Reinventing life

sciences in the age

of generative AI
 Reinventing life sciences in the age of generative AI
Contents

04 07 10 19 41
Executive Supercharging AI is revolutionizing Five C-suite Start your
summary science with intelligent the pharmaceutical imperatives reinvention journey
technologies: value chain
This is not your typical
technology upgrade

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 2
 Reinventing life sciences in the age of generative AI
Authors

Petra Jantzer Selen Karaca-Griffin Kailash Swarna Tracy Ring Jen Spada
Senior Managing Director – Thought Leadership Principal Director – Managing Director – Chief Data Officer and Global Generative Managing Director –
Global Life Sciences Lead, Products and Life Sciences, Global Clinical Lead, AI Lead – Applied Intelligence Products, Global Generative AI Strategy Lead,
Accenture Accenture Research Accenture Life Sciences Accenture Life Sciences Accenture

Petra Jantzer is the Global Lead for Selen Karaca-Griffin is the Global Research Kailash is the Global Life Sciences Clinical Tracy Ring serves as the Chief Data Jennifer is a Managing Director in
Accenture Life Sciences and the senior Lead for Accenture Products and Life Development Lead at Accenture, driving Officer and Global Generative AI Lead Accenture's Life Sciences practice,
Client Account Lead for one of the world’s Sciences, leading a team of 30+ researchers digital transformation strategies to boost for Accenture's Data & AI Life Sciences spearheading the life sciences innovation
leading pharmaceutical companies. globally. She is responsible for developing R&D productivity for global life sciences division. With more than two decades of team to develop cutting-edge solutions
She was previously the industry leader for the industry’s thought leadership agenda, clients. With over 20 years in the field, experience, she has crafted AI strategies that advance client initiatives. With a robust
R&D and Europe Life Sciences and a former which includes scientific innovation, science he has extensive experience across for numerous organizations, orchestrated background in the industry, her expertise
partner at McKinsey. Petra has 20+ years and technology convergence, digital health, drug discovery, translational sciences, large-scale transformation deals, and spans commercial transformation, strategy,
of industry experience, holds a Ph.D. market disruptions and their impact on the clinical development, pharmacovigilance, facilitated extensive platform ecosystem operations, patient services and digital
in tumor immunology and specializes in future of industries. She is based in Boston, regulatory affairs and commercialization. partnerships. In her current role, Tracy marketing. Additionally, Jennifer directs
cross-functional transformation programs. Massachusetts. Selen holds two BS degrees Kailash also engages in research at MIT's leverages generative AI to revolutionize the Accenture’s patient research activities.
She is president and co-founder of in molecular biology and chemistry, an Sloan School of Management, focusing life sciences sector, providing guidance to She earned her Bachelor of Science in
Advance – a cross-industry association in MS degree in biotechnology, and an MBA on financial engineering to enhance R&D CDOs and Chief Analytics/AI Officers on biological engineering and a MBA from
Switzerland dedicated to driving gender from Babson College. She also serves as decisions. He holds an MBA from MIT and a maximizing strategic value and impact in Cornell University.
equality in business. a Biotechnology Industrial Advisory Board Ph.D. in physical chemistry from Oklahoma commercial, R&D, supply chain and other
Member for Northeastern University. State University. enabling domains through a Responsible AI
framework. She specializes in implementing
AI solutions for regulatory submissions,
early-stage drug development, and
advancing the future of commercial and
intelligent supply chains.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 3
EXECUTIVE SUMMARY

Reinventing life sciences in the age of generative AI

Where could reinvention take your business?

What if your What if your company What if your company What if your company What if you could
company could could dramatically could rapidly optimize could dynamically use everything you
develop novel compress R&D manufacturing anticipate market know about all of your
medicines for timelines and recipes and facilitate shocks and customers — from
previously reduce the cost agile, resilient black-swan events patients to providers
undruggable targets of developing a and sustainable and respond with to payers — to truly
and address currently medicine from end-to-end supply minimal disruptions meet them where
untreatable illnesses? billions to millions chains of new to patients? they are with speed
of dollars? modalities for and efficiency?
better competitive
advantage?

Organizations are achieving exactly these kinds of breakthroughs by using intelligent

technologies such as classical and generative artificial intelligence (AI) reinventing themselves.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 4
 Reinventing life sciences in the age of generative AI
In 2023, we presented Total Enterprise Reinvention for Biopharma, The Why
a strategy of changing every part of a business, adopting change AI is supercharging science and reinventing
at scale and generating innovation, resilience and value. When business — this isn’t your typical technology upgrade.
companies engage in Total Enterprise Reinvention, we wrote,
they commit to creating a strong digital core on which they
can essentially turn “change” into a capability, such that any
transformative effort in any area of the business builds on and
The What
contributes to other efforts. The result — demonstrated by the few
AI is revolutionizing the value chain, offering strategic
leading companies we identified as “Reinventors” — is sustainable,
opportunities to generate significant value if workflows and
accelerated and efficient growth.
processes are consistently reinvented end to end.

At that time, we forecast that companies embracing the

transformative power of technology, data and AI to drive reinvention
would be ahead of the curve in the next decade and beyond.
This year, the growing impact of disruptive technologies such as
The How
Five C-suite imperatives will help you reinvent
generative AI has made it even clearer that continuous reinvention is
your business and pull ahead of the pack.
becoming the default strategy for the world's leading organizations.

In fact, our research found that the competitive edge belongs to

Reinventors, who not only define the new performance frontier
for their industries but also enjoy the largest financial benefits. In
this report, we present our recommended approach to continuous
reinvention in the era of generative AI: The Why, What and How.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 5
 Reinventing life sciences in the age of generative AI
About the research
We took a comprehensive approach to study the topic of Total Enterprise Reinvention.
This report is based on:

• A multi-year survey of over 3,000 • Our annual life sciences CEO Imperatives
executives across 19 industries and 10 Research, which identifies critical
countries. Respondents were asked about disruptions and key priorities based on
their organization’s approach to business qualitative interviews with the CEOs of
transformation and reinvention strategy, the top 40 life sciences companies by
as well as about their specific programs revenue. We validate these trends in our
and success factors. The surveys were annual CEO roundtable, where industry
conducted in November 2022 and CEOs gather to discuss the industry’s
October to November 2023. In this report, most pressing issues and promising
we provide comparisons between the two, opportunities. The CEO roundtable was
focusing on new insights gained from the held at the 2024 meeting of the World
most recent responses. Economic Forum in Davos, where we
gathered industry C-suite leaders to
• The annual Pulse of Change Index that
discuss the impact of classical and
quantifies the level of change affecting
generative AI on the life sciences industry.
businesses globally, caused by six major
factors: technology, talent, economic, • Collaboration with our innovation strategy
geopolitical, climate and consumer experts and subject matter advisors to
and social. The index provides context ideate, shape and push the boundaries
supporting the need for reinvention. of our thinking on reinvention in the age
of generative AI. We then tested our
approach with multiple clients.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 6
 sciences in the age of generative AI
Supercharging science with
intelligent technologies:

