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Welcome.
Welcome to the
Future of Pharma
with Life Sciences Cloud.
Thank you so
much for coming.
As we are a publicly
traded company,
I have to share this
obligatory statement
from my legal colleagues.
Secret-- I'm a
lawyer by background.
Don't practice,
but I do appreciate
what they send
us, so thank you
for taking a look at that.
And thank you all
for joining us today.
Thank you to
our customers.
Thank you to our
key stakeholders.
Thank you to our partners.
We are very excited to
present to you today
and share some
great insights.
My name is Ali Ahmed.
I'm the global head for
the industry advisor
team, focused on
pharmaceuticals.
And I couldn't be
more excited to have
this great panel
of esteemed guests.
So we're going to do
some introductions really
briefly.
We have Harriet from
Pfizer, Samer from Takeda,
and my colleague, Gord,
from the product and life
sciences team, who's
the general manager.
We will share a
little bit more
about their
backgrounds as we
get into some of the
specifics of the session.
We are focused on
solving challenges
for our customers.
And really, 79%
of our HLS leaders
say that creating
efficiencies and reducing
costs is mission-critical.
And 86% of them believe
that technology and AI
can be one of our key
ways to get there.
Gord, I'm going
to introduce you--
or I have introduced you--
but if you could please
give the group a little
bit of background
on your role and
responsibility,
and then take us into
this next section.
Perfect.
Hey, everybody.
Gordon Friesen.
I am the pharma GM in
our Life Sciences Cloud
organization, and I get
the lucky opportunity
to work all of our
customers and our partners
to truly build what
that next vision of what
life sciences should look
like in our infrastructure
of Life Sciences Cloud.
So I'd love to
talk a little bit
about what we're doing.
So I've got a couple
of slides here.
Maybe I'll just stand up.
I'll grab the
clicker quickly.
Thank you.
Thank you so much.
I'm not going to
do a lot of talking
on these slides,
because hopefully you've
seen some things
about Agentforce
and other things
quite recently,
in the last few days.
So what we're
looking to do
is empowering all
of these key things
that we do across those
key pillars of clinical,
medical, commercial, and
looking at ways that we
can really extend
and empower people
doing their roles
by adding AI--
adding agents
and making sure
we can remove
those tasks that
are very cumbersome
and slow,
and add additional
compliance
and capabilities
so we can actually
accelerate
products to market
or actually
accelerate patients
to therapy, et cetera.
So we're very
excited about this.
And some of those
areas really
are-- like, you know,
participant recruitment
into a study,
supporting patients
across a new therapy
that they're onboarding,
and really kind
of making sure
that we're having
compliant engagement
across all of our
different stakeholders.
Very exciting stuff.
And of course,
all of this is
built across our
Salesforce platform
technology, right?
This allows us to connect
all of those superpowers
of sales, service,
marketing, et cetera,
empower that with data
at scale with Data Cloud,
and extend that out
through Agentforce
to really unlock
all of that data
and empower all of those
different stakeholders.
A very exciting time
for us, and that
really does accelerate
life sciences
across the board.
Of course,
again, what we're
doing in Life Sciences
Cloud is we're really
expanding that outer
halo across the system,
to really make sure
that we're building out
very key stakeholder
use cases,
like patient
journeys and working
with HCPs across all of
the different engagement
touchpoints that
we have, et cetera.
That's all powered by that
Life Sciences Cloud layer,
which is that metadata
for the industry--
very exciting to have
that in the box--
and extending that with
that powerful industry
platform we've
built underneath.
And of course,
again, that's
all based on data and AI.
And it really
is important.
This is kind of the
key quick message
I'll leave with you.
It really does come
down to CRM plus AI
plus data plus trust.
We're in a very highly
regulated industry.
It's very important that
everything that we do
is with trust in mind
and compliance in mind.
But we really want to
take those superpowers
that we have in CRM
and then lock them
with data in AI.
So that's me.
Thanks so much
for being here.
I'll pass it back to Ali.
Thank you.
Thank you, Gord.
And one of the best
in the business.
Has phenomenal experience.
But we also have one of my
other colleagues, Lukas,
who is a lead
solution engineer,
and he's going to
walk us through a demo
to really take
some of the things
that Gord said and
put it into reality.
So, Lukas, take it away.
Wonderful.
Thanks, Ali.
Welcome, everyone.
Excited to have you
here at Dreamforce,
and really
excited to share
with you our vision
for Life Sciences Cloud
and where we're
really seeing pharma
evolve with data and AI.
But to kick things
off, I really
want to talk about
this foundation of data
and why good data
means good AI.
With Data Cloud, we can
unify that data layer
so that we can harmonize
any data set for any use
case.
So when we're
thinking pharma,
we're thinking HCP
targeting, segmentation,
engagement.
We're thinking
site selection
and trial recruitment.
And it's all about having
the right data to be
able to leverage
those capabilities.
So particularly
in pharma--
let's go ahead and
create a data stream
with the IQVIA data
here, with exponent--
Life Sciences Cloud is
doing some incredible work
to have pre-built
connectors
to these industry-specific
data sets.
