July - 20209more efficient by either automation of simple tasks or augmenting human capability. Examples of this are already being seen in the medical function via chatbots for medical information teams and adverse event report processing in pharmacovigilance. This is simply the tip of an iceberg of opportunity.How to win?There is a clear recognition of the importance of digital technologies in the pharmaceutical industry now, but the path to success often seems fraught with obstacles. How can we create the right environment for success?· Create the right culture of innovation: Develop a sense of urgency which allows for rapid pilots, build senior buy-in early to drive through alignment across the organization, and importantly, de-risk worries of failure. It should be ok to fail and for it not to be perceived as a negative. Otherwise, the risk of failure and being associated with it prevents any form of decision-making within a large pharmaceutical organization, resulting in a constant conservative approach.· Build necessary people capabilities: Focus and hire the right people who have a diverse set of skills. Specialization is important in some technical areas but otherwise, a broader understanding of different functions is what is really needed. Teams often have skill sets that are either too digital/tech or pharmaceutical-heavy. The right talent mix is key to ensure you are identifying the right problems and developing valuable solutions. Build incentive plans for the long term in your digital team. People in large pharmaceutical companies move roles frequently, and this can create instability or a short-term approach, neither of which help digital transformation.· Focus on a few projects at a time: The challenge with digital technology and AI is the enormous hype and their potential to solve everything. On the other hand, there can also be a level of skepticism within organizations around AI. The range of use cases risks a lack of focus. The reality is, we only have finite time and resources, so we need to focus on a few big-ticket items rather than trying to do everything. Go for the quick wins first, build internal momentum and buy-in, and then go after the harder problems. · Collaborate externally: Pharmaceutical companies do not have all the expertise internally. Partner with the right external companies who bring the expertise you do not have. Build partnerships carefully, ensuring common goals.Finally, if you get lost along the journey and are wondering what impact is really being made, then take yourself back to the problem, not the technology, and ask yourself: 1. What am I trying to solve? 2. Does it need solving? 3. Is digital technology & AI the right solution?The challenges tend to occur when we have made our project around the technology rather than the actual problem for which we need a solution.
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