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We recently sat down with Rizwan Chaudhrey, a well-connected figure in the life science and pharmaceutical industries, to discuss the changes he has seen across the lab sector in recent years; how this has been impacted by COVID; and any new trends in lab informatics.
I’ve been involved in this field for a long time, building up a portfolio of connections across life science, biopharma, and pharma. I have worked alongside key opinion leaders for the past 8 years, including both members of the media and decision makers within the companies themselves. I have been involved in a myriad of different projects in the industry in that time, from event management to sales strategy. I now work across the whole value chain, aiming to connect and inform people through news, interviews and other forms of content.
I speak to people across all disciplines and roles, and generally host 2 types of interview. In-person interviews, usually at an industry event,where my interviewees generally talk about the company, what they’re showcasing at an event, and any product launches that might be coming up. Video interviews are often more topical, highlighting a specific subject or industry challenge.
During my time in this industry, I’ve visited many different eventsand spoken to hundreds of companies in this space, from large organisations to smaller start-ups. In the time I have been in the industry, lab informatics has changed a lot – it is very much an industry that keeps you on your toes!
Digitalisation is obviously a topic that is heavily discussed, certainly in the events I attend and the interviews I conduct. I think there’s been an interesting shift recently though. The whole industry thought that the COVID-19 pandemic would have a significant effect and drastically speed up the rate of adoption, like we’ve seen in other industries. Everything was going to move to the cloud, and remote access requirements led everyone to believe that we were going to move towards digitalisation at a rate of knots. While we are seeing increasing use of digitised systems, the shift has not been as quick or dramatic as people expected.
From my discussions with lab-based organisations, it appears that one of the big barriers to following through on digital transformation is not knowing where to start. At present, it doesn’t appear as though one vendor has “cracked it” and developed an all-in-one solution that addresses every lab’s needs – there are many different companies offering an array of services and solutions, which can be daunting for a lab-based organisation that is stuck somewhere on its digitalisation journey. For example, major vendors might offer solutions and software packages for their own instruments, but on another level you can look at platforms that focus on specific therapies – there are so many layers to the topic, which is why I believe there are still so many shows with exhibitors talking about what they can bring to the table.
Certainly – you can’t avoid artificial intelligence as a topic at the moment! And you can understand why, it has plenty of advantages for labs.
AI can help labs not only generate insights from millions of cells, but also interpret that data and help identify the most valuable results. Machine learning (ML) also provides clear benefits in terms of equipment servicing, as ML-enabled instruments can help engineers and customers through self-diagnosis and troubleshooting. It also facilitates lab automation, through features like automatic refill notifications.
Post-COVID, we’ve definitely seen a rise in collaboration. Organisations and scientists seem more willing than ever before to share information. We’re also seeing a shift towards automated processes in the lab, with systems using learnt information to lessen the need for human intervention.
In the current environmental climate, sustainability is naturally a big talking point too. Every company I speak to is keen to showcase their ESG practices, especially considering the impact the life science and pharmaceutical industry has on the environment.
We agree with Rizwan that the field of lab informatics is at an exciting crossroads. Still emerging from the madness of COVID, and with the growing promise of AI seeming more inevitable by the day, the industry is facing a period of unpredictability.
As scientists ourselves, the team at Scimcon is well-placed to help lab-based companies address their challenges. Find out more about how Scimcon can help you navigate the fog by visiting our website.
What’s trending in lab informatics? SmartLab Exchange 2024 highlights key themes?Scimcon is proud to have sponsored both the SmartLab Exchange Europe and US events again this year, which took place from 21-22 February 2024 in Amsterdam, the Netherlands, and 8-9 April 2024 in Florida, USA.
The annual invite-only events facilitate one-to-one meetings and foster collaboration between experts across the lab informatics industry, from R&D to Quality Assurance and Quality Control (QA/QC) decision makers.
Our team led panel discussions and also chaired the European event. From our conversations with delegates and industry experts, we have identified key trends across the lab informatics industry this year, and are sharing what we learned about user priorities in this rapidly evolving sector.
