Kalypso: a Rockwell Automation company

Like the expression “if you’re not moving forward, you’re moving backward,” gaps in digital transformation might not represent much significance day by day, but events like a global pandemic are sure to quickly shift things into perspective. Companies that paid mind to their digital transformation progress before the pandemic fared far better than those that had ignored the signs of the time.

There is no denying the rapid change in pace felt within the life science industry, largely imposed by shifts in the quality and quantity of patient demand, growing regulatory pressures and global supply chain disruptions. At the same time, digital technology is rapidly advancing healthcare models. These changes are exciting in part because it means higher-level care for more people, but it also means organizations need to keep pace with increasingly innovative competition.

Over half (55%) of life sciences companies are lacking clearly defined digital strategies and goals. Furthermore, only 2% of leaders are realizing the full benefits of their digital transformation initiatives across the core processes of their organization, according to the recent Digital Investment Index (DII) report by Ernst & Young and Oxford Economics.

In order to ensure resilient operations, protect valuechains and improve production efficiency, life sciences leaders must advocate for widespread digital adoption within their organization. Below are three perspectives to forward that mission.

1) Think beyond technology

Rather than focusing on proofs of concept and getting stuck in pilot purgatory, leaders advocating for digital transformation should organize aroundthe practical applications of digitaltools and exemplify how they solve specific business challenges. Creating digital proof points to showcase measurable business value is much more effective than high-level, hypothetical use cases, especially in life sciences. For example, instead of demonstrating augmented or extended reality technology without business context, leaders can demonstrate the ability to monitor a drug product production line remotely or to conduct operations training virtuallywhile adhering to social distancing mandates during a global pandemic.

2) Critically define capabilities

True at scaledigital transformation“takes a village.” It is an effort that requires time, resources and not one or many technologies, but the propertechnologies to deliver the greatest business impact. Every organization will require specific capabilities, a unique combination of people, processes, data and technologies that will support digital transformationwhichis sustainable, scalable and embraced by the people who will use it. With this in mind, it’s wise to work with a partner that can aid and acceleratethe process of determining the unique capabilities needed to successfully achieve digital transformation that ultimately delivers tangible and measurable business value.

3) Create a digital culture

Taking a holistic approach to the digital transformation process is critical in many ways, and that sentiment holds true when it comes to embracing (not just adopting) new tools. Leaders should collaborate cross functionally with members of their organization on how to best train their people on the use and application of new digital tools. Organizations should prioritize programs that focus on culture change around new tools and processes with those programs aiming to build support with leadership and staff alike.

The bottom line is that traditionally risk averse life sciences organizations must not fear but rather embrace digital transformation if they are to thrive and growin this rapidly changing world. To reap the benefits of a more productive digital environment and realize the full advantages of life-changing technologies, like cloud computing, IIoT, data science,and artificial intelligence, digital transformationmust be planned to reverberateacross the entire organization.