While an increasing number of pharmaceutical organisations are becoming alive to the benefits of digital, there’s no one-size-fits-all approach to implementing and managing change. It sounds simple, but a useful place to start is by being honest and realistic about what can be achieved, by whom, and by when. As this new paper highlights, there are universally applicable lessons that can inform and help shape a best-practice approach to digital transformation.
Some aspects of building a digital capability and effecting cultural change will be easier than others. Not all leaders and employees will respond and adapt to change in the same way and resourcing needs to be dedicated to make the change happen. Ultimately, the pace of change may be measured in years rather than months, but if the outcome is a motivated and committed set of employees and leadership, then the change process will have succeeded.
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