In attendance at this years’ events was our co-founder and lead consultant Geoff Parker, who moderated the opening panel discussion that asked the SmartLab community ‘what does digital transformation mean to you?’. At both the Europe and US events, users across the industry shared their insights on digital transformation and where they are in their journey, where they’re planning to be, and what tools / solutions are making these goals achievable.
We informally surveyed 112 delegates at this years’ events (65 from Europe, 47 from the US) to understand what decision makers are prioritising this year, and what areas of lab informatics will be most in-demand.
Part of our discussions with delegates includes asking what informatics tools and capabilities they are prioritising investment in over the coming 12 months. The following themes emerged from these discussions:
LIMS remains a mainstay solution, with 17% of delegates confirming they plan to invest in a new LIMS or expand their current LIMS over the next 12 months. AI and automation are close second and third priorities, which is perhaps unsurprising. We expect more users to explore AI and automation as lab managers invest in these technologies to streamline operations, simplify and automate processes, and minimise the risk of human error. However, preparedness for implementing AI needs careful attention if labs are to capitalise on its promise.
There are no shortage of informatics tools on this list, such as ELN, QMS, and scheduling tools, so it’s understandable that connectivity remains a key priority for delegates too, as interconnected instrument networks are central to productivity and ease of data transfer.
We also provided attendees with a list of lab informatics solutions and asked them to identify which of these were high and medium priority for their organisation.
Lab automation is once again high on the list of priorities for delegates, with 82 saying it was a high priority and 18 considering it a medium priority. Data quality/integrity also remains key for delegates, so solutions that ensure data quality is maintained and data are standardised are poised to remain popular. Data integration and connectivity also remain important, which again highlights that decision makers prioritise instruments that can communicate with each other and the lab informatics systems seamlessly, while maintaining data integrity and streamlining lab processes.
The insights gleaned from both SmartLab Exchange events reflect what is happening across the wider industry.
Technology is constantly evolving. As solution providers and instrument vendors innovate with new systems that aim to alleviate the challenges faced by labs and improve processes, we expect more and more users to invest in technologies that automate repetitive and time-consuming processes. By also ensuring that data quality is standardised and stored securely, scientists will have more time to focus on the science that matters.
We’re proud to support labs with the next step of their digitalisation journey, and are excited to see what else the future has in store for our industry.
For more information about how we can support your next lab informatics project, contact us.
Navigating change successfully in the lab?Laboratory-based organisations have consistently undergone change, whether provisioning new analytical techniques, instrumentation, information system implementations, or incorporating new regulatory requirements. This is especially true today, when we are undertaking initiatives such as digital transformation and the introduction of AI/ML. In fact, one definition of transformation is ‘a radical change’.
What’s clear is that change is constant. However, managing change effectively is essential to success when undergoing these types of projects. Well-run lab informatics projects manage change within the software project lifecycle. Examples of project change include adjusting functional scope; raising change requests as functionality is demonstrated; and variation of costs. Yet, one key area of change is often neglected.
The problem arises when change management for lab informatics projects focuses solely on the technical delivery of the software. In these cases, very little effort is allocated to the change that will need to occur within the laboratory to accommodate the new system. If lab change management is considered, it is often dealt with ad-hoc and separately from the software delivery part of the project, leading to misalignment, misunderstanding, and missed timelines.
Lab Manager reports that in a typical change environment, 25% of staff will be early adopters, 25% will actively resist change, and about 50% will be ‘on the fence’ in the early stages.1
These statistics are backed up by experience. Scimcon is often called in to resolve issues within ‘in-flight’ informatics projects. All too often, the route cause analysis reveals the lab community only understood the true impact of the new system too late to adopt it, adapt lab workflow, and change procedures. Rectifying the issues after the fact is seldom quick or low-cost.
Informatics software does not function in isolation, so change management needs to consider the physical working procedures, workflows, SOPs, job roles, quality system, and other areas that will be impacted within the laboratory.
For example, the implementation of a new LIMS could trigger changes such as:
Given that a lab informatics project will generate a large number of change items similar to the above examples, they must be managed appropriately.
