Keeping pace with digitization and solving for digital-native talent in the face of increased turnover and portable skills are top of mind in life sciences, along with supply chain resiliency. Technology and digital acceleration due to rising customer and citizen expectations is the highest impact macro trend, followed by changing social demographics, including talent shortages and aging populations. Deglobalization is also impacting their organizations.
A unique driver in life sciences executives’ view of supply chain disruption is the issue of medical sovereignty. Events like the COVID-19 pandemic highlight this lack of medical sovereignty, even among developed economies. To close the gap, national, state and provincial governments invested significantly in repatriating pharmaceutical and biotech production capabilities. This creates opportunities for established players to take advantage of public investment to expand their manufacturing footprint, and for start-ups and mid-sized firms to accelerate growth. Delivery models and methods for rapid design, deployment and licensing of modular manufacturing capabilities are also in high demand.
View key findings from our conversations with life sciences executives in 2022 below, or download the report.
For more insights on macro trends, including social demographics, climate change, deglobalization, technology acceleration and supply chain reconfiguration, read our summary insights .
Among the 13% of life sciences executives who report achieving expected results from their digital strategies, some common attributes emerge. The table below compares responses to questions from these digital leaders to those from executives whose organizations are still building or launching digital strategies (digital entrants). Learn more about the attributes of digital leaders.
Attributes of digital leaders compared to those building or launching digital strategies (digital entrants)
Common attributes of digital leaders |
Digital leaders |
Digital entrants |
| Cite high impacts of digitization on business model | 100% | 50% |
| More closely align business and IT | 50% | 44% |
| Integrate business and IT operations | 50% | 25% |
| Have more agile business models | 25% | 19% |
| Cite legacy systems as high-impact challenge | 25% | 38% |
| Modernize >20% of applications | 100% | 13% |
| Migrate >20% of applications to the cloud | 73% | 25% |