Reinvention
This is not your typical technology upgrade

Reinventing life
7
 Reinventing life sciences in the age of generative AI
The biopharma industry is on the brink of a Consider these challenges at a high level:
groundbreaking revolution, propelled by the
• Lengthy and costly drug development: • Low growth due to patent expirations as well as
remarkable potential of intelligent technologies
The average time to bring a new medicine to market government and private market pressures:
such as classical and generative AI and next
is 10–12 years, with costs exceeding $2.6 billion. The top 20 biopharma companies (with some
generation computing. These technology
Approximately 90% of drug candidates fail during exceptions) are experiencing a low-growth period, with
advancements promise to deliver breakthrough
discovery and development, and R&D productivity has an average revenue CAGR of 4% over the next five years.2
treatments and life-changing medicines at an
remained stagnant over the past decade.1 This anemic growth is attributed to factors such as
unparalleled pace, addressing the industry’s
patent expirations, pricing pressures from governments
most pressing challenges head-on.
• Increasing complexity in manufacturing and
(e.g., Inflation Reduction Act in the US) and private
commercialization:
market forces leading to net price decreases.
As scientific progress leads to new modalities
and personalized treatments, the complexity of • High cost of capital:
manufacturing and commercializing these therapies The persistent high cost of capital is compelling CFOs
increases. Many new modalities are launched with to explore ways to enhance profitability. In addition, it
unsustainable supply chains that require years puts pressure on leaders to invest in programs that can
or even decades to optimize. generate returns faster.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 8
 th age of generative AI
Reinventing life sciences in the
Intelligent technologies are set to transform every aspect
of the life sciences industry, from drug discovery, clinical
development and patient care to manufacturing and the reliable
supply of complex medicines. This shift promises to usher in an
era of unprecedented innovation and efficiency and will drive
better outcomes for patients.

But this opportunity hinges on a critical caveat: Unlike previous

technology transformations, a purposeful shift to intelligent
technologies requires companies to embrace and deeply embed a
culture of continuous reinvention across the enterprise.

According to our research, life sciences is one of the top two

industries most actively pursuing reinvention, the other being
software and platforms.3 Our annual CEO priorities research confirms
that harnessing intelligent technologies for business transformation
is the top priority for CEOs in 2024. This marks the first time in a
decade that technology has been identified as a standalone priority,
underscoring its pivotal role in addressing the industry’s challenges.4

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 9
 Reinventing life sciences in the age of generative AI
AI is revolutionizing the
pharmaceutical value chain

10
 ag of generative AI
Reinventing life sciences in the age
To start, consider the effect intelligent technologies
are already having along the biopharma value chain:

• More than 50 drug candidates discovered • Intelligent technologies are helping leaders
with AI are now progressing through clinical better allocate capital for manufacturing,
pipelines. Molecules are being designed at supply chain and commercialization.
a fraction of the time previously required, Historical sales data, prescription patterns,
and for several targets once considered epidemiology and target population
undruggable.5 information improve forecasting. This
can inform commercial and medical team
• The analysis of historical data, literature, positioning as well as the timing and
real-world evidence and simulations of location of new manufacturing sites.
multiple trial scenarios all enable companies
to optimize clinical trial protocols and These are just a few examples of how intelligent
resource allocation. This ultimately shortens technologies are driving meaningful and
trial duration and reduces costs. positive changes in the biopharma industry.
A more comprehensive view of the “strategic
• Companies are leveraging advanced bets” across the biopharma value chain is
analytics of complex chemistry and biology shown in Figure 1. These strategic bets confer a
in recipes to achieve up to a 90% decrease significant competitive advantage at each step
in waste production and energy and water of the value chain. In the following section, we
consumption, while improving consistency explore each possibility in turn.
and speed in the manufacturing of life-
saving drugs.6

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 Figure 1

Reinventing life sciences in the age of generative AI

Illustrative strategic bets in biopharmaceutical value chain

Process development,
Value Pre-discovery Discovery research Preclinical Clinical, Commercialization Enterprise functions
manufacturing,
chain & translational Regulatory, Safety
quality & supply chain

Basic research into Prediction & optimization Optimize trial & protocol Accelerated & accurate Predictive brand & Dynamic portfolio
Novel target discovery
disease biology of PKPD/ADME properties design with simulation product launch portfolio strategy management and
& new approaches to
corporate strategy
structural biology

Basic research into Site enablement Predictive manufacturing Dynamic access

Discovery, refinement & process robustness
treatment modalities and optimization optimization Proactive risk
Accelerated target development of novel
biomarkers management and
validation through
crisis mitigation
optimized pharmacology
Basic research into safety Clinical data Autonomous Real-time content
and efficacy in humans management demand sensing & supply chain & review
Expanding biobanking SC orchestration Enhanced corporate
Modality selection to leverage emerging
& optimization brand and reputation
Systems approach to technology for multi-omics Hyper personalized
disease and target Regulatory
submissions Predictive asset engagement
modeling
Design & synthesis of maintenance Strategic location
clinic-ready molecules Integrating internal & planning
Strategic external clinical data Real-time data analysis Democratized insights
bets into early discovery & and safety monitoring Optimized quality & & recommendations
translational science real-time batch release Strategic E2E employee
Optimize developability
value planning
& manufacturability
CMC regulatory filing
Improved customer
Optimize discovery and patient experience Optimized knowledge
portfolio for PTRS management & learning
Recipe development,
scaling & optimization Resilient, sustainable,
agile supply networks
for all modalities

Accelerated post-
approval process &
product optimization

Source: Accenture 2024.

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 Reinventing life sciences in the age of generative AI
Research and Development However, the industry struggles with fragmentation
(Pre-discovery, discovery research, across different functional areas of the value chain,
pre-clinical & translational, clinical, resulting in numerous handoffs, non-standard
regulatory, safety) application of technology solutions and persistent
data silos. To overcome these inefficiencies, there is
The future of R&D hinges on using intelligent a critical need to establish a common language for
technologies to dramatically improve cycle times, effective collaboration among scientists, engineers and
success rates and efficiency. By accelerating discovery marketers.
through in silico methods and using AI for tasks
ranging from molecule generation, optimization of By optimizing processes and responding more adeptly
lead compounds, biomarker discovery and patient to market demands, companies can make full use
stratification, companies can enhance their clinical of their organizational capabilities. Take the recent
success rates and expedite the entire R&D process. repurposing of diabetes drugs for obesity treatment.
AI’s ability to predict off-target effects, optimize drug Companies used extensive safety data collected over
safety profiles and incorporate digital tools for remote a decade for one disease and efficiently used market
monitoring and patient retention presents a significant signals to enhance drug development for a different
leap towards increasing investigational new drug disease. Such strategic shifts promise to mitigate high
approval rates and reducing trial durations. attrition rates and reduce lengthy, costly processes
currently burdening the industry.

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 Reinventing life sciences in the age of generative AI
Process Development, Manufacturing, Quality

After a drug has been discovered and moved into clinical • Companies can demonstrate a deep understanding
trials, companies should develop a consistent and and control over complex drug production through
scalable recipe to support supply as quickly as possible. a combination of scientific data and AI, expediting
However, R&D efforts are surfacing increasingly specific regulatory filing and approval.
and complex drugs that require increasingly complicated,
• Recipe tech transfer and knowledge management
biology-based recipes. Faster clinical trials mean less
between sites in the supply chain (internal sites or
time for recipe development teams to optimize these
external contract manufacturers) will be accelerated
complex recipes and scale them to the appropriate level.
and less subject to the risk of unexpected quality issues,
Intelligent technologies will help move some of this
ensuring supply chain “resilience by design.”
recipe development from slow and repetitive wet lab
experimentation to the in silico space, ensuring that: • All markets rapidly adopt significant post-approval
recipe improvements, like new automation or process
• Drugs progress through clinical trials to commercial
sensing tech.
production without being hindered by recipe
development and scaling issues.

