Pharmaceuticals have all the hallmarks of a maturing industry. Companies have enjoyed huge returns on blockbusting mass-market drugs targeted at large segments of the population. But times are changing and market segmentation by genotype is forcing market fragmentation, whilst the proliferation of generic and ‘me too’ competition, going hand in hand with drugs dropping off patent means that many pharma companies will need to re-engineer, if they are to competitively re-invent themselves and sustain growth.

Naturally, in a market where the ability to innovate is make or break, many players turned their first focus to the re-structure of R&D functions for increased speed and effectiveness. However, the need to expedite time to market and to compete on price means that the industry’s leaders are exploring a whole new operating model. As pharmaceutical companies turn their attention to broadening their product portfolios, personalising medicine provision and exploring more sophisticated routes to market, many are choosing to outsource non-core functions in support of these strategic activities.

Efficiency and effectiveness of information processes can directly impact organisational speed and agility. Moreover, in a tightly regulated space, expert attention to process visibility, auditability and control can make a huge difference.