Pharma's Digital Dilemma: Why the Right Talent Matters

In my last article, Supercharge Pharma Operations with AI, I emphasized how essential it is to have the right talent to bridge the gap between business and IT. Despite access to the latest technology and top agencies, pharma still faces a major challenge: human expertise to effectively utilize technology and deliver value. Technology alone isn't enough to transform healthcare or the pharmaceutical and medtech industries. As I wrote in Fixing Healthcare Fragmentation, why technology alone can't save us, the people make the difference.

"More than anything else, digital transformation requires talent. In fact, putting together the right team of technology, data, and process people who can work together, with a strong leader who can drive change, may be the most important step a digital transformation company can take." (Davenport & Redman, 2020, p. 1)

The rapid pace of technological change in Industry 4.0 is creating a significant skills gap, with many organizations struggling to find and retain employees with the necessary digital competencies (Hecklau et al., 2016). This is especially true in pharma, where the stakes are high, and the margin for error is slim.

Why Translators Are Crucial for Pharma

Department heads often make short-term tech decisions based on narrow use cases and the available budget without company-wide alignment, leading to organizational silos and inefficiencies. This is part of the digital dilemma: while technology investments grow, the real challenge is the absence of strategic roles that integrate these technologies into core business processes.

Translators bridge this gap by playing several critical roles:

1. Bridging the Gap Between Business and Technology

They act as liaisons between technical teams and business units, ensuring that both sides understand each other's needs and constraints. They align digital initiatives with the company's overall business and digital transformation strategy, ensuring that technology investments deliver tangible short-term results while contributing to a sustainable digital infrastructure and leaner IT architecture.

One simple rule I always follow is that any digital project should have a positive impact on at least two other initiatives. This approach not only maximizes resources but also fosters a more integrated and efficient organization.

2. Empowering Citizen Developers, Change & Automation Agents

Translators foster a culture of innovation and continuous learning. Even without formal technical training, they create low or no-code applications, automate processes, and are known as "citizen developers" (MIT Sloan, 2023).

By using Microsoft Power Automate and Lists, I've automated administrative tasks, reducing redundant data entry and improving efficiency. The seamless integration into their workflows also helped to overcome resistance to change, improving job satisfaction, cross-department information flow, and collaboration.

3. Driving Growth through Data Stewardship, Collaboration & Partnerships

Translators understand the value of data. They improve the quality of existing data and gain access to new data sources by fostering collaboration between individuals, teams, and organizations. They connect the dots to enable leaders to make better, data-driven decisions and maximize market impact with minimal, aligned, or shared budgets.

I've sought out and developed partnerships with many external organizations and startups, not only leading to innovative solutions that wouldn't have come about in isolation, but also significant growth and competitive advantage. Data is ubiquitous, but unlocking its value requires cross-pollination.

4. Developing Capabilities as a Digital Consultant & Agile Coach

Helping teams understand and effectively use new technologies is crucial. By teaching teams how to leverage these technologies, they can perform their jobs better and faster. Demonstrating practical applications drives adoption and builds comfort with change.

I've led monthly Lunch & Learn sessions, creating an informal environment for teams to explore new tools, share experiences, and apply agile methodologies. These sessions foster understanding of new technologies and build confidence in using agile methods to boost productivity and collaboration.

Skillsets Required for Translators

To perform these roles effectively, translators need a unique combination of skills:

Technical Expertise

• Digital Technologies: Foundational knowledge of business IT applications, their architecture, APIs, automation tools, AI, machine learning, data analytics, cloud computing, and cybersecurity relevant to the pharma industry.
• Data Literacy: Ability to interpret and communicate data insights, understand data governance and interoperability, ensure data quality, and know how to generate or acquire new valuable data sources.

Business Acumen

• Industry Knowledge: Deep understanding of the business unit or domain they are working in — be it product management, marketing, drug development processes, regulatory requirements, supply chain management, or market access.
• Strategic Thinking: Ability to align technology initiatives with business objectives and identify opportunities for competitive advantage.

Soft Skills

• Communication Skills: Excellent verbal and written communication to convey complex technical concepts in simple terms and vice versa.
• Leadership and Influence: Capability to lead cross-functional teams, influence stakeholders at all levels, and drive organizational change.
• Adaptability: Flexibility to navigate a rapidly changing digital landscape and adjust strategies accordingly.

Measuring the Success of Translators

Assessing the success of translators involves looking at both quantitative and qualitative metrics.

On the quantitative side, we consider key performance indicators (KPIs). For project outcomes, we might look at the implementation success rate — that is, the percentage of digital projects completed on time and within budget. Adoption rates are also telling, reflecting how widely new technologies or processes are embraced across the organization. When it comes to business impact, efficiency gains are a significant metric. This could involve improvements in operational efficiency, like reduced cycle times or cost savings. Revenue growth attributed to digital initiatives is another important indicator. Data improvements matter as well — measurable enhancements in data accuracy, completeness, reliability, and the successful integration of valuable new data sources into existing systems signal success.

On the qualitative side, stakeholder feedback is invaluable. Satisfaction levels from both business and technical teams can provide insights into the translator's effectiveness. We can assess how well they facilitate cross-departmental collaboration and alignment. The cultural impact they have is another measure, such as the degree to which the organization embraces digital transformation initiatives and increased employee engagement due to clearer communication and involvement in digital projects. Lastly, leadership recognition — acknowledgments and recognition within the company for contributions to strategic projects — can also highlight a translator's success.

By blending these skills and measuring their impact thoughtfully, translators can truly drive digital transformation forward, making a tangible difference in the pharma industry.

Then → now (2026): When I first wrote this, the "translator" was largely a human bridge wiring together dashboards, low-code apps and a handful of point integrations. In the two years since, the pace has been exponential, especially with AI: generative copilots and agentic tools now draft the integrations, automations and analyses that translators once hand-built. That has not made the role redundant — it has raised the bar. The scarce skill is no longer writing the automation; it's judgment: deciding which problems are worth solving, governing the data and AI that feed them, and keeping initiatives aligned to strategy. The dilemma is sharper than ever — the technology got cheaper and faster; the talent to wield it responsibly did not.

Conclusion: Translators are the Missing Link in Digital Transformation

The real power of digital transformation lies in making your organization agile and connected. The digital dilemma facing pharma today isn't about acquiring the latest technology but about enabling it with the right talent. Translators are essential — they reduce friction, align stakeholders, and ensure everyone is heading in the same direction.

A Good Translator Makes the Difference: A good translator seamlessly bridges business and technology with deep expertise in both areas. They foster collaboration, enhance data quality, and integrate technology into daily workflows, driving innovation and aligning digital initiatives with strategic goals.

As organizations navigate the complexities of digital transformation, the ability to effectively manage, attract, and retain digital talent like translators will increasingly become a key differentiator in organizational success (Frankiewicz & Chamorro-Premuzic, 2020).

---

If turning AI and data investments into outcomes hinges on the right people, that's exactly the work I do. See how I help commercial pharma teams build that capability through pharma commercial AI transformation — or book a conversation about your own digital talent strategy.

An earlier version of this article first appeared on LinkedIn.