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 Reinventing life sciences in the age of generative AI
Supply Chain

Classical and generative AI give companies the of supply nodes — can have extremely long-term This in turn can lead to complex post-approval change
opportunity to redesign their supply chain and operations impacts on commercial supply chain agility, controls that must be managed by regulatory affairs for
end-to-end, enhancing resilience, agility and sustainability. sustainability and resilience. all markets as well as a complex proliferation of product
When combined with both internal and third-party data, variants that must be managed by supply chain planners.
Even in the actual manufacturing of the product,
AI can give companies a unified view of demand. This With a coordinated, connected data fabric and improved
complexity increases depending on how many sites are
allows them to not only understand but control the supply- standardization, all parties — from commercial supply
involved in the process and how well they stay harmonized
side complexity of novel treatments. AI can also generate chain to recipe-development teams — can work together
with each other and their colleagues in R&D who are
scenarios and automate responses to many potential more effectively. Such integration also better enables AI
developing new drugs that will move to those nodes over
disruptions. This approach helps improve production tools to support collaboration, oversight and enterprise-
time. Each site manages its own production process,
processes for maximum yield and highest quality. wide continuous improvement. Without such coordination,
equipment, asset management, quality control, operations
fragmentation occurs and opportunities are missed.
Traditionally, companies complete the design of their technology (and sometimes IT) system landscape and
supply chain and operations in silos long before the continuous improvement programs at individual nodes.
product enters the commercial supply chain. Decisions Local site level continuous improvements or corrective and
during development — regarding manufacturing recipes preventative actions can lead to divergent evolutions of
(bill of materials, equipment), formulation, packaging, the recipes for a product.
release, shipping methods, CMC filing strategy and choice

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 Reinventing life sciences in the age of generative AI
Commercialization

AI is transforming commercialization, offering significant In marketing, ongoing advancements powered by AI

improvements across access strategies, marketing and will accelerate original and derivative content creation
customer engagement. including images, copy and animation. These technologies
can facilitate dynamic marketing material assembly within
For example, AI significantly bolsters access strategies by
regulatory constraints. Early applications of generative AI to
using advanced data for deal modeling and enhanced payer
medical loss ratio processes are already bolstering human
contract negotiations. Generative AI can help simulate
reviewers’ work without taking them out of the loop.
complex payer negotiations and streamline decision-making
processes. Integrating disparate data sources facilitates Generative AI is also transforming customer engagement.
contract performance monitoring. Using AI can enhance Using personal large language models like assistants
oversight and minimize rebate leakage, improving revenue. better prepares field teams for customer interactions.
These “assistants” access data, provide insights, simulate
conversations and analyze customer contexts for more
productive engagement. The era of the “bionic rep” is here.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 16
 Figure 2

Reinventing life sciences in the age of generative AI

Opportunities are evident in each area of the value chain. Based on our research and client experience, these strategic bets represent considerable potential value if
the workflows and processes are reinvented end-to-end.

The size of the opportunity if the workflows and processes are reinvented end-to-end.

Pre-discovery & Preclinical, Product development, Commercialization Enterprise

discovery research translational, clinical, manufacturing, quality functions
regulatory & safety & supply chain
Accelerate timelines by Accelerate timelines Lower supply chain risk Optimize patient and Lower costs and
almost 3 years per by 1.5 years per and get critical customer engagement to increase efficiency
successful drug successful drug medicines into the accelerate time to peak
hands of patients faster sales while effectively
Discover better drug managing costs
candidates (e.g., for
undruggable targets)

1-3%
Revenue uplift 10 - 30%
(product availability) Acceleration in time
to peak sales

$0.3 - 1.5B $0.2 - 0.8B 3 to 5%

Production & 10 to 15%
Revenue upside per Revenue upside per Fulfillment costs Commercial costs
successful drug successful drug

$600 - 800M $300 - 400M 10 to 15% 20 to 25%

Working capital Script conversion 30% +
Costs per successful drug Costs per successful drug reduction (inventory) and adherence Corporate function cost

Source: Accenture Research, 2024. See methodology section.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 17
The full potential lies in connection.
Leaders need to think in terms of value streams.

The transformative power of intelligent technologies Understanding that opportunity is critical. Yet many life It’s time to think in terms of value streams — such as
such as generative AI on individual parts of the sciences C-suite executives in our recent pulse survey7 accelerating time to clinic or accelerating time to market
biopharma value chain are undeniable. However, remain focused on individual use cases rather than — rather than small pilot projects. (We will cover this idea
while those effects are exciting in and of themselves, end-to-end processes and capabilities. Consider how: in more detail in the section titled “lead with value”).
leaders will need to bridge functional silos to reap the
It’s time to capture the benefits of connecting deep
full benefits of these technologies.
2/3 2/3 functional areas of expertise. All functions should align
Fundamentally, generative AI empowers by know which have outlined potential their reinvention efforts to these cross-functional value
democratizing access to information, accelerating areas they want impacts of generative streams to ensure that their reinvention is comprehensive
its flow throughout the organization. Adopting to prioritize but AI but say that further and delivers value to patients, the entire enterprise and the
generative AI thus presents an opportunity to foster do not have an analysis is required healthcare system.
better collaboration and ultimately deliver value implementation plan to fully articulate
It’s time to develop end-to-end capabilities. This means
across the entire value chain — where the impact on business value
rethinking many processes and integrating intelligent
the whole is greater than the sum of its parts.
technologies into all aspects of the workflows of that
capability. It also means developing the skills needed to
use AI effectively.
 Reinventing life sciences in the age of generative AI
Five C-suite
imperatives to help
reinvent your business

19
 Reinventing life sciences in the age of generative AI
Five C-suite 01/

imperatives Lead with value

Over the past several months, Accenture has 02/

engaged in numerous discussions with clients
regarding the impact of generative AI. We have Reinvent talent and ways of working
also undertaken more than 1,000 generative
AI-focused projects, many in collaboration with
leading biopharmaceutical companies. Drawing 03/
from these experiences and our analysis of
industry leaders, we have identified five key Understand and develop an AI-enabled secure digital core
imperatives for CEOs who are committed to
capitalizing on the opportunities presented by
intelligent technologies. 04/
Close the gap on responsible AI

05/
Drive and support continuous reinvention

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 20
 Reinventing life sciences in the age of generative AI
01/

Lead with value

Rather than focusing solely on technology, companies should
prioritize efforts to understand how intelligent technologies
can fundamentally redefine processes and capabilities. Leading
with value means not only seeking cost saving opportunities
but also driving systematic acceleration, innovation and
growth. By taking a strategic view, companies can move
away from low-value proofs-of-concept and embrace the full
potential of intelligent technologies.

To be able to do that, biopharma companies must focus on five

large investment areas to create value at scale. We call these
investment areas “value streams.”

