Strategy

As the use of emerging technologies such as generative artificial intelligence continues to grow to support the innovation goals of Fortune 500 companies, so too does the risk of cybersecurity breaches.

Companies must address myriad challenges to improve upon issues such as data quality and transparency, process efficiency, and artificial intelligence/machine learning preparedness.

The importance of enabling customer intelligence at scale.

How drugmakers can better harness real-world evidence to drive their clinical and commercial objectives, while also providing greater clarity for healthcare providers and improved access to therapy for the patients they serve.

While hurdles remain, home healthcare could deliver better patient-centered cancer care—providing improved outcomes, enhanced quality of life, and reduced strain on resources.

Powley discusses his team’s recent patient journey mapping exercise and the impact it has had on RMMH.

Artificial intelligence is making it quicker to get drug candidates to the clinic, but it isn’t addressing the fundamental need to marry the right candidate and the right target to the right disease.

The use of real-world evidence can prevent pharma companies from performing studies based on flawed data.

An overview of what biopharma C-Suites and their boards should consider when engaging with government and business leaders from China, the world’s second largest economy.

C-Suites and their boards should remember that digital transformation is a key part of the larger focus of a profound business transformation.

Schmidt discusses the recent announcement that Medidata and the NCI extended their partnership an additional five years.

Stark discusses pharma’s supply chain and the issues it is facing.

As the industry expands on areas of women’s health with large unmet medical needs, one biotech company is targeting local, vaginal inflammation, specifically for women undergoing IVF and to address other fertility- and reproductive tract-associated health conditions.

With an organization's future commercial success under its remit, the NPP function has rapidly progressed to a prominent role in the biopharma industry—but evidence-generation strategies must evolve with an eye toward emerging trends and technologies.

Disruptive strategies are essential to grow the pharma industry.

A phased launch approach may ultimately be more sustainable and enable maximum market penetration and commercial success with less upfront investment than traditional “go-for-broke” strategies.

Now with a seat at the table, growing accountability, and evolving competencies, medical affairs can use its far-reaching influence to change pharma for the better.

The pharmaceutical industry must have crisis communications prepared now to anticipate unforeseen events—especially those that impact public trust.

As we approach the one-year anniversary of the IRA being signed into law, questions remain about how the new law will reverberate changes across the biopharma industry.

Artificial intelligence may find a home in clinical trials and manufacturing in the coming years, but privacy, cyber security, and determining who owns the intellectual properties could pose challenges.

While large pharma investment in biotechs is down—as pharmas become more strategic in their selections—it is scarcely out, with the partnership dynamic between the two sides remaining strong.

There are clear pathways that biopharma companies can take to sustain growth and remain competitive.

When deciding on the right commercialization model, organizations must consider multiple factors, including the asset or platform they possess, the launch timing, the funding required, and staffing expertise.

A discussion with medical leaders on the present and future state of this vital biopharmaceutical function.

Industry insights on how pharma is faring in tapping new innovations and approaches in digital health.

Using prescription digital therapeutics can lead to better outcomes for patients, making them a win-win for pharma and patients.

Regardless of engagement mode pursued, personalization is the key.

Sunil Verma, SVP, Global Head of Oncology, Medical, AstraZeneca discusses how the Medical Affairs role will become more strategic and effective with data.

Looking at corporate value through a portfolio lens provides an astute and reliable path to genuine value creation.

Global medical affairs teams seek better support to manage relationships with key opinion leaders—and find that balance between patient needs, scientific objectives, and the interest areas of KOLs.