This category evaluates how well each company aligns its research and development (R&D) with global health needs, especially the needs of underserved populations. We looked at investments in diseases of poverty, the diversity of the pipeline and whether companies have “access plans” for pipeline products.
The pharma industry is increasingly converging on the idea that R&D should be globally inclusive, but companies differ in focus areas and execution. The common drive is clear: from boardrooms to lab benches, health equity is influencing decision-making. Those differences that do exist – whether being the “malaria company” (Novartis), the “first malaria vaccine developer” (GSK), the “insulin access champion” (Novo Nordisk), or the “innovative access model pioneer” (Sanofi) – become part of each company’s narrative and competitive positioning. For stakeholders, understanding these commonalities and differences is vital for identifying partnership opportunities and gaps to fill. For the companies themselves, the strategic implications boil down to a simple truth: solving health inequities is not just a moral imperative, but increasingly a core component of sustainable business in global healthcare.
Key Takeaways
Access Planning for Pipeline Products is Becoming Standard – Is Lilly Keeping Up?
Novartis, GSK, and Sanofi have embedded access strategies for pipeline medicines, ensuring affordability and supply in LMICs. Lilly has made strides with insulin pricing and partnerships but lags in proactively integrating access into new product development. Strengthening access commitments early in the R&D pipeline could help Lilly align with industry leaders.
Innovative R&D Models Drive Leadership – Can Lilly Differentiate?
GSK’s Tres Cantos Open Lab, Novartis’s local manufacturing investments, and Sanofi’s Global Health Unit demonstrate that innovative R&D approaches are key differentiators in health equity. Lilly could stand out by investing in novel R&D structures—perhaps an open innovation model for diabetes, oncology, or broader health equity challenges.
Global Partnerships Accelerate Impact – Should Lilly Deepen Collaborations?
J&J and GSK actively partner with WHO, DNDi, and Gates Foundation to co-develop medicines for LMICs. While Lilly collaborates with UNICEF and other organizations, its R&D-driven global health partnerships remain limited. Expanding high-profile R&D partnerships could strengthen its credibility and impact.
Equity in Clinical Trials is a Growing Expectation – How Can Lilly Lead?
Competitors like Roche, Novartis, and J&J are improving clinical trial diversity and increasing trials in LMICs to ensure medicines work for underserved populations. Lilly’s clinical trial footprint is still concentrated in high-income countries. Increasing representation in LMIC trials would enhance equity credentials and better align with evolving industry standards.
GSK's Dedicated R&D and Open Innovation: GSK has dedicated substantial R&D resources to global health needs, including a £1 billion commitment to research on diseases affecting low-income countries. It also operates the Tres Cantos Open Lab, a collaborative research facility that invites external researchers to work on malaria, TB and neglected tropical diseases, fostering open innovation and accelerating drug discovery for neglected diseases.
Johnson & Johnson’s Focus on Access: J&J integrates access plans into its R&D process, ensuring that new products are developed with affordability and availability in LMICs in mind. This proactive approach ensures that its innovations reach underserved populations and contribute to global health equity.
Novartis’s Transparency and Access Planning: Novartis demonstrates transparency by publicly reporting on its R&D for neglected diseases and ensuring that all late-stage pipeline projects have access plans in place. This commitment to transparency and access planning ensures that its R&D efforts are aligned with global health needs and that its innovations reach those who need them most.
How can Lilly embed access planning and capacity building into its R&D process for all pipeline projects?
Can Lilly differentiate by targeting an R&D niche like obesity?
Could Lilly adopt a mandatory “access plan requirement” for every new compound, setting a new industry standard?