Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.

Background The world is currently in what has been called the VUCA era, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.

Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”

Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research Data

This article is a continuation of Part 1. URL：https://myfox8.com/business/press-releases/ein-presswire/827573911/part-1-creativity-tops-the-list-office-chatani-reveals-key-traits-of-intrapreneurs-in-major-japanese-corporations/

- The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” Companies who indicated the presence of intrapreneurs at their company were then asked “What is the most important factor for the success of intrapreneurs at your company?”, to which 19.4% said “A corporate culture that is tolerant of new challenges.” In second place, “Support and understanding from management” and “An evaluation and reward system to encourage new challenges” were tied at 17.5%. Based on these results, it was found that many managers consider “a corporate culture that is tolerant of new challenges” to be the most important factor for the success of intrapreneurs.

Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company Next, managers that indicated there were no intrapreneurs at their company were asked “Are you taking initiatives to cultivate intrapreneurship in your company?” 48.0% of respondents answered “No, and we have no plans to in the future,” while 26.0% said “No, but we’d like to consider such initiatives in the future,” 14.0% said “We are working hard on such initiative and have a number of measures in place,” and finally 12.0% responded that “We have some measures in place but they are limited.” Based on these results, it has become clear that over 70% of companies without intrapreneurs are not currently taking initiatives to develop them.

Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship Following this, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What initiatives are you taking to develop intrapreneurs at your company?” The top answers were “Providing training and educational opportunities for new business” at 69.2%, “Promoting interdepartmental collaboration” at 53.9%, and “Reviewing corporate structure” at 46.2%. Based on these results, it can be said that “providing training and educational opportunities for new business” is the most common initiative for cultivating&nbsp;intrapreneurship.

Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.” Finally, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What are the challenges and obstacles for cultivating intrapreneurship in your company?” The top answers were “Lack of a role model in the company” with 53.9%, “Lack of internal resources (time, budget, personnel)” with 46.2%, and “Lack of a system or culture to evaluate challenges” with 38.5%. Based on these results, it has been found that many managers find the lack of a role model within the company to be a major challenge.

Summary Based on this survey, it has been found that the majority of large companies with over 1,000 employees have intrapreneurs within their organization, and the most common age group for these intrapreneurs is 40-49. In addition, the most common shared traits and skills are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action,” while the most common initiative for companies with these human resources is “supporting internal and external personal networking” and “a corporate culture that is tolerant of new challenges” is considered to be the most important factor for cultivating intrapreneurship. When it comes to companies without intrapreneurs, it was found that over 70% are not taking initiatives to develop intrapreneurs within their company. As for the ones that are taking such initiatives, the most common is “providing training and educational opportunities for new business,” while the biggest hurdles for succeeding in this development are “a lack of a role model in the company”, “a lack of internal resources (time, budget, personnel)”, and “a lack of a system or culture to evaluate challenges.”

These results show that the most common shared traits and skills for intrapreneurs working within an organization are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action.” Office Chatani, Inc. offers “management support services” to develop “creative human resources.”

Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.com

Office Chatani, Inc. supports creative management.

CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.Background The world is currently in what has been called the VUCA era, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research DataThis article is a continuation of Part 1. URL：https://myfox8.com/business/press-releases/ein-presswire/827573911/part-1-creativity-tops-the-list-office-chatani-reveals-key-traits-of-intrapreneurs-in-major-japanese-corporations/- The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” Companies who indicated the presence of intrapreneurs at their company were then asked “What is the most important factor for the success of intrapreneurs at your company?”, to which 19.4% said “A corporate culture that is tolerant of new challenges.” In second place, “Support and understanding from management” and “An evaluation and reward system to encourage new challenges” were tied at 17.5%. Based on these results, it was found that many managers consider “a corporate culture that is tolerant of new challenges” to be the most important factor for the success of intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/2dbfd397-2e5c-4c41-e7f8-e8f516ebc800/public" alt="Image" />Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company Next, managers that indicated there were no intrapreneurs at their company were asked “Are you taking initiatives to cultivate intrapreneurship in your company?” 48.0% of respondents answered “No, and we have no plans to in the future,” while 26.0% said “No, but we’d like to consider such initiatives in the future,” 14.0% said “We are working hard on such initiative and have a number of measures in place,” and finally 12.0% responded that “We have some measures in place but they are limited.” Based on these results, it has become clear that over 70% of companies without intrapreneurs are not currently taking initiatives to develop them.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/44561812-b3d9-4676-41bd-e3ba1cb93b00/public" alt="Image" />Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship Following this, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What initiatives are you taking to develop intrapreneurs at your company?” The top answers were “Providing training and educational opportunities for new business” at 69.2%, “Promoting interdepartmental collaboration” at 53.9%, and “Reviewing corporate structure” at 46.2%. Based on these results, it can be said that “providing training and educational opportunities for new business” is the most common initiative for cultivating&nbsp;intrapreneurship. <img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/4c9ced79-e912-4c49-b1a3-a66172f5ee00/public" alt="Image" />Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.” Finally, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What are the challenges and obstacles for cultivating intrapreneurship in your company?” The top answers were “Lack of a role model in the company” with 53.9%, “Lack of internal resources (time, budget, personnel)” with 46.2%, and “Lack of a system or culture to evaluate challenges” with 38.5%. Based on these results, it has been found that many managers find the lack of a role model within the company to be a major challenge.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/8e2f2c87-923d-4374-bffc-51bb9fb67300/public" alt="Image" />Summary Based on this survey, it has been found that the majority of large companies with over 1,000 employees have intrapreneurs within their organization, and the most common age group for these intrapreneurs is 40-49. In addition, the most common shared traits and skills are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action,” while the most common initiative for companies with these human resources is “supporting internal and external personal networking” and “a corporate culture that is tolerant of new challenges” is considered to be the most important factor for cultivating intrapreneurship. When it comes to companies without intrapreneurs, it was found that over 70% are not taking initiatives to develop intrapreneurs within their company. As for the ones that are taking such initiatives, the most common is “providing training and educational opportunities for new business,” while the biggest hurdles for succeeding in this development are “a lack of a role model in the company”, “a lack of internal resources (time, budget, personnel)”, and “a lack of a system or culture to evaluate challenges.”These results show that the most common shared traits and skills for intrapreneurs working within an organization are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action.” Office Chatani, Inc. offers “management support services” to develop “creative human resources.”Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.comOffice Chatani, Inc. supports creative management.CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Survey report

Part 2: Creativity Tops the List - Office Chatani Reveals Key Traits of Intrapreneurs in Major Japanese Corporations

The world is currently in what has been called the VUCA age, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.

Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs”For the first question, “Do you have any “intrapreneurs” in your company?”, the top responses were “No.” with 46.7%, “Yes, a fixed number.” with 32.7%, and “Yes, we have many.” at 20.6%. Through these responses, it was found that more than half of companies with over 1,000 employees have intrapreneurs.

The largest age group for “intrapreneurs” is 40-49 The next question was “What is the largest age group for intrapreneurs active in your company?” The top two responses were 40-49 (40.4%) and 30-39 (19.3%), so it was found that the most common age group for intrapreneurs was 40-49.

- The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action Following that, respondents were asked “What are the common traits or skills among intrapreneurs active in your company?” The top responses were “Creativity and Imagination” with 54.4%, “Business Strategy Acumen” with 50.9%, and “Autonomy and Independent Action” with 49.1%. In addition, a number of other options outside the top three exceeded 40%, meaning that a large number of traits and skills are common among intrapreneurs.

- Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs

Next, companies that indicated that they have intrapreneurs in their company were asked “How do you develop intrapreneurs at your company?”, with the top answers being “By supporting internal and external personal networking” with 43.9%, “By introducing an internal entrepreneurship system and new business solicitation system” with 42.1%, and “Through mentorship by management and senior employees,” “By participating in external training and seminars,” and “by introducing an evaluation and reward system that encourages proactive challenges” each tied at 38.6%. Based on these results, it was found that many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs.

Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.BackgroundThe world is currently in what has been called the VUCA age, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research DataAmong companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs”For the first question, “Do you have any “intrapreneurs” in your company?”, the top responses were “No.” with 46.7%, “Yes, a fixed number.” with 32.7%, and “Yes, we have many.” at 20.6%. Through these responses, it was found that more than half of companies with over 1,000 employees have intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/470fd37d-2d6e-4cc6-bc4f-908b5fd68e00/public" alt="Image" />The largest age group for “intrapreneurs” is 40-49 The next question was “What is the largest age group for intrapreneurs active in your company?” The top two responses were 40-49 (40.4%) and 30-39 (19.3%), so it was found that the most common age group for intrapreneurs was 40-49.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/0ce9d9fa-4381-4d56-1c85-fb4834547b00/public" alt="Image" />- The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action Following that, respondents were asked “What are the common traits or skills among intrapreneurs active in your company?” The top responses were “Creativity and Imagination” with 54.4%, “Business Strategy Acumen” with 50.9%, and “Autonomy and Independent Action” with 49.1%. In addition, a number of other options outside the top three exceeded 40%, meaning that a large number of traits and skills are common among intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/e0263dd9-4b55-44ca-b48e-263d1eb6ea00/public" alt="Image" />- Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneursNext, companies that indicated that they have intrapreneurs in their company were asked “How do you develop intrapreneurs at your company?”, with the top answers being “By supporting internal and external personal networking” with 43.9%, “By introducing an internal entrepreneurship system and new business solicitation system” with 42.1%, and “Through mentorship by management and senior employees,” “By participating in external training and seminars,” and “by introducing an evaluation and reward system that encourages proactive challenges” each tied at 38.6%. Based on these results, it was found that many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/6995d781-f235-42a6-553c-1e1ea6d4fc00/public" alt="Image" />Continues in Part 2.Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.comOffice Chatani, Inc. supports creative management.CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Part 1: Creativity Tops the List - Office Chatani Reveals Key Traits of Intrapreneurs in Major Japanese Corporations

A world-first study has revealed that two hours of supervised exercise per week significantly benefits people with metastatic breast cancer, improving quality of life while reducing healthcare costs.

The&nbsp;PREFERABLE-EFFECT&nbsp;trial, involving 357 participants worldwide, including 135 Australians, is the most extensive exercise study conducted for this population. Participants completed a nine-month program of supervised aerobic, resistance, and balance exercises twice a week, compared to those following general activity advice. Participants in the supervised exercise program experienced significant improvements in quality of life, with reductions in debilitating symptoms such as fatigue, pain, and emotional distress, enabling them to lead fuller, more active lives.

Metastatic breast cancer is an advanced stage of the disease where cancer has spread beyond the breast. While treatable, it remains incurable and presents unique challenges for both treatment and quality of life. As the number of individuals diagnosed with metastatic breast cancer increases, so too do the associated costs, exceeding $1 billion annually in Australia. Investing in supportive care strategies, such as supervised exercise programs, is crucial for managing the cancer burden and mitigating disease- and treatment-related side effects. These findings published in the Journal of Clinical Oncology highlight the potential of such programs to alleviate both economic and healthcare challenges related to metastatic breast cancer&nbsp;lead Australian researcher, Melbourne exercise Physiologist Dr. Eva Zopf, emphasised the study’s significance:

"These unique findings from our multinational PREFERABLE-EFFECT study are particularly important for healthcare providers, policymakers, and insurers. They demonstrate that supervised exercise for patients with metastatic breast cancer is not only beneficial in improving quality of life and reducing treatment-related side effects but also reduces healthcare costs."

The study revealed cost-effectiveness benefits of the nine-month supervised exercise program compared to general activity advice. Cost savings were achieved through reductions in home care, day treatments, hospital admissions, and productivity losses.&nbsp; Notably, 44% of participants in the study were in paid employment, and the exercise group demonstrated lower productivity losses due to reduced absenteeism and presenteeism compared to the control group. Group-based programs delivered the greatest savings, approximately AUD 1,998 per patient, compared to AUD 261 for individual supervision.

"By demonstrating both clinical and economic benefits, we provide a compelling case for integrating these programs into standard care practices,"&nbsp;said Dr. Zopf.

Breast Cancer Network Australia (BCNA) welcomed the findings, emphasising the need to prioritise people living with metastatic breast cancer by addressing their unmet needs.

"For people living with metastatic breast cancer, symptom management is a critical priority,"&nbsp;said Vicki Durston, BCNA’s Director of Policy, Advocacy &amp; Support Services.&nbsp;"Managing symptoms such as fatigue, pain, and emotional distress is essential for improving quality of life. This study highlights that supportive care, like supervised exercise, needs to go beyond being recommended guidelines—it must become an integral part of clinical practice and care to address the unmet needs of people with an incurable disease."

The study underscores the urgent need for national data collection and tailored care. Recent data from New South Wales revealed a higher number of people living with metastatic breast cancer than previously estimated, yet they remain underserved in research and healthcare planning.

By demonstrating both clinical and economic benefits, including reductions in productivity losses, the&nbsp;PREFERABLE-EFFECT&nbsp;trial provides a robust foundation for integrating supervised exercise programs into standard care practices. This approach offers a sustainable and cost-effective solution to manage the growing cancer care costs, improving outcomes for patients and reducing the financial burden on healthcare systems.

