As in many sectors, digital innovation has profoundly affected the pharmaceutical industry and caused far-reaching changes in the work of all the key people involved in it. In 2015, 72 million wearables, connected devices designed to allow consumers to monitor their own health, were sold1. The pharmaceutical industry now has to tackle the phenomenon of “smart health” and the countless startups that have emerged in its wake. In addition to GAFAM (Google, Apple, Facebook, Amazon, Microsoft), these new arrivals represent fierce competition for major laboratories, which now have to partner together, develop fresh approaches, and rethink what they are offering (and even their corporate culture) to adapt to new market requirements.
But the digital age has many other consequences: For instance, drug manufacturers have to be more transparent. The time when labs alone could determine the characteristics and prices of their products is long gone. In 2016, results of clinical tests are accessible online, and anyone can check up on the efficacy of a course of treatment. Payment organisations, regulatory bodies and patient associations are better informed and play a decisive role in the qualitative assessment of medicines. The industry is now answerable for what it does – not to mention the fact that economic models (how to produce faster and cheaper) are now a central concern in companies throughout the sector.
Forced to adapt and drive change, these companies are making extensive use of digital training to develop innovation within their teams, enhance their sales performance and operational effectiveness, and ensure compliance with changing regulatory requirements. In this new context, digital learning emerges as an invaluable success factor for development.
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