 | Artificial intelligence, increasingly stringent regulations and a faster pace of innovation are fundamentally reshaping the Life Sciences sector. Organisations that successfully combine technology with a clear strategy and disciplined execution will be best positioned for the future. Benjamin Claes, CQV Engineer at Sopra Steria, shares his perspective on Strategy & Transformation and explains why a well-defined AI strategy is now a key differentiator. |
What does Strategy & Transformation mean within the Life Sciences sector?
“Strategy is the driving force that enables Life Sciences companies to bring new and existing medicines to patients faster, more effectively and more safely. By making efficient and ethical decisions, organisations can have a greater positive impact on society. Transformation turns that vision into concrete action, ensuring that ideas become reality. It involves making strategic decisions about the operating model, digital transformation, compliance, portfolio management, processes and technology, and translating those decisions into practical, executable change.”
Why is Strategy & Transformation particularly relevant for Life Sciences organisations today?
“The Life Sciences market can broadly be divided into two groups. On one side are the established pharmaceutical companies, often referred to as ‘Big Pharma’. These organisations typically operate with complex processes that must continuously adapt to new regulations and emerging technologies, particularly with the rapid rise of AI. Achieving this requires significant time, investment and organisational change. Without a structured strategy and transformation approach, the success of these initiatives is put at risk.
On the other side are emerging, innovative biotechnology companies, which tend to be smaller, more agile and faster-moving. Many begin as pre-funding start-ups before growing into organisations capable of competing with the industry's largest players. For these companies, speed is everything: adapting more quickly, innovating faster and bringing products to market sooner. Digitalisation and AI are key enablers, allowing them to scale efficiently while maintaining their competitive edge.
Both groups face increasing technological, regulatory and operational pressures. Globalisation, cloud technologies and AI are forcing organisations to continually reinvent themselves in order to remain relevant. At the same time, they must comply with regulatory frameworks that continue to evolve.”
Which developments are having the greatest impact on business strategy within the sector?
“The greatest impact comes from the combination of rapid technological advancement, evolving regulatory requirements and increasing pressure to improve speed and efficiency. AI, cloud technologies, data platforms and digital manufacturing are transforming the way Life Sciences companies operate, make decisions and create value. At the same time, organisations must remain compliant, auditable and focused on patient safety within an increasingly complex regulatory environment.
As a result, strategy is no longer a static plan but a living framework that must continuously evolve alongside new technologies, legislation, business models and market conditions. The organisations that succeed will be those that can accelerate innovation without compromising control, quality or trust.”
What challenges do you see your clients facing?
“For many of our clients, the primary challenges revolve around two priorities: regulatory compliance and operational efficiency. These objectives can often be at odds with one another, placing pressure on productivity. A robust long-term strategy and transformation programme are essential to bringing these priorities into balance while satisfying everyone involved in the process, from customers to regulatory authorities.
This is also where organisations often encounter difficulties. Many want to become operational as quickly as possible without first establishing a clear strategic vision. In other cases, a strategy exists but is not effectively translated into operational execution. We regularly see both scenarios, and they can result in delays, increased costs and unsuccessful projects.”
How does Sopra Steria help organisations address these challenges, and what makes its approach distinctive?
“Sopra Steria combines strategic expertise with deep digital capabilities, regulatory knowledge and implementation experience. We support clients not only in defining the right strategic direction but also in translating that strategy into practical processes, systems, governance structures and transformation programmes.
What sets our approach apart is our ability to bridge strategy and execution. We do not simply deliver a slide deck, nor do we focus solely on operational implementation. Instead, we act as a digital business partner that understands how transformation should be delivered within the Life Sciences sector: faster and more efficiently, while always maintaining the highest standards of quality, compliance, patient safety and data integrity.”
Can you share a practical example?
“A good example is our collaboration with Curium Pharma. That relationship did not begin with a single, clearly defined project or a specific operational role, but gradually evolved into a broader partnership spanning several strategic and digital domains.
We have supported Curium in areas including its Global IT Compliance strategy, the introduction of new technologies, assessments of evolving regulatory requirements, and evaluations related to acquisitions. This partnership clearly illustrates what Strategy & Transformation looks like in practice: translating strategic ambitions into tangible initiatives and then helping to deliver them successfully.
For me, this collaboration demonstrates where Sopra Steria truly adds value. We do not simply advise on strategic direction; we also help build the processes, systems and governance needed to turn that strategy into reality.”
Which trend do you believe will have the greatest impact over the coming years?
“AI will be the defining trend over the coming years. Life Sciences companies that commit to a clear AI strategy—and, crucially, are able to execute it effectively—will establish a significant competitive advantage. Within this sector, AI can only deliver real value when organisations adopt it in a safe, ethical and structured way.
That is why areas such as AI governance, portfolio management and enterprise architecture are becoming increasingly important. These overarching frameworks are essential for ensuring that technology, business processes and organisational objectives remain aligned.”
What advice would you give organisations embarking on a transformation journey?
“When undertaking a transformation, avoid focusing on individual components in isolation. Instead, take a holistic view. People, thorough preparation and co-creation are all essential to success.
First and foremost, invest in your people. A strategy is only as strong as the people who bring it to life, so invest in capability and talent rather than flashy technology or unnecessary features.
Preparation is equally important. Clear communication, visibility and transparency provide the foundation for a credible and successful transformation programme.
Finally, co-creation is critical. The best strategy is one that people genuinely support. Take the time to understand where the organisation wants to go and actively involve employees in shaping the journey, rather than imposing a strategy from the top down.”