If you require quotes, content, or an interview please contact:

Kellie Curtain M: 0412339690 <a href="mailto:kcurtain@bcna.org.au" target="_blank">kcurtain@bcna.org.au</a>

*Findings of unique world trial reveals economic benefits of supervised exercise program for people with incurable breast cancer.

*Incurable breast cancer costs Australian health system more than 1 billion dollars a year

*&nbsp;PREFERABLE-EFFECT trial published in the Journal of Clinical Oncology

A world-first study has revealed that two hours of supervised exercise per week significantly benefits people with metastatic breast cancer, improving quality of life while reducing healthcare costs.The&nbsp;PREFERABLE-EFFECT&nbsp;trial, involving 357 participants worldwide, including 135 Australians, is the most extensive exercise study conducted for this population. Participants completed a nine-month program of supervised aerobic, resistance, and balance exercises twice a week, compared to those following general activity advice. Participants in the supervised exercise program experienced significant improvements in quality of life, with reductions in debilitating symptoms such as fatigue, pain, and emotional distress, enabling them to lead fuller, more active lives.Metastatic breast cancer is an advanced stage of the disease where cancer has spread beyond the breast. While treatable, it remains incurable and presents unique challenges for both treatment and quality of life. As the number of individuals diagnosed with metastatic breast cancer increases, so too do the associated costs, exceeding $1 billion annually in Australia. Investing in supportive care strategies, such as supervised exercise programs, is crucial for managing the cancer burden and mitigating disease- and treatment-related side effects. These findings published in the Journal of Clinical Oncology highlight the potential of such programs to alleviate both economic and healthcare challenges related to metastatic breast cancer&nbsp;lead Australian researcher, Melbourne exercise Physiologist Dr. Eva Zopf, emphasised the study’s significance:"These unique findings from our multinational PREFERABLE-EFFECT study are particularly important for healthcare providers, policymakers, and insurers. They demonstrate that supervised exercise for patients with metastatic breast cancer is not only beneficial in improving quality of life and reducing treatment-related side effects but also reduces healthcare costs."Economic Benefits of Supervised ExerciseThe study revealed cost-effectiveness benefits of the nine-month supervised exercise program compared to general activity advice. Cost savings were achieved through reductions in home care, day treatments, hospital admissions, and productivity losses.&nbsp; Notably, 44% of participants in the study were in paid employment, and the exercise group demonstrated lower productivity losses due to reduced absenteeism and presenteeism compared to the control group. Group-based programs delivered the greatest savings, approximately AUD 1,998 per patient, compared to AUD 261 for individual supervision."By demonstrating both clinical and economic benefits, we provide a compelling case for integrating these programs into standard care practices,"&nbsp;said Dr. Zopf.Advocacy for Evidence-Based CareBreast Cancer Network Australia (BCNA) welcomed the findings, emphasising the need to prioritise people living with metastatic breast cancer by addressing their unmet needs."For people living with metastatic breast cancer, symptom management is a critical priority,"&nbsp;said Vicki Durston, BCNA’s Director of Policy, Advocacy &amp; Support Services.&nbsp;"Managing symptoms such as fatigue, pain, and emotional distress is essential for improving quality of life. This study highlights that supportive care, like supervised exercise, needs to go beyond being recommended guidelines—it must become an integral part of clinical practice and care to address the unmet needs of people with an incurable disease."A Call to ActionThe study underscores the urgent need for national data collection and tailored care. Recent data from New South Wales revealed a higher number of people living with metastatic breast cancer than previously estimated, yet they remain underserved in research and healthcare planning.By demonstrating both clinical and economic benefits, including reductions in productivity losses, the&nbsp;PREFERABLE-EFFECT&nbsp;trial provides a robust foundation for integrating supervised exercise programs into standard care practices. This approach offers a sustainable and cost-effective solution to manage the growing cancer care costs, improving outcomes for patients and reducing the financial burden on healthcare systems.If you require quotes, content, or an interview please contact:Kellie Curtain M: 0412339690 <a href="mailto:kcurtain@bcna.org.au" target="_blank">kcurtain@bcna.org.au</a>Key Facts:*Findings of unique world trial reveals economic benefits of supervised exercise program for people with incurable breast cancer.*Incurable breast cancer costs Australian health system more than 1 billion dollars a year*&nbsp;PREFERABLE-EFFECT trial published in the Journal of Clinical Oncology