In many respects, these changes are very similar to a system’s user requirements, except they are related to the lab processes as opposed to software functionality. With this in mind, they need to be handled in a similar fashion. Create a team with a project lead and subject matter experts who represent the laboratory. The lab change team should be tasked with actively gathering and maintaining the backlog of change items throughout the project life cycle. Each change should be assessed for impact and priority, added to the change management plan, and allocated to team members to be actioned.
Before making any significant lab Informatics investment within an organisation, it is likely a business case will be required. If you are serious about managing all aspects of change this is where you should begin. Business cases generally do an excellent job of covering benefits, costs, and ROI – however, change management, specifically within the physical lab, is often not called out in terms of impact, approach or importantly the resources and associated costs.
Not highlighting the lab change management process, resources and costs at this stage will make it considerably more difficult for change management to become embedded in your project at a later stage.
The benefits of effectively integrating laboratory change management alongside traditional change management for lab informatics project cannot be ignored. New systems can get up and running faster, and can, importantly, deliver improved lab processes and be met with enthusiasm rather than reluctance, scepticism, or apprehension.
Scimcon consultants are on-hand to support lab leaders overseeing change. As many of our consultants have lab experience themselves, they have seen first-hand the impact of change in the lab, and can provide in-depth knowledge on how to ensure success.
For more information about how Scimcon can support your next big project, contact us.
References:
Digital transformation is not a new concept, it is just expanding the use of technology as it advances. Today’s laboratory users expect a certain level of usability and synchronicity. After all, in other aspects of their daily lives they are accustomed to having, for example, a seamless digital shopping experience via Amazon.
So, with demand for digital transformation coming from the lab users themselves, and often from the organisation, establishing what it really means to you and what’s achievable, as well as where you are already on the path to digital transformation, is a useful starting point.
Digital transformation requires constantly improving the environment and the platforms in the lab to give the scientists the best tools possible and make their lives easier. It’s not a single project or something that will be completed in a year, or two.
For some organisations, the first step on their digital transformation might be putting in a new LIMS or ELN – which drastically improves their operations, but could be a huge undertaking depending on the scale of the organisation and the legacy infrastructure. For others, it might be establishing the tools and connections to enable the online monitoring of instrument status, automatic ordering of consumables, reserving instrument time and auto-tracking utilisation, for example. Plus, there are many iterations in between.
What’s important for any lab embarking on, or evolving, a digital transformation journey, is to determine where they are, what their goals are and what’s achievable.
We understand the scale of the digital transformation challenge, as well as what is needed to overcome limitations and ensure improvements are made. Our team of experienced consultants – scientists themselves – are ideally placed to help you define and progress your digital transformation journey.
Efforts will continue in the coming years to achieve a truly digital laboratory. However, this will not be a linear journey. Advancements are constantly emerging and the latest technology will build upon the success of others, meaning the ‘latest thing’ is always evolving. Navigating this process successfully will allow laboratories to achieve increased productivity and optimised workflows – giving scientists back more time to spend on getting results.
Advancing your digital transformation journey can be a challenge, but, if done well, can transform your lab and its results. Through a wealth of experience in this area, Scimcon can help you to identify your digital transformation goals and help make them a reality in the short, medium, and long term.
Contact us today to learn more about how we can help you with your digital transformation journey.
Trends in the lab informatics landscape in 2023?With our sponsorship of SmartLab Exchange Europe and US earlier in 2023, and our sponsorship of FutureLabs this week, we’ve developed a view of key insights on what is happening across the lab informatics industry, and where priorities lie for lab-centred organisations globally. We have also provided insight into the areas budget-holders are looking to invest in new technologies.
Attending conferences globally means that our team can provide key insight to share with fellow informatics peers. Face-to-face interactions provide an opportunity to receive instant feedback and insight into lab informatics trends, which we can extract valuable data from.
