A small pharma company is digitizing specific workflows like shift reports and component transfers instead of overhauling everything at once. The small size means leadership and IT work closely together, giving them speed to pick the right processes and move fast.
What I'm focusing on here and what we're working on is the digitization and digitalization part of it. So I wouldn't call it a full digital transformation, but what we are going after is understanding which tools we have that are paper-based that we can improve the efficiency and efficacy of by going to a digital tool, and then the processes as well. So if we look at even something as simple as the shift report or something as simple as component transfer from a warehouse to the production floor, taking those from paper-based systems or from loosely defined email things having full systems and structures in place for that. And from the ownership perspective, I actually, I like to think of it as a partnership. So the IT department here is very strong. And, you know, there's some things we'll talk about later in terms of size, but because we're a smaller company, that allows us higher agility and it allows us more direct relationship with them. So the ownership side of it, it's the leaders of the company, I think, are fully invested in it. And it's just a matter of, you know, what's the right process and what's the right plan for us to go after. But— I'm driving a lot of it, but it's hand in hand with the IT side of things.
