生命科学行业的数字化颠覆图景

ICONplc.com/digitaldisruption Contents Introduction03 Organisational takeaways05Nay to the naysayers06Specific use points and value propositions07The headwinds09Increased spending and changing partnership strategies10Conclusion12Further reading13 Introduction Throughout the world, healthcare systems are struggling with similarsystemic issues: growing, aging, and increasingly unhealthy populations,combined with chronic shortages of both spending capability and personnel.The past 30 years have seen drastic increases in the incidences of obesity, Developing new drugs is one avenue out of thisconundrum. Thanks to advanced digital technologiessuch as artificial intelligence (AI), machine learning(ML) and big data analytics, pharmaceuticalcompanies, contract development and manufacturing Building on this foundational work, we collaboratedwith Citeline to measure the maturation and real-world impact of these technologies. This follow-upsurvey examines their practical applications, To offer a clear view of how perspectives haveevolved, some questions from the 2019 surveywere repeated with a similar audience, enabling In 2019, ICON conducted a survey of 350 executives,managers, and professionals from biopharma andmedical device organisations, exploring theirperspectives on emerging digital transformativetechnologies. The results formed the basis of thewhitepaper“Digital Disruption in Biopharma”, which Survey makeup In total, 101 individuals responded to the 21-question survey. Those from pharmaceutical companies made up69% of respondents, with biopharmaceutical companies making up 18%. The remaining 13% were from One third of respondents (32%) held director-level or higher roles in their organisations. In terms of specific job function, research anddevelopment (R&D), clinical operations, anddata management accounted for the threelargest groups at 35%, 23% and 17%,respectively. Next came clinical systems/IT Organisational takeaways The first group of questions centred around whether respondents’ organisations were actively using AI and BigData Analytics in their work, and to what extent. Almost half (49%) responded to confirm that their organisation was using AI and big data analytics in theirdevelopment programs – a 10% increase compared to 2019. The number of organisations piloting these In turn, the number of companies that were planning – but had not yet started – to use AI and big data analyticsin their development programs, decreased from 33% in 2019 to 18% in 2024. Which of the following best describes your organisation’s current use of AI and big dataanalytics? But perhaps the most significant takeaway concerns the proportion of organisations that have a comprehensiveprogram in place for the integration of AI and big data analytics into development projects. Between 2019 and2024, this proportion only increased a single percentage point from 12% to 13%, indicating that while these Nay to the naysayers The survey clearly demonstrates that implementing new technologies has a In 2019, 29% of respondents thought digital technology would have no effect on operations or the organisation.By 2024, that number has dropped to just 11% of respondents, while most respondents anticipate breaking For example, 33% of respondents (versus 21% in 2019) believe new technologies are key drivers in “bothbreaking down functional silos and reorganisation across functions.” Another 33% believe they will impactreorganisation but have little effect on functional roles. This figure rose 10% since 2019, reflecting the trend of Another big change between 2019 and 2024 is shown by respondents’ attitudes towards the potential for new On either extreme, the responses have depolarised. The proportion of respondents who believe the impact willbe negligible (low single-digit percentage points) and the proportion of respondents who believe the impact will Meanwhile, the proportion of optimists (those who believe new technologies will induce mid-high double digitaldigit growths) has swelled, making up 77% of respondents in 2024 versus 61% in 2019. How has your move to digital technology affected the way your organisation operatesand is organised? Specific use points and value propositions Survey respondents were asked about specific areas in drug R&D where digital Predictive tools, biomarker discovery, and safety and efficacy signal detection were the three areas with themost respondents signalling the largest possible impact, with 46%, 44% and 43% of respondents, respectively, Other areas where respondents highlighted the high potential impacts of digital technologies included: –Preclinical research, including the assessment of new drug candidates –Refining dosing, target populations and therapeutic protocols based on real-world evidence –Developing clinical trial protocols and endpoints based on real-world evidence of patientneeds and conditions –Finding and recruiting eligible patients for clinical trials –E