Life Sciences

Reimagining the Way Life Sciences Companies Do Business

Digital transformation is a term that is being thrown around quite a bit in every industry and sector. But it is frequently misunderstood or misrepresented. Companies are trying to stay relevant and current by adopting specific new technologies to claim their move towards digital transformation. But it is much more than simply using new technology.

Organizations that are leading in the area of digital transformation understand several key themes, which allow them to achieve success:

Change Versus Transformation

Change is inevitable. Organizations have had to deal with change from an old way of doing things to a new way. Organizations handle change in a very reactionary way, tweaking processes or parts of their organization to deal with changes. Transformation is the widespread disruption to previously defined norms that can drastically impact large parts of an organization’s processes, culture, and technology.

Life Sciences - How Artificial Intelligence Can Enhance the Clinical Data Review and Cleaning Process
How Artificial Intelligence Can Enhance the Clinical Data Review and Cleaning Process

This guide analyzes how artificial intelligence – including machine learning – can be used by pharmaceutical and medical device companies to improve the clinical data review and cleansing process.

Get the Guide

A key to survival for life sciences companies is to overcome the barriers and challenges to innovation and change. Transformation is the reimagining the way we do business in order to become the disruptor and not the disrupted.

Strategy-Driven Approach

 A successful digital transformation initiative has to be broad yet strategic in nature to be effective. It has to be focused on key business objectives. Objectives to further your core operations and add key business value across the enterprise. Often, we see organizations attempt small tactical initiatives under the digital transformation umbrella. Such as a new smartphone app or a new portal website. While these initiatives could very well be advantageous, if they are not part of a well-thought-out digital transformation strategy, they will not ensure a seamless digital experience, as well as the widespread benefits across the organization.

But digital transformation is more than strategy and initiatives related to new innovative technology. Parts of the digital transformation anatomy include cultures, organizations, customers, employees, technologies, and long-term impact. As with the anatomy of a human body, all systems must work together to produce results.

Business Automation as a Key Component

Business automation is a key capability in this transformation. From an operational standpoint, eliminating the need for manual intervention in repetitive or complex business processes can have a significant positive benefit on business operations. By automating certain processes or driving automated data analyses to make decisions simpler, organizations can accelerate these process workflows and improve the accuracy and consistency of the results. The concept of automation is not new, but with quickly evolving technology and the availability of a significantly more amount of connected data, the areas in which we can employ robotic process automation are increasing rapidly.

As we have already seen in other industries, the value of business automation as a key component of our digital transformation strategy can manifest itself as an increase in agility and operational efficiency, a more responsive and personalized customer experience, and lower costs.

Perficient has formal partnerships with the leading technology vendors, consultants with the necessary breadth of required skillset, and a proven record of success with digital transformation initiatives. To discuss your needs, feel free to reach out to me at

About the Author

Param Singh has been working in the life sciences industry his entire career. As the director of clinical trial management solutions at Perficient, he developed the clinical trial management team to become one of the best in the industry. Param leads a highly skilled team of implementation specialists and continues to build lasting relationships with clients. He has a knack for resource and project management, which allows clients to achieve success. Param has been with Perficient, via the acquisition of BioPharm Systems, since 2008. Prior to joining the company, he guided the clinical trial management group at Accenture.

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