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 21
 Reinventing life sciences in the age of generative AI
Fundamentally, these value streams represent Accelerating time to clinic Making medicines more accessible
the company’s objectives and are inherently
Select and validate novel targets and deliver human- Improve physical access to and affordability of
cross-functional. For instance, making medicines
ready molecules to the clinic at twice the speed and novel medicines to address unmet medical needs
more accessible requires early discussions during
half the cost by using in silico methods, reducing globally. One aspect of this includes supporting
clinical trial design, among clinical, market access
wet-lab experiments and using AI for predicting off novel complex modalities (for example, cell and
and manufacturing teams. These discussions
target effects, thereby optimizing differentiated gene therapies, antibody drug conjugates and
should cover cost of goods sold implications,
efficacy and reducing safety liabilities. messenger RNA) by lowering cost of goods sold
potential manufacturing challenges and impacts
and capital investment in the supply chain while
on reimbursement. Finally, enhancing patient
maximizing agility and quality. Another aspect
access to therapy necessitates collaborative
efforts from manufacturing, supply chain and
Accelerating time to market includes an improved financial coverage and more
affordable pricing to ensure more populations can
commercial teams. Design and execute patient-centric trials and efficient,
afford therapy.
well-controlled and well-understood manufacturing
The integration of value streams across
processes that maximize efficacy, safety and
different biopharmaceutical functions is
consistent sustainable quality to drive differentiated
illustrated in Figure 3. Establishing end-to-end
regulatory approvals in a third less time.
insights and feedback loops
Share insights across the organization to enable
Maximizing the value faster information flow, better planning and reporting
proposition of medicines — and keep all stakeholders in the loop. Creating and
sharing actionable insights across the value chain for
Prove the health and economic outcomes to the life of a molecule will allow teams to anticipate
maximize patient benefit and make the case for and solve for bottlenecks at every step through
physicians to prescribe and for payers to cover dynamic planning, portfolio prioritization, patient
the medicine globally. impact, capital allocation and reporting to investors.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 22
 Figure 3

Illustrative value streams in biopharmaceutival value chain:

Reinventing life sciences in the age of generative AI

* Value streams. Source: Accenture 2024.

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 Reinventing life sciences in the age of generative AI
Case study

Lead with value: A modern approach to commercialization

As companies go through their reinvention journey, it is operational approaches. Ultimately, this shift allows produced at a newly rapid pace is requiring a
important for each function to measure progress against commercial functions to contribute more to the value reevaluation of medical, legal and regulatory
these value streams. Reinvention of each function will streams in biopharma, maximizing the value proposition review processes.
require redesign of end-to-end processes and workflows. of new medicines, accelerating time to market and
For example, integrating generative AI redefines making medicines more accessible. This technological integration extends beyond the

traditional commercial activities, transitioning them from mere application of tools. It requires fundamentally

a linear, siloed approach to an interconnected, dynamic Generative AI’s influence is already tangible and is reorganizing commercialization frameworks to embrace

workflow. Traditionally, sequential processes have expected to have a transformative long-term impact. For these new capabilities. The potential benefits include

stifled innovation and limited insight sharing, impeding example, brand and portfolio strategies are shifting from immediate enhancements to existing processes and

operational agility. With the advent of generative AI, these rigid, time-bound, top-down planning to continuous, strategic, transformative changes that fundamentally

boundaries are blurring, allowing for a compression and agile, data-driven and bottom-up approaches. alter operational approaches. Success in this new era

overlap of commercial functions, as well as the infusion Tools powered by generative AI are enhancing will depend on effectively leveraging generative AI to

of commercial insights into other functions like clinical early commercial planning by optimizing indication not only understand data but to act on it decisively,

trial design and supply chain planning, that accelerate sequencing and endpoint selection in therapeutic areas democratizing both data usage and actionable insights

product launches and growth. like oncology and immunology. Similarly, contracting across the organization. This holistic change is poised
processes and payer negotiation simulations help inform to increase strategic effectiveness, shorten time
The potential benefits are two-fold: immediate brand and portfolio strategies early on. Furthermore, to peak sales, improve gross to net, lower operating
enhancements to existing processes and strategic, generative AI is redefining content creation workflows costs and increase in sales due to more relevant
transformative changes that fundamentally alter within the industry. The increased volume of content customer interactions that align closely with modern
commercial expectations.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 24
 Figure 4

Illustrative example of the commercialization workflow, reinvented using intelligent technologies

Reinventing life sciences in the age of generative AI

Audience Omnichannel
Commercial Segmentation Data &
Brand and Content Medical Legal and Field HCP &

As-is
Strategy and Market and Analytics
Portfolio Creative Supply Regulatory Execution Patient
Access Omnichannel (insights and
Planning Strategy Chain Review (Medical Services
Planning performance)
and Sales)

Hyper
Predictive Real-Time
Gen AI Brand &
Dynamic
Access
Content
Personalized
Patient &
Democratized
Insights &
powered Portfolio Supply Chain Customer
Optimization Recommendations
Strategy & Review Engagement

Shortened time to Improved gross to net Lower operating costs Increased sales due to More effective strategies and
peak sales through through optimized pricing and increased speed enhanced customer higher revenue from access to
Outcomes
predictive analytics and reimbursement using to market through a engagement, support and organization-wide insights
during market entry real-time market more efficient content effective sales strategies
insights, prioritizing supply chain and MLR
efficient rebates Review

Make medicines Maximize value Accelerate time Make medicines Establish E2E insights
Value Streams more accessible proposition of to market more accessible and feedback loops
medicines

Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 25
 Figure 5

Reinventing life sciences in the age of generative AI

Exposure to generative AI
02/ Percentage of working time by role

Reinvent talent and 90% 25k

Bubble size: number

ways of working
Biostatisticians 10k
5k of employees in US
Not exhaustive
80% Bioengineers and
Biomedical Engineers

Bioinformatics Scientists Workforce type

70% Sales Representatives, Wholesale

Scope for augmentation

Business and Manufacturing, Technical
AI will dramatically change how we live and work — it is Intelligence
Analysts
and Scientific Products Industry Specific
Computer Programmers
going to have a major impact on talent, organization and General

(Knowledge work)
60% Geneticists Clinical Data
Managers

culture. In fact, according to our analysis, approximately Technical Writers

Biologists
40% of working hours will be impacted by generative AI in 50% Data Scientists

the biopharma industry8, with certain roles more impacted

40%
than others (see Figure 5). We’re looking at a monumental Materials Scientists Marketing Managers

shift in the way work gets done, as well as extraordinary

Financial Managers
Medical Scientists
30%
potential for companies in the life sciences space.
Generative AI and other intelligent technologies can 20% Clinical Research
Coordinators
augment tasks and aid the workforce, driving extensive Microbiologists

Manufacturing Managers
benefits that free people up to focus on higher value tasks. 10% Chemists

That can in turn lead to greater innovation and more Biological Technicians

Chemical Technicians
life-changing discoveries, made available to more patients 0%
0% 10% 20% 30% 40% 50% 60%
faster than ever before. Scope for automation
(Process work)

Source: Accenture Research analysis leveraging US BLS and O*Net.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 26
 Reinventing life sciences in the age of generative AI
Realizing value from intelligent technologies requires companies
to reinvent work starting at an operational level across their
organizations. According to our research, life sciences organizations ~ 40% ~ 2/3
are well above the benchmark in having comprehensive strategies of life sciences Chief
in place to ensure positive worker outcomes and experiences with of all working hours Executives do not
generative AI. They are three times as likely as the global sample to in life sciences will have the skills or
be providing generative AI training at scale. However, there is still a
be impacted by capabilities needed to
long way to go in making training accessible to those who want it.
generative AI9 lead reinvention10
Success requires a three-pronged approach:

