Catalyzed by the pandemic, the pharma industry quickly progressed from being digitally agnostic to a state of preparedness.
The shift required the industry to experiment with technology in its customer-facing plans, which resulted in many cases the creation of random acts of digital, often without a cohesive overarching strategy.
Can pharma do better? The answer lies in understanding the utility of their digital assets while building a mindset to transform, and ensuring that teams within the organization do not work at cross-purposes.
If a business fails, it was an idea that didn’t work. If treatment fails – it must be a botch up. A broken gadget may be beyond repair, but not a patient in a doctor’s hands. From such ungraded expectations stems the potential for things to take an ugly turn.
An unwanted profession dealing with an unwanted condition, namely Ill health:
If possible, we would wish away death and diseases, hospitals and doctors. A hospital is not a holiday resort, but it too costs money. And the scenario of an adverse outcome like death simply becomes unacceptable.
The September 2016 Issue of MedicinMan features articles by Vivek Hattangadi, K. Hariram, Preeti Mohile, Mrudul Kansara and Chandan Kumar on topics such as The Entrepreneurial Mindset for Pharma Sales Professionals, Rural Marketing Challenges and Opportunities, the #Finding60InIndia Campaign to identify Progeria sufferers and more.
In many situations, technology upgradation is often construed as digital transformation. In a recently conducted survey by Altimeter, 88% of companies said that they were undergoing ‘digital transformation’ but only 25% said that they did so with the purpose beyond investing in new technology. The real definition of digital transformation is the realignment of, or new investment in technology, business models, and processes to create value for customers in a dynamic digital economy.