Before the emergence of the mammoth database, email, electronic laboratory notebooks (ELNs), and global Centers of Excellence,
innovation in pharmaceutical research was actually centered around the company lunch table. That was where project leaders—pharmacologists,
chemists, biologists, and other select stakeholders—would gather to share knowledge. Free-form interactions about experiments
crossed disciplinary boundaries, with the intersection of ideas opening up new avenues for exploration and resulting in rich
insights and faster discoveries.
Fast-forward a few decades. Thanks to the swift pace of technological change, our ability to generate data has increased
exponentially. But now there's too much content and not enough context. Raw information dumped into databases has replaced
knowledge-driven categorization and intelligence capabilities that dominated the lunch table; disjointed processes and disparate
data silos have replaced local project ownership and interdisciplinary collaboration.
To usher in a new era of research innovation, pharma organizations need to re-embrace the concept of the company lunch table,
but on a larger, more technologically advanced scale.
Below are three key steps to building a better lunch table that embraces the global nature of today's information landscape,
enables richer collaboration, and supports the delivery of contextually relevant information.
Support Virtual Collaboration
Pharmaceutical research requires the contribution of a host of specialists. The discovery process could be greatly improved
if these experts tapped into each other's knowledge bases, but in today's organizational environment, disciplinary groups
have become far too isolated. Collaboration at the lunch table is not entirely practical when an organization's head pharmacologist
is in Boston and its lead chemist is in Beijing.
With the right technology, however, the lunch table can be re-created in virtual form. Project stakeholders should be able
to exchange information, organize research findings, and make collaborative decisions in the context of a single project,
rather than a specific discipline. In this way, organizations can more effectively ensure that all stakeholders are working
toward a common objective, and at the same time allow for the tangential discoveries that can only be uncovered through the
mingling of ideas.
Narrow, discipline-based tools like ELNs create barriers to collaboration by locking important research information within
proprietary systems. They can also stifle innovation by imposing information management requirements on researchers, essentially
allowing the software to drive the scientific process rather than the other way around.
Thus, a global IT architecture that is robust enough to support end-to-end information access and integration, yet flexible
enough to enable local contributors to do what they do best, is key.
Integrate Sources of Knowledge
The knowledge that drives new discoveries comes from many sources. In addition to data generated by current experiments, researchers
can speed progress by incorporating relevant information from previous work, scientific literature, and both in-house and
publicly available databases.
But as any pharmaceutical researcher knows, the issue of data integration is a thorny one. Data generated by a single chemist
or biologist (much less an inter-disciplinary group or the broader industry) is often spread across an array of formats, applications,
and proprietary systems. And the volume can span thousands or even millions of possible compounds, assay results, and more.
Stakeholders can spend countless hours finding information, preparing data for analysis, and collating, formatting, and distributing
Fortunately, next-generation technologies like service-oriented architecture are alleviating these problems by enabling a
more unified approach to managing complex scientific information related to drug candidates. A Web services-based IT foundation
for scientific information management can support the integration of multiple sources of information in a "plug-and-play"
environment, so that organizations can create automated workflows that streamline highly complex research projects.
The flexible nature of this type of architecture is critical; it enables researchers to unlock rich data sources (both inside
and outside the organization) without the time and expense involved in writing software for each workflow. In fact, a customized
approach would be impossible for IT to support, as there would be no way to keep up with constantly changing user requirements
for thousands of different data integration and workflow tasks. With a Web services-based platform, all IT must support only
about 50 services. A researcher can then assemble these services on an "as needed" basis for the specific project and discipline
requirements. Thus a global, scientifically enabled, services-based architecture can effectively bring back the lunch table
in a way that meets the needs of today's modern pharmaceutical enterprises.
Here's an example taken from the realm of life sciences. One practice within translational medicine involves using, or "translating,"
isolated genomic research into a clinical setting. By leveraging gene expression analysis to pinpoint biomarkers that indicate
disease or non-disease states, researchers can improve the effectiveness of drug R&D.
But with more than 20,000 genes existing in a single cell, finding the right biomarker can be like finding a needle in a haystack.
Not only do researchers conduct their own gene expression experiments, but they also analyze and compare their findings with
data from collaborators, as well as with information found in academic literature, previous clinical trial documents, and
Leveraging trusted science informatics platforms, one company researching translational medicine was able to bring a wealth
of disparate data together to speed biomarker identification, and ultimately save a great deal of time and resources during
the discovery process. It was only by intersecting information in the right context that the research team was able to zero
in on what they needed to speed discovery.