1. Shifting roles. Companies need to reinvent work based on

intelligent technologies. Rather than applying technology
as a layer on top of the work, they must reimagine work
across the enterprise. About 50% 95%
2. Shifts in tasks and skills. Leading organizations are working of life sciences companies of workers in life sciences
to build an agile workforce by investing in skills mapping and have comprehensive want to learn new
integrating their data, so they have the predictive insights to
strategies in place to generative AI skills, but
ensure the right mix of skills to grow their people’s capabilities
and their business. ensure positive worker only 15% of organizations
outcomes and experiences are reskilling at scale12
3. Prepare the workforce. 95% of workers in the life sciences
with generative AI11
industry want to learn new generative AI skills, but only 15% of
organizations are reskilling at scale — a missed opportunity to
invest in learning that can flow through the entire organization
and bring people along on that journey.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 27
 Reinventing life sciences in the age of generative AI
Case study

Shifting roles: The future of jobs in

manufacturing, quality and supply chain
The teams that develop recipes and supply clinical trials, along
with the people in commercial manufacturing and quality jobs in
biopharma companies, offer good examples of how jobs can shift
as generative AI tools are brought to bear. These positions have
historically resided within the silos of R&D and commercial supply
chain respectively, vertically focused and rarely collaborating on the
end-to-end lifecycle of a drug and its recipe.

Classical and generative AI tools can change all of that. For example,
we see the potential to consolidate the 100 roles representing a
typical product development, manufacturing, quality and supply
chain organization to 70 positions — freeing up additional capacity to
focus on strategic priorities (see Figure 6).

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 28
 Figure 6

Illustrative example of how work and roles can be reallocated in a generative AI future,

Reinventing life sciences in the age of generative AI

freeing additional capacity in manufacturing, quality and supply chain

Today’s Work & Roles: 100 Future Work & Roles: 71

Single Modality Development Leads 2 1 Multi Modality Development Lead

Recipe Dev. Experimental Scientists 5 4 In Silico-Augmented Experimental

DEVELOP
Assay Dev. Experimental Scientists 3 Scientists
DEVELOP Scale Up Process Engineer 2 5 Lab & Pilot Plant Automation Stewards
Development Lab Technicians 6 8 Chemometrics/Bioinformatics Expert
Bioinformatics/Chemometrics Expert 2
CMC Authoring & Filing Experts 2 5 E2E Supply Chain Planner
4 Supply Chain Strategist

PLAN
Demand Forecaster 1 4 Network Digital Twin Steward
Demand Planner 6 2 Material/ Supply Specialist
PLAN

Material Planner 3 (Exception Focus)

Production & QC Test Planning 6
3 S&P Strategist

BUY
Sourcing 5 3 Vendor/ BoM Risk Steward

Procurement 2
BUY

MAKE & RELEASE

Category 2 3 Manufacturing & Quality Science & Tech
Contract/Legal 2 5 Data Scientists & Digital Twin Stewards
5 Robotics & Automation Stewards
Manufacturing Engineer 2 10 Make & Test Technicians
Manufacturing Science & Tech 2
MAKE & RELEASE

Quality Assurance Team 5

Change Control & Risk Management 2 4 Logistic Strategist
2

MOVE
Maintenance Manager/ Engineers 3 Order Management Control
Make Technicians 12 Tower Associate
QC Test Technicians 10 2 Warehouse Control Tower Steward

Network Analyst 3
MOVE

Order Management Analyst 2

Warehouse Orchestration 6
Transport 5 29 Additional Capacity

Today’s Role Future Role Additional Capacity

Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 29
 Reinventing life sciences in the age of generative AI
Case study

Shifts in tasks and skills: Manufacturing science

and technology lead
Consider the role of manufacturing science and technology We see a future where these MS&T leaders are made
(MS&T) leads. These individuals are key in stabilizing far more productive and are enabled by classical and
the supply of the newest and most valuable products generative AI on a cohesive data fabric running from
in a company’s portfolio. They are senior scientific and R&D (where the recipe was developed) to commercial
engineering experts who control complex manufacturing supply (see Figure 7).
recipes for complex drugs through their tacit knowledge
and insights from data. They oversee R&D’s handover of Troubleshooting and root cause analysis is required less

new recipes to large scale production facilities and spend frequently and is much faster and more precise and

most of their time troubleshooting problems that arise from accurate when required. This reduction in the number

recipe complexity and variability. Much of their time is spent of problems and time to resolution will have positive

hunting for historical data and generating new experimental knock-on impacts for manufacturing, quality and supply

data before they can determine the root cause of problems chain planning.

and next best actions.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 30
 Reinventing life sciences in the age of generative AI
Figure 7

Illustrative change in role focus of an MS&T leader

Current Role Focus % Future Role Focus %

60

This will also free the MS&T leads to spend more

time on proactive improvements to manufacturing 50

and quality processes. Armed with intelligent

technologies, they can collaborate with R&D to
40
40

rapidly & radically “reoptimize” the recipes of

Role Focus (%)

existing drugs (e.g. apply tech for continuous 30 30
manufacturing) and help ensure that these 30
25
changes are implemented quickly with rapid
regulatory approval in all markets. They can also
20 20
20 18
collaborate with R&D to make sure that recipes for
new drugs (or new drug platforms such as RNA
10 5 10 5
or gene therapy) coming through the pipeline are
“optimal first time.”
0

Deviation Collaboration with R&D on Data-driven Searching historical Cross functional

investigation & new product introduction decision making data, running co
collaboration, professional
reactive process and proactive (in silico additional development & learning
troubleshooting development & approval experimentation) experiments to (e.g. investigating new
2nd/3rd generation collect new data, modalities & technologies)
processes (e.g. high yield creating reports
continuous or PAT)

Tasks
Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 31
 Figure 8

Reinventing life sciences in the age of generative AI

Demystifying the digital core

A digital core fit for continuous reinvention includes three distinct

03/ groups of technologies that constantly interact with each other.

Understand and develop an

AI-enabled secure digital core
Digital Platforms
Accenture defines a digital core as the critical technological capability that
can create and empower an organization’s unique reinvention ambitions.
Building this tailored digital core requires integrating three components:
1) advanced digital platforms, 2) seamless data and AI backbone and
3) a secure digital foundation using radical new engineering principles.
Data & AI Backbone
Advanced digital platforms: Biopharma companies rely on a complex web Data AI
of disparate applications that cover everything from general functions
such as performance management, human resources and legal to industry-
specific needs in drug discovery, manufacturing and process development.
On average, a typical biopharma company needs to manage over 100 Digital Foundation
different applications, often resulting in data redundancy, incurring
Cloud-first Infrastructure Security
technical debt and high costs. Standardization across this panoply of
applications is partial, and the lack of an overall strategic vision limits Continuum Control Plane Composable Integration
the depth and quality of insights generated. In a modernized platforms
ecosystem, applications should be rationalized into platforms that enable
business imperatives, whether they be to accelerate growth, create next-
generation experiences or optimize operations.

Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 32
 Reinventing life sciences in the age of generative AI
Data & AI backbone: Investing in a modern data platform is necessary, but
Agility is one of the most important
not sufficient to build a strong digital core. The data and AI backbone is
crucial, providing the necessary data infrastructure and governance to capabilities organizations can pursue,
support those platforms and leverage AI effectively.
making adopting a switchboard approach (see
While companies might have already migrated much of their data to the
cloud, there is still a need to modernize the data estate and overcome the
Figure 11) where the end users do not have
complexity of data silos. A company’s data estate now includes not only to select different models and have the ability
internal data but external data, value chain knowledge and AI models both
large and small. Governing this volume and diversity of data has become to work with various modalities and LLMs
so complex that it exceeds the capabilities of steering committees and a workable alternative. This switchboard
requires the support of advanced technology.
approach additionally allows organizations
At a time when every technology player has “AI Inside,” understanding
product roadmaps — in both the short and long term — is imperative.
to dynamically change models in instances
Knowing the capabilities of your major technology partners is critical, but dictated by the use case or where a model
so is keeping up with how the broader generative AI landscape is shifting.
Solutions that were architected six months ago are shifting dramatically may have an impact on responsible AI.
as we see new capabilities shaping each day. The positive note is that with
innovation, the cost, complexity and transparency of these solutions is
improving significantly.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 33
 Reinventing life sciences in the age of generative AI
A digital foundation is a comprehensive framework that underpins the
technological capabilities and operational agility of an organization.
It includes four key components designed to create a robust, flexible
and secure infrastructure. Firstly, composable integration provides a
holistic integration strategy that is fit-for-purpose and adaptable to
future technologies, ensuring it remains intentional and flexible. Next,
cloud-first infrastructure emphasizes elasticity and services that span
public, private and edge environments, making them configurable,
consumable and automatable. Third, a continuum control plane
simplifies the management of a hybrid, multi-cloud estate by offering
end-to-end engineering and operations visibility. Last but not least,
security is another critical element, featuring AI-driven, intelligence-
led measures that are built in and continuously evolving to defend
against and respond to threats. This security extends across IT and
Operational Technology systems, including third-party interactions,
ensuring a comprehensive defense strategy. Together, these
components form a digital foundation that supports modern business
needs with agility, security and scalability.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 34
 Reinventing life sciences in the age of generative AI
Case study
Figure 9

Illustrative data infrustructure for R&D

Data & AI Backbone: R&D Example

In biopharma R&D, the digital core discussion cannot be separated from the highly
Genomics/
disjointed data landscape. The two primary challenges are: the rapid influx of data multi-omics Data
and its heterogeneity, which is exacerbated by the lack of standardized formats.
Biomarker Data Molecule
engineering
At the initial stages of data collection, companies frequently struggle to identify data
which data will be valuable in the future, leading to indiscriminate data retention.
This necessitates significant investments in data curation and storage, often in data
Organization
lakes and warehouses. When it comes to using the data, there is a critical need Human Clinical Data Clinical, Regulatory
Data and Safety Data
to focus on data interoperability rather than rigid data standards, allowing for the EHR, Patient
Reported Data
flexibility to adapt to evolving use cases.

Effective data infrastructure in R&D must integrate three critical data elements: Product pipeline

internal organizational data, external data from partnerships and synthetic data. Synthetic Scientific Journals Third Party Wearables/
Data Data
Device Data
Internal data spans early discovery, translational sciences and clinical development,
while external data is increasingly significant due to a growing number of
Clinical Trial Simulations
Medical Imaging Data
partnerships aimed at generating novel molecules and biological insights.
Additionally, synthetic data plays a crucial role in filling data gaps, particularly Patient Registries Patient Journey

in clinical development and the creation of digital twins for patients. Thus, a
modernized data infrastructure in biopharma R&D must unify these diverse data
Patient Cohorts Regulatory Intelligence
sources, ensuring an analytics-ready environment that supports innovation and Computationally derived
molecules and targets
operational efficiency.
Disease models

Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 35
 Reinventing life sciences in the age of generative AI
Figure 10

Illustrative modern data platform that integrates data across the value chain

The integration of data also needs to go beyond

R&D and extend to interconnected parts of the value
chain. For example, improving the bioavailability
of a drug in R&D has downstream implications on Patient Sales Marketing Pricing & acces Launch

how much manufacturing capacity a company will

need in the future, potentially influencing billions
of dollars of investment down the line. Similarly,
commercial data provides market signals in terms
of patient outcomes, reimbursement and market Target Assay Animal Clinical
biology development model data
access considerations which impact decisions in
Modern data
clinical development. platform

An accessible and democratized data platform is

Developability Biomarkers Competitive
crucial for integrating these diverse sources of data. intelligence

A modern data platform breaks down functional

silos, enables a data mesh and data-as-a-product
architecture and provides high-quality, curated and
diverse inputs for AI ambitions.
Product & Quality and Product & Costumer Inventory & Manufacturing
supplier data regulatory process service external data & production
assurance development

Commercialization R&D Supply chain

Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 36
 Reinventing life sciences in the age of generative AI
Figure 11

Illustrative generative AI model “switchboard” for the biopharmaceutical R&D workflow

R&D example:
Switchboard AI Guided Efficient
Novel Early Novel Streamlined
Biology Molecule De-Risking Biomarkers Clinical Submissions
NON-EXHAUSTIVE Design Trials
With an accessible and contextual data foundation
in place, companies can turn to the generative AI
interface that will sit on top of it. New foundation GenAI Tasks

models are being released every week, each of Content Recommendation Text Generation Data Synthesis Test Summarization Language Translation +4
which has different use cases. Rather than be
locked in to any one model, a flexible switchboard Model Garden
architecture enables companies to select the right
CLASSICAL AI Model as a Service Open Source Models Proprietary Models/ Platforms
combination of models to address their business Anthropic Microsoft NVIDIA NIMs for Google
Regressions Classification Azure OpenAI Amazon Bedrock Hugging Face DeepMind PLM Claude BioGPT drug discovery AlphaFold
needs while managing cost, risk and sustainability.
See Figure 11 for an illustrative example for R&D.
Decision Engine

Business Context Cost Accuracy Performance Latency Sustainability Efficiency Bias Toxicity

Serviced Models (For Business Capabilities)

GPT LlaMa Gemini Claude

Disclaimer: this view represents a point in time and is not exhaustive and might not cover all capabilities of the industry players.

Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 37
 Figure 12

Reinventing life sciences in the age of generative AI

Operationalizing responsible AI

04/

Close the gap on Explainability Accuracy

responsible AI Transparency Quantitative

Human by
design
Intelligent technologies can have a profound impact on Finally, generative AI’s vast power demands a lot
human health and well-being (see Figure 13), making of energy — according to our calculations, its use Risk
responsible AI crucial in the biopharma industry. The could account for a 5% share of global electricity assessment
deployment of AI in these fields involves analyzing consumption growth between 2022–202713. By
complex biological data, developing new drugs prioritizing responsible AI, the biopharma industry
Compliance Cybersecurity
and personalizing medical treatments, all of which can harness the transformative potential of AI Quantitative

directly affect patient outcomes. Ensuring that AI while upholding the highest standards of ethical,
health systems are ethical, transparent and free from environmental and scientific integrity.
biases is essential to maintain trust and reliability in
Responsible AI thus begins with a set of governing Data Privacy
medicines. Moreover, responsible AI practices help
principles that are shown in Figure 12. Each organization
prevent potential misuse of sensitive health data and
must set its own; each must adopt them and hold itself
ensure compliance with stringent regulatory standards,
accountable for delivering on them.
ultimately safeguarding patient privacy and safety.
Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 38
 Figure 13

AI risk dimensions in biopharma

Reinventing life sciences in the age of generative AI

Discovery Preclinical & Clinical, Supply Chain Enterprise
Pre-discovery Commercialization
Research Translational Regulatory, Safety and Manufacturing Functions

Data Privacy & Security

A pervasive risk across all steps: The collection, storage, and processing of large volumes of consumers and operational data by AI systems raise significant privacy
and security concerns; including IT processes which can be vulnerable to Cyber attacks.

