in RWD/RWE maturity across pharmaceutical companies. Respondents highlighted the need for stronger value capture models (KPI/ROI frameworks). Major challenges included: applying standardized measurement models across organizations with centralized vs. decentralized structures; creating shared KPI/ROI metrics across functions with divergent missions; and attributing ROI when RWD/RWE is only one element of broader integrated strategies. Value measurement approaches also varied, with some emphasizing financial metrics and others focusing on qualitative outcomes.
CONCLUSIONS: RWD, RWE, and RWI are increasingly recognized as strategic drivers of value, but ROI measurement remains inconsistent across the pharmaceutical industry. Standardized, cross-functional KPI and ROI frameworks are needed to better demonstrate value, guide investment decisions, and support evolving regulatory and HTA expectations.
Conference/Value in Health Info
2026-11, ISPOR Europe 2026, Vienna, Austria
Value in Health, Volume 29, Issue 12S
Code
OP13
Topic
Organizational Practices, Real World Data & Information Systems
Topic Subcategory
Industry
Disease
No Additional Disease & Conditions/Specialized Treatment Areas