Adapting to IDN Consolidation: Implementing New Account Management Strategies for 2025

The healthcare landscape continues to evolve rapidly, with one of the most significant trends being the ongoing consolidation of providers into large integrated delivery networks (IDNs). Many life science companies have already started down the path of adapting their commercial models to effectively engage these complex, organized customers.  Yet, there are still others who have not yet made the necessary internal adjustments and are therefore at substantial risk for missing their targets.  As we look ahead to 2025, the ability to effectively navigate, engage and influence these key customers will be a critical strategic path. This article outlines key strategies for implementing new account management approaches to succeed in this consolidated environment.

Understanding the IDN Landscape

IDNs now control a majority of healthcare delivery and purchasing decisions in many markets. These sophisticated systems aim to improve care coordination, reduce costs, and take on more financial risk. For life sciences companies, this consolidation means fewer but larger and more complex customers to engage.

Key characteristics of IDNs include:

• Centralized decision-making on formularies, protocols and purchasing
• Focus on population health management and value-based care models
• Increased data analytics and outcomes measurement capabilities
• Desire for strategic partnerships beyond transactional relationships

New Account Management Imperatives

To succeed with IDNs in 2025 and beyond, companies must shift from traditional physician-focused sales models to strategic account management approaches. Key elements include:

1. Develop deep customer understanding: Invest in gathering comprehensive intelligence on each IDN’s structure, strategic priorities, decision-making processes, and key stakeholders.
2. Align internal teams: Create cross-functional account teams with clearly defined roles spanning sales, medical affairs, market access, and other functions.
3. Engage the C-suite: Build relationships with senior IDN executives to understand system-wide goals and position your company as a strategic partner.
4. Bring value beyond the product: Offer solutions that address IDN priorities such as care pathway optimization, patient engagement, or data analytics.
5. Leverage data and analytics: Use real-world evidence and economic modeling to demonstrate the value proposition of your products and services.
6. Customize contracting models: Develop flexible, outcomes-based agreements aligned with IDN risk-sharing and value-based care models.
7. Enhance field force capabilities: Upskill account managers on health system operations, population health, and consultative selling approaches.

Implementation Roadmap

Transitioning to this new model requires careful change management. Consider this phased approach:

1. Assessment (3-6 months):
   • Evaluate current account management capabilities and gaps
   • Analyze key IDN customers and prioritize accounts
   • Define new account management vision and required organizational changes
     
     
2. Design (2-3 months):
   • Develop new account team structures, roles and processes
   • Create IDN engagement playbooks and value proposition frameworks
   • Design new training programs with customized account management tools
   • Align on performance metrics

3. Pilot (3-6 months):
   • Test new model with 2-3 key IDN accounts
   • Refine approach based on feedback and results
   • Begin broader account management training
     
     
4. Scale (6-12 months):
   • Roll out new model across priority IDN accounts
   • Implement change management and communication plans
   • Track KPIs and optimize based on early learnings
     
     
5. Optimize (Ongoing):
   • Continuously refine approach based on market changes
   • Invest in new digital engagement capabilities
   • Evolve value propositions and contracting models

Conclusion

The shift to IDN-focused account management represents a major change for most life sciences companies. However, those that successfully adapt their commercial models will be well-positioned to thrive in the consolidated provider landscape of 2025 and beyond. By investing in new capabilities, reorganizing teams, and taking a more strategic approach to customer engagement, companies can build the strong IDN partnerships needed to drive growth and improve patient outcomes.