Data Bias Unreliable Forecast/ Errors Bias/ Error &

AI incorporates biases from consumer data, leading to products Unreliable data inputs, leading to inaccuracies: For supply Confidentiality
innovation that don’t cater to diverse consumers needs; wrong chain it can be overstocking or stock-outs or production Bias in HR:
targeting marketing campaigns; unfair pricing strategies or inefficiency in manufacturing. Recruitment/perfor
promoting unhealthy products/behaviors. mance evaluation,
could inadvertently
reinforce biases.
Confidential Copyright Unreliable Bias: Workforce Sustainability
Information: Compliance: Outcomes: Collaboration: Dilemma: Financial errors:
Vendor Selection:
If based on flawed
IP exposure: Risk of copyright Inadequacy of AI algorithms to Could lead to job Environmental
data, leading to poor
Risk that IP, infringement on AI generated develop or perpet- displacement, impact: AI’s large
financial planning
strategy, recipe, marketing content responses in uate biases in especially in carbon footprint
and decision-making.
formulation could generated by AI. customer service: selection vendors production/ due to heavy
be exposed Chat-bots might or suppliers such operation. They computational
through security provide inaccurate, as lack of diversity also get impacted requirements
breaches or AI’s Unreliable answers to and potentially by safety risks can directly
interactions with Information: customer inquiries, unfair practices or with AI-controlled conflict with
external data especially in suggest non-ethi- experience. environmental
False/unreliable
and systems. complex or cal, on-sustainable sustainability
product
nuanced situations. sourcing. goals.
information/claims.

Source: Accenture 2024.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 39
 Reinventing life sciences in the age of generative AI
05/

Drive and support 1. The capability to sense what’s new from the outside-in:
continuous reinvention
Organizations must develop the ability to continuously identify emerging trends, strategic
opportunities and new performance frontiers. This involves staying attuned to external
developments and being proactive in recognizing shifts that can impact the business.
Continuous reinvention is an ongoing process that
demands a persistent effort and a cultural mindset geared
towards change. It requires three key elements: 2. Organizational readiness and mindset for change: Building
a culture that embraces change is crucial. Leaders must foster an environment where
perpetual reinvention is part of the organizational DNA, allowing the company to adapt and
operate seamlessly without undue stress. This includes cultivating agility, encouraging new
thinking and leveraging a flexible digital core supported by generative AI.

3. Implementing initiatives on a continuous basis:

Effective reinvention requires the continuous execution of new strategies and
performance goals. This involves actively managing infrastructure, value-tracking
practices and change management capabilities. Integrated planning, stakeholder
management and proactive risk management are essential for success. Reinventors
emphasize transparency and informed decision-making through dedicated units,
integrated tools and ongoing data analysis. They focus on managing the change
and talent journey, with change management as a core competency and continuous
performance assessment.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 40
 Reinventing life sciences in the age of generative AI
Start your 1. Lead with value: 2. Reinvent talent and ways of working:

reinvention journey • Leverage AI and advanced data analytics to not

only to reduce the time and cost of bringing
• Leverage AI to streamline roles across
manufacturing, quality and supply chain to
Generative AI has transformed how technology is medicines to market but also to enhance enhance operational efficiencies.
used, making interactions more human-like and greatly strategic development and commercialization,
• Scale up investment in human capital by
accelerating the process of reinvention. This rapid delivering greater value to patients and
expanding reskilling programs and cultivating a
evolution means that generative AI could transform entire healthcare systems.
culture of continuous learning and adaptation.
value chains and thus cannot be ignored. In particular,
• Integrate generative AI into commercial
the life sciences industry is poised to unlock tremendous • Use predictive insights from AI to solve
planning to establish a continuous feedback
value and become stronger. To achieve this, however, problems more quickly, enable proactive
mechanism that adapts swiftly to changes in
companies need to apply AI wisely and in combination improvements and enhance efficiency across
market conditions and patient needs.
with human creativity. the organization.
• Use AI to improve the prediction and
Consider the following critical actions as you explore how mitigation of off-target effects during the drug
generative AI can — and will — reinvent your business. development process.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 41
 Reinventing life sciences in the age of generative AI
3. Understand and develop an AI-enabled 4. Close the gap on responsible AI: 5. Drive and support continuous
secure digital core: reinvention:
• Develop a customized digital core that • Design and implement AI systems that are • Foster a company culture that continuously
integrates advanced digital platforms and a transparent, unbiased and prioritize human embraces reinvention, aligns with emerging
seamless data and AI backbone to support well-being, while ensuring compliance with market trends and integrates advanced
strategic growth and operational efficiency. regulatory standards and maintaining patient technologies like generative AI to enhance
privacy and safety. innovation and resilience.
• Take steps to modernize applications and
ensure the digital core provides a secure • Adopt governing principles and responsible AI • Adopt the necessary strategies and changes to
foundation for the company. practices to uphold high ethical, environmental your infrastructure are necessary to promote
and scientific standards in AI deployments. agile responses and ensure alignment with
• Enhance data and AI capabilities to maintain
stakeholder expectations during transitions.
agility and ensure technology aligns with • Conduct thorough risk assessments to ensure
the evolving generative AI landscape for AI systems are resilient against biases and • Develop your talent management practices
competitive differentiation. build a reputation for reliability, trust and to emphasize change management skills
transparency. and continuous learning, keeping your team
adaptable and competitive in a dynamic
business environment.

Contents Executive summary Supercharging science Revolutionizing the value chain Five C-Suite imperatives Start your reinvention journey 42
 Reinventing life sciences in the age of generative AI
Contact us: Experience
London
Banking

Brussels

the life sciences generative

C h ic a g o Toronto Government
CG&S, Industry X, Financial Services,
Manufacturing, Retail, Health & Public Dublin
Insurance Service
Life Sciences

AI studios in person
& CMT
P a r is Munich
Milan Industrial
S a n F r a n c is c o Retail, CG&S Automotive
Madrid
Software & Platforms, Athens Tokyo
Communications, Media New York Rome Customer Full Scale Center
& Technology Life Sciences Barcelona HP&S Riyadh
& Financial Services
To truly appreciate the power of intelligent technologies
Supply Chain Public Services
Sophia-Antipolis
Energy
Shenzhen
and their impact on the biopharma industry, we invite you to Houston
Industry X Washington, D.C
visit one of Accenture’s life sciences generative AI studios. Resources Health & Public Services
(including federal) S in g a p o r e
Bangalore
Located in New York and Dublin, these studios are spaces Full Scale Center
Public Services

dedicated to applying leading-edge practices to realize

business value quickly from intelligent technologies. The
experience allows individuals to step out of the day-to-day
São Paulo Sydney
and explore industry case studies, conduct generative AI Mining Mining

pilots and co-innovate with ecosystem partners and leading

academic organizations alongside top industry advisors, and
data and AI specialists.