Having spoken to delegates in North America and Europe this year already, we have identified some of the high priority investment areas for lab informatics in 2023 by comparing what is important to event attendees, who include representatives from leading pharma, biotech, material science, crop science, FMCG, and food companies. Of the global companies who attended, more than 120 people were polled:
Figure 1 represents the data from both SmartLab Exchange Europe and US, to give an overall view of lab informatics priorities across the entirety of 2023 thus far:
The graph also demonstrates other key lab informatics investment priorities (from the EU and US summits), and these include:
We can see a real trend towards intelligent systems this year, as data consolidation and reusability take centre stage and budget-holders looks towards automation, both physical and within software systems, to reduce the risks of human and manual errors. This isn’t a trend that’s isolated to a particular lab sector either – we’re seeing similar trends across all sectors.
Extracting feedback from delegates at conferences in all geographies means we can identify patterns in the data in order of priority. While Figure 1 highlights high priority investment areas, Figure 2 shows exactly what delegates at SmartLab Exchange Europe and US are planning to assign budget to in the next 12 months:
From Figure 2, we can see that immediate investment priorities for SmartLab Exchange Europe and US attendees are as follows:
From both events in both geographies, we can see that automation and digitalisation rank highly in terms of investment priorities for 2023. Laboratories are technologically innovating to suit growing capacity and speed to market. Automation also substantially reduces the risk of human error, as repetitive and manual tasks can be carried out with ease using automated solutions.
We also learn that lab users are prioritising areas such as lab scheduling, method development, data governance, connectivity, artificial intelligence (AI), and machine learning (ML). As throughput expectations increase for labs around the world, the need to digitalise and streamline operations is more prevalent than ever. The aim of many laboratories is to increase efficiency within the lab, and digitalisation acts as a catalyst in this process.
You can find our team between Wednesday 31st May – Friday 2nd June at FutureLabs Live, where we’ll be developing more lab informatics insights from fellow sponsors and guests. Stay up to date with our LinkedIn, to be notified of other tradeshows Scimcon is attending this year.
Visit Scimcon at the event and contact us directly to book a conversation, to learn more about how we can support your lab informatics projects.
Meet Scimcon: Lynda Weller?My journey with Scimcon began in 2021, as an Informatics Project Manager. I was approached by Scimcon’s recruitment consultant regarding a must-see role for the business. This arrived at what felt like an inopportune time for me, as I was relocating to Cornwall with my family.
After completing several interviews and meetings, I secured the project management position. My first project at Scimcon was managing a laboratory information management systems (LIMS) deployment to the UK government Lighthouse Covid-testing laboratories for a major life science instrumentation vendor.
The Lighthouse LIMS project lasted for around a year. The Scimcon Co-Founder, Geoff Parker, then presented another project opportunity to me, which began around a month later, in May 2022. My role involved providing Information Systems project management, business analysis, as well as client engagement and consultancy to a major biotech based in the Netherlands.
I enjoy the continuity that Scimcon offers. I like to work on longer assignments and, although I work remotely, being part of a team of like-minded people is a refreshing bonus. In my previous roles, I have worked independently at different locations with no company support. At Scimcon I’ve been able to form lasting work relationships.
The current project I’m working on is scheduled to be completed next year (2024), we have carried out the work in phases to ensure that each aspect of the client brief is being met. Working from my home office with visits to the client’s site as required means that I can work flexibly, and I am supported by the Scimcon team of experts who can be contacted when I need some extra help.
My background is in software and programming, working with life science organisations to roll out informatics projects and IT services. Prior to working with Scimcon, I had been an independent contractor since 2009, helping an array of companies to meet their software goals. My first contract was with Johnson & Johnson, which took around twelve months to complete. It was very structured; the client already knew what documentation and training consultancy they required. I then moved on to Takeda, which progressed from a three-month initial contract to a longer contract, and eventually for a couple of years as a permanent employee. My time with the company came to an end as they closed the offices I was employed in.
Remote working is something that has benefitted my new lifestyle in Cornwall. Home-office working has become much more acceptable – especially now we have the appropriate technology at our fingertips to ensure that work is carried out efficiently without sacrificing the personal touch. I visit the client’s site at regular intervals, as needs arise, and it makes a refreshing change to meet the remote team face-to-face.
