ARCONDIS UPDATE No. 02|2019: The smarter solution

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It is not easy to reach a point at which you
can systematically take control of the next
industrial revolution. This is due to the intense
complexity of the topic rather than any
lack of determination. ARCONDIS has recognized
this problem and decided to bring
clarity to its clients by showing them how
life sciences companies can take maximum
advantage of this new era.
When we speak about digitalization as a
cause and the digitalization as its effect, we
enerally deal with three topic clusters. Firstly,
there is technology as an enabler. Then,
there are the fundamentals, the pre-conditions
of the digital transformation. Finally,
we have the actual fields of action where
the transformation can bring about measurable
success. To ensure your efforts pay off,
these three clusters must be coordinated to
prevent the endeavor from fizzling out after
a string of expensive launch projects fueled
only by a passion for technology and a lot
of enthusiasm. More and more people are
complaining that the mere use of technology
has not brought them any benefits. A critical
cost-benefit analysis must be prioritized over
any general enthusiasm for technology. As a
consultancy firm, we carry out such analyses
within the scope of any assessment of
opportunities and development of a digital
transformation roadmap.
Understanding the three levels of digital
transformation makes it easier to grasp the
wider contexts:
Technologies as drivers of
digitalization
There is a wealth of opportunities inherent
to the rapidly developing technological
solutions emerging on the market: digital
biomarkers, wearables, big data, the Internet
of Things, artificial intelligence, blockchain,
augmented reality, 3D printing and infinitely
more. Specialist departments are especially
quick to jump aboard these trains, hoping to
optimize their business. This often leads to
conflict with technical, regulatory and organizational
requirements (cf. Fundamentals)
or the company strategy as a whole. In any
scenario, determining which technology is
beneficial for the company or brings a competitive
advantage is a sensible first step.
Fundamentals:
help or hindrance?
Life sciences companies implement and
use new technologies on the basis of four
fundamentals. While some of them are in an
ideal position from the start and accelerate
the digital transformation successfully, some
may turn out to be a hindrance and ultimately
require a complete realignment.
Regulatory and compliance requirements
are specific to the life sciences and set
digitalization projects apart from those in
other industies
Using technology based on an agile organization
(which occasionally requires a
realignment of structures and processes)
Measurement of performance (using
individual key indicators, e.g. from BSC)
in order to substantiate the objective of
the transformation and measure results
continuously
A data structure (data flow, analysis,
evaluation, handling, security, data master
management) that facilitates the meaningful
integration of new technologies
Fortsetzung
Continuation