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The pharmaceutical industry must reorganize its market development. Yet the changes due are prevented by the same argument: Government regulation and compliance rules do not allow transformation. However, forward-thinking leaders across the industry need to know that even if formal structures seem inflexible, they can still change a lot.

Data-driven management is gaining more and more influence in Life Sciences. Decision-making should be based on facts and no longer clouded by personal preference or opinion. However, seemingly objective facts rarely show any clear constraint that allows for only one course of action. Decisions will still be the outcome of limited knowledge, micropolitics, and compromises.

The digitization of go-to-market channels offers the opportunity to rethink marketing and strengthen cooperation between internal services and field sales staff. But there is often some resistance to the reorganizing of customer contacts.

Changing routines can sometimes be attributed to successful leadership impulses. Especially when there is a great deal of uncertainty, leadership can provide orientation. But leadership alone is not enough for far-reaching changes.