We moved to Cornwall to be closer to our family and we spend a lot more time with them enjoying the fantastic area we now call home.
Our house was a couple of miners’ cottages and dates back to the 19th century. It has been renovated previously but we have continued with them and now turn our attention to the garden.
My husband and I love motorcycle touring. You could say we took our gap year later in life, touring Europe, the United States and many other destinations. We also take part in long distance rallies which has enabled us to travel to some of the most scenic places of the world, capturing authentic photography along the way. I ride pillion and to help us remember our adventures we document them on our website.
I love to read on my kindle, my favourite genre is fantasy and I enjoy reading personal stories such as biographies (motorcyclists, pop stars, even the rogue Ronnie Biggs). I went to see Miriam Margolyes in her Dickens women’s production, and she set me the challenge of reading the entire Dickens collection. It took me a year but I succeeded, though it’s something I wouldn’t want to do again!
My favourite travel destination is New Zealand. During our ‘gap year’ we went with one of our friends, hired motorbikes and just rode round, booking accommodation as we went. We had fantastic weather (which I understand might be unusual!) and really enjoyed riding in the beautiful scenery.
Ironically, I wouldn’t describe myself as a particularly tech-oriented person. I am one of those people that needs to do something three or four times, then it sticks. I can pick things up when it comes to software, as I started my career as a programmer. I use my PC and headset for daily work duties. My phone also stays with me for mundane activities.
I have a lot of technology throughout my home, including a large television with surround-sound speakers, an Xbox, Firestick, a Shield, and numerous Sonos speakers around the house. The best part is that we have a universal remote control for all our TV devices. Unfortunately, this doesn’t stop me from clicking the wrong button now and then, especially where it’s a touch screen.
Nonetheless, I do love tech. I use a kindle to read, which goes everywhere with me. As soon as the pre-Kindle e-readers came out we started using them on our bike tours – imagine trying to fit 30-40 books in the panniers! I love that I can read in bed without a light and have the text as big or small as I like.
Working alongside Scimcon has enabled me to implement my skills and industry experience, to provide the highest quality information systems (IS) consultancy for our clients and customers. My longstanding relationship with Scimcon is one that I am proud of, pioneering the way to make science more connected.
For more company news and updates, follow Scimcon on LinkedIn: https://www.linkedin.com/company/scimcon/
How to choose the right informatics consultant for your organisation?With 20 years’ experience in the Biotech and Life Sciences industry, Micah Rimer’s success has been primarily due to his ability to read organisations, frame the problems and identify the best path to bring people together to achieve the desired goals. During Micah’s time working in Biotech and at big pharma he has successfully deployed consultancy groups within lab informatics and clinical projects.
Scimcon has supported Micah and his teams extensively on high profile projects in big pharma and Biotech. In this blog, Micah draws on his valuable experience to provide insight and tips on how to best to engage and work with consultancy groups.
Deciding on the right Informatics Consultant for your pharma or Biotech company is not a simple task, despite the various vendors available. Informatics in the Life Sciences industry covers a wide scope, so it is unlikely you will find an appropriate consultant through Google’s search algorithms. To find the best fit, you should consider what the key priorities are for your engagement, find a partner that you can trust and work well with and one that can bring a unique perspective to your collaboration.
Starting out with the key skills and contributions that are needed, as in any selection process, is the first step in identifying the right Informatics Consultant.
While technology is constantly advancing, I would encourage you to think hard if the tech skills are really the most important aspect for a successful collaboration. From my experience, while an understanding of the underlying technology and what it is capable of is important (be that LIMS, ELN, eCOA, eDiaries, PV software etc), what is of more importance is someone who can both communicate and partner with the organisation. A successful computerised system consists not just of the software, but also the people that will use it and the processes they will follow. All of those components must be balanced for a successful implementation, so while the technology piece may feel like the most obvious area to address, do not underestimate the work with the people and processes.