Here, you’ll hear and learn from AI specialists, participate

in workshops, and activate joint projects. Our spaces are
designed to maximize collaboration, experimentation and To bring your team to our generative AI studios to assess your
inspire new thinking about the future as you accelerate your readiness, contact Orlaith Burke, Global Innovation Lead, Accenture.
generative AI journey — from interest to action to value.

43
 Reinventing life sciences in the age of generative AI
For specific capability areas, contact
Research & Development
Tom Lehmann Kailash Swarna
Managing Director – Managing Director –
Global Lead R&D Global Clinical Lead, The authors would like to thank the following people for
Accenture Life Sciences Accenture Life Sciences
their contribution to this report:

Akash Trivedi Laura Rasmussen

Alex Blumberg Lindsey Loughman
Process Development, Supply Chain & Manufacturing
André Dahinden Lucia Cenderelli
Barry Heavey Carly Guenther Andy Greenberg Medb Corcoran
Managing Director – Global Life Managing Director –
Ashni Sedani Meghashree Iyenger
Sciences Supply Chain & Operations Global Supply Chain & Operations,
– Industry X.0 Lead, Accenture Accenture Life Sciences BJ Brunner Patricia Tomasiewicz
Celeste Valverde Phillipe Schotte
Chris Pullon Prateek Sehgal
Christina Chou Qurrat Qurrat Ul Ain
Commercialization
Christina Gunther Rachael Friedman
Gro Blindheim Jeff Zucker Cornelia Schaeffer Rebecca Tan
Managing Director – Senior Manager – Deavon Denzel Lynch Regina Maruca
Global Life Sciences Industry Accenture Strategy
and Europe Commercial Lead Dennie Kurzawa Shikha Tyagi
Erica Castillo Shobhit Shobhit Shrotriya
Graciela Gonzolez Tanushree Sharma
Isabel O'Gara Tarun Patel
Technology
Kevin Andres Vargas Tim Kachur
Shishir Lohmror Kristina Tomes Vaibhav L. Kayathwal
Managing Director –
Laura Dix Ximena Garo Fernandez
Technology EMEA Sales & Strategic
Managed Services Lead

44
 Reinventing life sciences in the age of generative AI
About the research

Accenture Reinvention Survey Client experience 2024 CEO Imperatives Research

Accenture Research conducted a survey of 1,516 C-suite We draw on our client experience from across 13 qualitative interviews with the CEOs of the top
executives in November 2022 and of 1,500 C-suite thousands of transformational engagements and 40 biopharma companies by revenue. These trends
executives in October-November 2023. Respondents more than 1,000 generative AI projects (many with were validated in our annual CEO roundtable, where
were asked about their organization’s approach to leading biopharma companies) in which companies industry CEOs gather to discuss the industry’s most
business transformation and reinvention strategy, as had applied the technology to reinvent how they pressing issues and upcoming opportunities.
well as about their specific programs and success operate. All client examples referenced in the report They were also validated at Davos WEF, where we
factors. We conducted the surveys in 10 countries: are based on Accenture client engagements unless gathered industry C-suite leaders to discuss the
Australia, Canada, China, France, Germany, India, sourced (or cited). impact of classical and generative AI on the Life
Italy, Japan, United Kingdom and the United States. Sciences industry.
Respondents represented 19 industries: Aerospace Accenture Pulse of Change:
and Defense; Automotive; Banking; Capital Markets;
Accenture Pulse of Change probes C-suite leaders on
Chemicals; Communications, Media and Entertainment;
the issues and technology that are driving change,
Consumer Goods and Services; Energy; Health; High
how leaders are responding and their perspectives on
Tech; Industrial Goods and Equipment; Insurance;
the future. For the latest edition, Accenture Research
Natural Resources; Life Sciences; Public Service; Retail;
conducted a survey of 2,800 C-suite executives
Software and Platforms; Travel; and Utilities.
across 18 countries and a variety of industries and
functions. The survey was fielded in March 2024.
The global sample has a margin of error of +/- 1.9%.

45
 Reinventing life sciences in the age of generative AI
Value case for reinvention with • Cost savings based on Accenture’s Taking R&D From Commercialization:
intelligent technologies Billions to Millions model. Cost savings come from the
uplift in probability of success of clinical trials based • Accelerated time to peak sales based on expert
R&D: on better target validation, understanding of the interviews and client discussions attributed to
disease mechanisms, trial design and patient selection. simulations of payer discussions & deal modeling,
• Time savings based on industry case studies and Reported cost savings are per successful drug including minimizing rebate leakage and improved customer
expert & client discussions. Almost three years of time cost of failure and cost of capital. engagement.
savings during target discovery & validation and lead
ID and optimization using AI-methods and workflow Product development, manufacturing, quality, • Reduction in commercial costs based on analogs of
reinvention. 1.5 years of time savings during clinical trial and supply chain: former technology transformations and their impact,
period that come from accelerated clinical protocol especially in the context of content generation.
design and better patient selection & recruitment • Revenue uplift based on expert and client discussions.
Revenue uplift is attributed to better product availability • Improved script conversion and adherence based on
• Revenue uplift was calculated based on the additional globally, by lowering supply chain risk and improving analogs of former technology transformations and
four years of exclusivity period in market with average predictability of manufacturing. their impact.
peak sales of $500M. This calculation does not take
into consideration other qualitative factors such as first • Reduction in production & fulfillment costs based on Enterprise functions:
mover advantage. As such, we believe this number to Accenture client projects
be conservative. Additionally, revenue uplift can vary • Reduction in enterprise function cost based on expert
dramatically depending on indication and potential • Reduction in working capital (inventory) based on interviews and Accenture client work.
peak sales. Accenture client projects

46
 Reinventing life sciences in the age of generative AI
References

1. Taking R&D from Billions to Millions. Accenture.

2. Accenture Research analysis leveraging Evaluate Pharma data. 2024.
3. Reinvention in the Age of Generative AI. Accenture.
4. Annual CEO priorities Research. Accenture Research 2024. Interviews of the 13 of the top 40 biopharma company CEOs.
5. Massachusetts General — Haas Lab Research Summary. Nov 2023.
6. Inspired by Sanofi. (2020, April 8). Factory of the Future - Sanofi takes a step into the future of making medicine.
7. Accenture Research life sciences C-suite survey on generative AI readiness. December 2023. N=54, life sciences companies with $8B annual revenue.
8. Accenture Research based on US BLS May 2023 and O*Net as published on Technology Vision 2023 for Biopharma. Merging atoms and bits.
9. Ibid.
10. Accenture Pulse of Change Wave 10 survey fielded Sept-Oct 2023, n=150 CxOs
11. Accenture CXO Pulse Wave 10 Survey (Sept 2023): n=2,425 CXOs.
12. Work, workforce, workers reinvented research. Accenture Change workforce survey fielded Oct-Nov 2023, N=360 workers.
13. Accenture data developed for the Powered for Change report. Our analysis is based on forecast ranges of total, data center, cryptocurrency and
AI-driven electricity demand from IEA WEO 2022, VU Amsterdam 2023 and Factiva.com.

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