The Internal Speed Problem<\/strong><\/h2>\n\n\n\nIn a recent episode of the Great India Industry Transformation podcast featuring Matrix Pharma, Varun Krishnan, Regional Sales Director at Salesforce India, frames the stakes: “In any other industry, a broken data flow could mean loss of sale, loss of revenue. But in pharma, it could mean a delay in clinical research. It could also mean, in the worst case scenario, delay in life-saving medication reaching patients.” Speed, in this context, is not an operational preference. It is a commercial and ethical imperative.<\/p>\n\n\n\n
The obstacle most pharma companies do not discuss publicly is fragmented data across functions and systems. A customer sends a query about a quality issue. The commercial team logs it. The quality function needs to investigate. Manufacturing is affected because delivery is now at risk. Finance has a receivable tied to that delivery. Regulatory authorities may need to weigh in. <\/p>\n\n\n\n
In a fragmented organisation, each of those conversations happens separately, on different systems, with different information, and on different timelines. The customer, meanwhile, is waiting for an answer that requires all of those functions to move together.<\/p>\n\n\n\n
From Fragmented to Connected<\/strong><\/h2>\n\n\n\nMatrix Pharma, a Hyderabad-based pharma business managing long-cycle contracts across hospitals and government entities, confronted this directly. Formed post-acquisition, the company needed to build its digital operations from the ground up, and chose a platform built for pharma’s multi-stakeholder, multi-function complexity from day one.<\/p>\n\n\n\n
As Krishna Sai, CIO at Matrix Pharma, describes it: “When we had one single platform like Salesforce coming in and stitching all of this together, we saw an orchestration happening across the functions. It became easier to have visibility across the functions for a given customer request.” <\/p>\n\n\n\n
What unification actually changes is not just that information moves faster. It is that the right information reaches the right function at the right time, and decisions happen in hours rather than days. <\/p>\n\n\n\n
Dilip Murthy, Head of Business Transformation at Matrix Pharma, points to the visible change in cross-functional decision-making: “The data is now consistent. Everybody has the same kind of information. The speed of decision-making has become much faster \u2014 and there’s now clear accountability and traceability on how decisions actually arrived.” <\/p>\n\n\n\n
Traceability matters beyond process hygiene. In an environment where pricing approvals, contract sign-offs, and quality resolutions all carry downstream commercial implications, knowing who decides what and when is not just an audit requirement. It is part of how trust with customers is built and maintained. <\/p>\n\n\n\n
Matrix Pharma, a Hyderabad-based pharma business managing long-cycle contracts across hospitals and government entities, confronted this directly. Formed post-acquisition, the company needed to build its digital operations from the ground up, and chose a platform built for pharma’s multi-stakeholder, multi-function complexity from day one.<\/p>\n\n\n\n
As Krishna Sai, CIO at Matrix Pharma, describes it: “When we had one single platform like Salesforce coming in and stitching all of this together, we saw an orchestration happening across the functions. It became easier to have visibility across the functions for a given customer request.” <\/p>\n\n\n\n
What unification actually changes is not just that information moves faster. It is that the right information reaches the right function at the right time, and decisions happen in hours rather than days. <\/p>\n\n\n\n
Dilip Murthy, Head of Business Transformation at Matrix Pharma, points to the visible change in cross-functional decision-making: “The data is now consistent. Everybody has the same kind of information. The speed of decision-making has become much faster \u2014 and there’s now clear accountability and traceability on how decisions actually arrived.” <\/p>\n\n\n\n
Traceability matters beyond process hygiene. In an environment where pricing approvals, contract sign-offs, and quality resolutions all carry downstream commercial implications, knowing who decides what and when is not just an audit requirement. It is part of how trust with customers is built and maintained. <\/p>\n\n\n\n
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