For example, there was a point in my career where I was asked to implement a Pharmacovigilance (PV) signal detection system for an organisation I was employed by. This had been a critical gap in the organisation for a long period of time, and there were several options on how to proceed, but no easily defined right answer. We could look to either evaluate and buy something off the shelf, hire a company to build a custom-designed tool, or alternately we could try to finalise a prototype that a programmer in the department had been playing around with for a while. (His tool had nice features, but still some technical gaps and no clear path forward to make it robust enough to use in such a highly regulated environment). In looking for external help, some may have favoured looking to recruit Informatics Consultants with a background in Pharmacovigilance, or perhaps with the technology skills to leverage the drug safety system platform. But in choosing Scimcon, I went with the partner I trusted to help evaluate the options and lead a successful implementation in that particular organisation. A fantastic off-the-shelf tool would never have been a success if people did not want to use it because they preferred the home grown highly customized (but invalidated) prototype.
With Scimcon on board, we were able to evaluate the pharma and drug safety landscape and determined that there could be a good path forward with the prototype that had already been developed. We were able to establish an effective team, drawing upon the Pharmacovigilance expertise in the department to address business process and usage questions. The programmer who built the prototype had the vision for how the software should work and what needed to be done from a technical perspective. Scimcon was able provide the knowledge and experience of how to move a prototype to a production system and validate a custom-defined tool that had been built by a programmer who does not have expertise in documentation. The output was widely recognised as a huge success.
It is important to keep in mind what gaps you are trying to close and what capabilities are needed to fill them: – Maybe you need the knowhow to get a project completed in a challenging environment; the technical skills to do the programming; the expertise with documentation; or you need to access people who have exceptional attention to detail to make sure a system is appropriately qualified and works as intended.
Whatever your challenge, you should ensure that the skillsets available from your informatics consultancy match the challenges you are facing.
As with many relationships, the more time you work together, the more trust you build up. This just proves that the importance of having established relationships and ways of working cannot be understated. No one is perfect, but the devil you know may indeed be a better fit than someone new to you. Always think about building up relationships for the future; it is a small world.
With this in mind, when looking for life science Informatics Consultants to partner with, one key consideration is to determine how they will be able to deal with adversity. What are they prepared to do if they see that a project is starting to go sideways? When speaking with them, ask them about projects that did not go according to plan or did not work out, and how did they manage that situation? What did they learn from that? Do they do anything differently from those lessons learned? Consultants, and Informatics Consultants especially, have all been thrown into projects where the requirements and expectations were not appropriately set in the beginning, which lead to problems later. Good consultants always learn from these situations and avoid repeating the mistakes that led them down that path.
Another key consideration for the interviewing and recruitment process is the quality of the questions the consultants ask and how well they listen.
Before you speak with them, think about what questions you would ask if you were in their shoes, and not having access to all the internal information you have: – Do they ask the right questions? Maybe they ask some questions you had not thought of? And how well are they able to play back what you have told them?
Often sales or account managers are very focused on telling you how easy it is for their teams to deliver, and how they will be able to deliver no matter what restrictions and conditions you add into the situation. Are there any conditions of the setup that would prevent the consultants from accepting the assignment? If there is nothing you can state that would cause them to be concerned, then maybe they are too good to be true! Look for their understanding that implementing systems is not usually a walk in the park. A truthful consultant is extraordinarily valuable.
Of course, it is always good to check the references as well. Does the life science informatics consultant have customers that have worked with them over a long period of time at different companies?
Bringing in consultants is typically not so easy, so numerous long-term engagements at different stops can itself also be a sign of delivering quality.
You should also look for feedback on the work the consultants delivered. There is a huge business out there for the larger agencies which spend time and resources selling at the executive level, but then use more junior resources to do the work. Having senior people presenting and being able to provide a concise message is important, but by and large you typically want to find people who are getting the work done. You must never lose sight of the goals to deliver projects on time and the overall drive for results.
Consider all of these aspects and listen to your instincts. Typically, these are not small or unimportant investments in the first place. Taking time to ensure you have the right fit is important. At the end of the day, you need to feel comfortable and confident that the people you choose can be counted on to deliver for you.