So when we're
thinking, again,
how are we using
AI and data
to supercharge that
targeting of our HCP?
It's about bringing
the right data
at the right time
to make that work.
So let's connect
IQVIA here.
And what Data
Cloud is doing
is it's automatically
mapping that IQVIA
data back to our
HCP data model.
And what this means is we
can now target these HCPs
with personalized
engagement based off
of all of that
data-- trapped data
in your warehouses
and your data lakes.
And then
ultimately, we have
this incredible connection
where we can really see,
in real time, what's
impacting that HCP's
decision.
How can we go to
market better based off
of that historical
data, based
off of prescription data,
claims, data, and more?
And so once we've gone
ahead and connected
that data foundation,
now it's time
to actually leverage that
with our intelligence,
with AI.
And so let's say,
for example, we've
connected the IQVIA
data, the claims data.
Now we've
brought that into
intelligent
analytics, where
we can filter through
which physicians should I
be focusing my time on?
How should I
prioritize my day?
Reviewing sample metrics
as well-- so again,
trying to understand
where to prioritize
our outreach.
But going one step
further, we can also
ask our agent here,
powered by Agentforce--
ask a question like, which
HCPs should I prioritize?
Prioritize.
There we go.
And what we're
actually seeing
is based off of that
data that we just
talked about-- perhaps
the IQVIA data,
the definitive data.
Now we're actually
taking that,
and we're actioning this
next step for our rep.
So this isn't just a means
to capture and review
data, but we're
being proactive
in terms of what
that process looks
like in the day-to-day
with that field rep.
Now I'll flip over to what
that experience could look
like in the offline app.
And once more,
while we're putting
the day-to-day work in the
hands of our field reps,
we're layering
in the value
of that data and the AI.
Without that data, without
the HCP data model,
we're unable to
really unlock
these insights-- things
like generative next best
engagement, where we might
actually be identifying
what the next step is in
this account plan based
off of that data we
just talked about;
intelligent analytics;
and Agentforce alerts.
So we're seeing this
connected experience
where we're actually
pulling together
all the information that
is needed for that rep.
We're also
supporting them with
intelligent
engagement plans, all
of the historic
activity that's
going to be relevant
for understanding
this relationship, as
well as making it easier
to understand a lot
of those complex
relationships across
the life sciences.
And as I mentioned,
we're also
embedding AI into this
experience as well.
So if we had an
upcoming meeting
and we needed to create
a CLM presentation,
for example--
having that at
our fingertips
when we're going into the
office with the doctor.
Also, managing things
like sample management,
distribution compliance,
going through a barcode
scanning for
those sample drops
that we have,
and, of course,
having that signature
capture as well.
That entire
rep's experience
is offline and
intelligent,
backed by our
Agentforce here.
And so with that,
now that we've
seen a little bit of what
the future with AI, data,
and pharma looks like,
I'll turn it back to Ali.
That's super
exciting, Lukas.
And having led sales
teams, one of the things
that I'm super
excited about
is utilizing some
of this technology
to create efficiencies.
And the part that you
showed around affiliations
really resonates with me,
because for those of you
that lead sales teams or
work with sales teams,
think about how many times
a rep goes into an office
and doesn't understand
affiliation of what that
clinic or what that
health system is
to another practice,
or which person
within the entity
to talk to.
Is it a director
of pharmacy?
Is it an HCP?
Is it a nurse?
Is it a practitioner?
So having some
of these things
together in one
picture at one time--
super exciting.
And thank you
for that demo.
Of course.
Really awesome.
Before we move into
this next section,
I would love to have
my esteemed colleagues
and guests just give a
little bit of background
on their roles and
responsibilities
so that all of you
have a better sense of,
what are they focused
on day-to-day?
What is their remit?
And then we'll go into
some nuances about how
they use technology.
So, Harriet,
can you tell us
a little bit about
yourself and your role?
Sure.
Hi, everyone.
It's great to see
you out there.
My name is Harriet
Tran, and I
am the CFC CRM
business product
leader at Pfizer,
where it's our mission
to create breakthroughs
that change patient lives.
That title--
I'm responsible
for the global
technology strategy
for our HCP-facing
colleagues
out in the field.
So that includes
commercial, medical, key
account management
and access personas,
and it includes
technologies
like CRM, contact
center, and lots
of things in between,
like Next Best
and all the good
tools that we
have in our industry.
It's a big job.
It's a big job.
It certainly is a big
job, and an exciting time,
and an honor to have
a role like this
at this time in
the industry.
Well, thank you
for joining us.
We have another
great partner.
Samer, could you tell us
a little about your role
and responsibilities
at Takeda?
Thank you, Ali, and
thank you, Salesforce,
for having us.
At Takeda, if
you don't know,
we are a leading digital
biopharmaceutical
organization, and we
aspire breakthrough
life-transforming
therapies
in GI, neuroscience,
oncology, vaccines,
plasma-derived therapies,
and a few therapies
in rare portfolio.
And we have patients,
customers, stakeholders,
and people around the
world, across markets.
My role is to build
enterprise capabilities
when it comes to
external-facing
and commercially
innovative
solutions,
primarily centered
around our HCPs, our
customers, our patients,
our donors, and
key stakeholders
that are more
external-facing.