To me, one of the most valuable skills I look for with Informatics Consultants is the ability to bring a unique perspective. In a management training course I once took, the advisor summed it up this way: “Look, you are all smart people. If you come to a situation where you do not see a solution, it is probably because there is not just one solution. When you arrive at a situation like that you will have to find some way to balance and continually adjust, as there is likely no one right answer.” When I am bringing people in to support me on projects, I am looking for that ability to connect the dots and leverage previous experiences to help find the best solution.
One of the valuable parts of working as a consultant is that you get to see a variety of companies, all with different setups. While some people find that lifestyle stressful or challenging, there is an inherent value in being exposed to so many alternative organisational environments. If you can synthesize new information and learn rapidly, all these experiences add up to quite some knowledge. The more you can see things repeated with modified parameters, the easier you can find what works and what does not work, which is why we look to simulations to find some solutions. Informatics Consultants that have worked in different Biotech and big pharma settings with a wide exposure to different projects can help bring that knowledge to your organisation.
Finding consultants who have worked in various parts of life sciences or in other fields can also help to provide a more well-rounded view. At times, that enables seeing solutions in places you might not expect. They can also recognise patterns in the organisation you may be too close to see. The combination of being able to share these insights, as well having seen so many challenges and varying situations, can allow consultants to provide services to you that you simply are not able to manage internally.
Finding the right Informatics Consultant for your life sciences organisation is not an easy task; you need to make sure that you are bringing in the right skillset to match your situation.
The priority is to find people you can trust and who you feel confident can work in your environment. While the technology of course plays a role, do not overstate the importance of it and dismiss the (not insignificant) people and the processes aspect to our work. The system in itself will not be considered successful if people are not comfortably using it. Look for companies that can adjust to your needs and find solutions to your challenges as the landscape continues to change. In the end, that is what counts, finding a way to get the job done.
Scimcon is proud to offer its consultancy services to Biotech and big pharma companies around the world. To find out how we can help you achieve success in your implementation project, contact us.
The role of AI and ML in the future of lab informatics?As a leader in a pharmaceutical or life sciences organisation, getting the most out of your team and resources is always a top priority. After making the decision to proceed with a critical investment in consulting services, there may even be more pressure to find the optimal use of these time-limited external resources. So, how can you make sure you are using these resources to their full potential? In this blog, our industry expert Micah Rimer will show you how.
During Micah’s 20 years’ working at big pharma & vaccines corporations, including Bayer, Chiron, Novartis and GSK, he has successfully deployed consultancy groups within lab informatics and clinical projects. Micah has worked with Scimcon to support his teams on high profile critical projects
As with any business situation, it is important that there is a common goal that everyone is aligned around.
It is essential that you do not waste valuable time revisiting the same conversations. Ask yourself: “Is it obvious what problem we are trying to solve?” Often, issues can arise when people are arguing about implementing a solution, whilst losing sight of the challenge at hand.
Take the example of Remote Clinical Monitoring: You might decide that it would be beneficial to have your Clinical Research Associates (CRAs) track and monitor the progress of a clinical study without traveling to clinical sites. That sounds like it could be very promising, but what is the problem that needs to be solved?
Without clear goals on what you want to accomplish with Remote Clinical Monitoring, it will be difficult to declare an implementation a success. In addition, if you and your organisation do not know what you are trying to achieve with a particular technical solution, it will be impossible to give your informatics consultants a clear set of deliverables.
So, first things first, agree on the problem statement!
One of the first times I hired Scimcon to support me with an informatics project, I had recently joined a pharma company and found myself in the middle of conflicting department objectives, with what seemed to be no clear path out of the mess I had inherited. The organisation had purchased an expensive new software system that had already become a failed implementation. After spending a year continuously configuring and programming it, it was no closer to meeting the business needs than when the project had started. There were two loud criticisms to address on that point:
This also highlighted a far wider range of issues, such as some people who felt their skills were not being properly utilised while problems went unsolved, and that the bioinformatics department might not have the right goals to begin with.
To solve this challenge, we sat down with Scimcon to identify all the different problems associated with the inherited project, and to clarify what we needed to do to turn it into a success. In taking time to review the situation and without too much effort, we were able to come up with four key areas to address:
With the help of Scimcon, we were able to define these problems and then focus on finding answers to each of the questions. In the end it turned out to be one of our most successful engagements together, award winning even. By just asking senior management what their biggest challenge was, we found their overriding priority was to have an overview of all the R&D projects going on. And while the new software was not particularly well suited for solving the bioinformatics problem that it had been acquired for, it could easily be used to map out the R&D process for portfolio tracking. Then, we turned our attention to the bioinformatics problem, which was easily solved by a bit of custom code from one of the bioinformatics programmers who felt that previously his skills were not being properly utilised.
Once we knew where we were, and where we wanted to get to, all we had to do was get there one challenge at a time.
Once you have identified and agreed on the problem that you want to solve, the next step is making sure the organisation is ready to work with your consultants. As with all relationships, business or otherwise, a crucial step is to make sure that everyone has the same expectations, and that all the relevant stakeholders are on the same page.
People have many different perspectives on why consultants are brought in.
As there can be so many different roles and perspectives on the use of consultants, you need to make sure that you address all the different stakeholder perspectives. It is important to establish a positive situation, as you want the consultants to be able to work with your teams without unnecessary tension.
When I was just starting out with my first LIMS implementation (Laboratory Information Management System), I remember being impressed that you could hire someone who had the specific experience and expertise to guide you on something they had done before but that was new to you. I wondered, “why was that not done all the time? Why do so many implementation projects fail when you can bring people in who had solved that particular problem before?” When I asked Russell Hall, a consultant at Scimcon for us on that first project, he said that not everyone is comfortable admitting they need help. As my career has progressed, I have come to value that feedback more and more. There are many people who are highly competent and effective in their jobs, but are not comfortable with the appearance that they are not sufficient on their own. It is always important to manage for those situations, rather than assuming that everyone will welcome external help.
Lastly, it is also critical to manage expectations, regarding the use of consultants. Your boss may need to defend the budget, or be prepared to stand behind recommendations or conclusions that are delivered from people outside of the organisation. It should also be considered that management might not readily accept something that might seem obvious to employees working at a different level. By liaising with senior leaders from the outset, you can make sure both parties are aligned how the consultants will interact with people in the company, and what their role will be. This is important both to achieve what you want internally and also to make sure the consultants have a proper expectation of how their efforts will be utilised.
While it can be very tempting to feel that you can leave the majority of the project to the experts, the reality is things rarely go as smoothly as planned. As the life science business and information management have advanced over the last few decades, the amount of complexity and details has grown tremendously. It is more and more difficult for a single person to maintain an overview of all the relevant facts. The only way to be successful is to communicate and make sure that the right people have the right information at the right time. Your consultants are no different.
Many organisations have challenges in terms of taking decisions and communicating them effectively. For your consultants who do not typically have all the same access and networks in the organisation that internal staff do, it is imperative that you make sure they are kept up to date. You want to avoid them spending valuable time on focusing on areas and deliverables that have shifted to being less important. Finding ways to keep consultants informed on all the latest developments is absolutely necessary for them to be able to deliver successfully. Figure out what makes sense by considering the organisation culture and the consulting engagement setup. Whether it is by use of frequent check-ins or online collaboration, be prepared to put in additional efforts to make sure that the information gets to where it needs to go.
As well as good communication, organisations have to be able to adjust as needed. Occasionally everything does work out according to plan, but that is more the exception than the rule when it comes to complex life science informatics projects. While timelines and commitments are critical, it is important to view any project as a collaboration. There will be unexpected software issues. There will be unplanned organisational changes and problems. People get sick, life happens. By having open and continuous dialogue, you can be best prepared to make the adjustments needed to find solutions together to unexpected problems.
Consultants can be hugely valuable to you and your organisation.
But you have to setup the right conditions for everything to work out well.
Working together, you can get to where you need to go.
If you’re interested in working with Scimcon on your upcoming informatics project, contact us today for a no-commitment chat about how we can help you succeed.