So that's why this
conference becomes
very relevant
because there's
a lot of conversation
about how
do we bring next
best experiences
across many
different industries
into life
sciences as well.
And that's very relevant
to me and my team,
and what we're trying
to do at Takeda.
What I love about having
both of these colleagues
up here is not only
their partnership,
but their
perspective, given
the breadth and depth
of their portfolio.
So as we start, I
want to say thank you
to our guests, but thank
you all for joining us.
It's an honor
and a privilege
to have all of you here
and really dive deeper
into, I think, one of
the most exciting areas
of Salesforce.
With all the investment
and focus around health
and life sciences,
I think we're
at a really unique
inflection point,
and I couldn't be more
ecstatic to be here
with all of you
as we dive deeper.
So a few
questions that I'd
like to get into first.
Could you tell
us a little bit
about how you use
Salesforce today?
And maybe we can start
with you, Harriet.
Sure.
Yeah.
So I will frame a
lot of my answers
in context to
AI, because I
know that is a
really exciting topic
of Dreamforce.
So Pfizer is very
actively engaged
in evaluating
opportunities
for AI, all the way from
clinical development
through to
commercial execution.
And the way I
think about AI
in my commercial
organization
is in the five
following categories.
So we start with what
HCPs do we need to target?
And this all ties back
to our brand strategy,
and how we need to engage.
From there, we look
at opportunities
in how to set up our
commercial organization
according to
that strategy.
So this includes things
like field sizing
and territory sizing
and territory alignment
and things like that.
From there, we
think about projects
in terms of how-- once
we're in front of the HCP,
once we're engaging
with them tactically,
how do we need to execute
on our brand strategy?
What piece of
education do we
need to deliver based on
that HCP's unique patient
demographics
and their needs,
and where they might sit
in a referral network.
What message
should we deliver?
What piece of
content should we
share to execute on that?
From there, we
have to measure
the success of all this.
And then finally, look at
how we aggregate insights
from these exchanges to
feed into future brand
planning.
We have an incredibly
talented group
of colleagues out there
in the field engaging
with doctors on the
front lines every day,
and they see and they
hear a tremendous amount.
And how can we
compliantly get
that out of their head,
aggregate those insights
at a local, regional,
and global level
to feed into future
brand planning exercises.
I don't think there's
ever going to be
a one size all fits--
sorry, one-size-fits-all
technology approach to all
of these things
I just mentioned.
And where Salesforce
has really enabled
us is they've
been able to be
that sort of orchestration
layer, that backbone layer
that we can
sort of evaluate
lots of different
technologies.
I mean, we look
at Einstein,
we look at life
sciences vendors
like Oktana and
Odea that are
doing really specific
things for life sciences.
We also built--
we've played around
with building
things ourselves.
But Salesforce has
been that layer
we can plug just about
anything into and then
route what we need to
the right teams, embedded
within their
workflow, which
has been really powerful
and important to us.
So--
That's awesome.
Samer, same
question to you.
How does your
organization currently
partner with
Salesforce, and anything
you can share with us.
Yeah.
I think Harriet explained
the business model
in a very clear
way, and I think
it's similar for most
major pharmaceutical
organizations as far
as what is our go
to market model.
However, I think
for Takeda, our--
we have a very clear
decision making framework,
which is patient, trust,
reputation, and business,
in that order.
We start with patient
outcomes and then trust,
and then it goes all
the way to business.
And we believe
if we follow
everything we do
in that order,
business will follow.
And Takeda has been around
for more than 240 years,
and that goes to
show that it works.
And I think the
partnership with not just
Salesforce but
these technologies
and digital solutions
is in that vein as well.
And Salesforce also, this
industry has been going--
investing a
lot around more
coordinated experience.
We've been hearing
about customer 360's
omnichannel
engagements and not
having the right
content, right channel
at the right time.
These things have been
going around for a while,
but it's making more real
personalized engagements
that are truly engaging,
and we can see the impact
from customer outcomes
and patient outcomes
perspective.
We need to be very
clear on how we measure,
and then we need to
be very clear on how,
as near real
time as possible,
we are bringing
those experiences
to our external
stakeholders.
And Salesforce solutions
like Data Cloud
and Marketing Cloud and
AI with Einstein embedded,
I think these are
the three very core
capabilities that
we have spread
across markets
and portfolios
to make a real impact.
But I think technology
goes only a certain way.
I would also say that it's
understanding the business
model that we're in,
having a very clear way
of measuring outcomes,
and then layering out
people, process, and
then tech components
to achieve to
that outcome has
been a core pillar of
how we approach this.
And I'm excited to hear
all the new offerings
that Salesforce is
announcing at this summit,
and it'll be interesting
to see how we take that
into account
and choreograph
the stack on our
side to enable
those outcomes at Takeda.
Yeah, absolutely.
There's a lot
happening, and we'll
get into that in
just a little bit.
Maybe just touching
upon-- and maybe I
can start with you,
Samer, because you sort of
touched on this.
Before coming
to Salesforce,
I was in a business role
and one of the things
that I find really
interesting is
the differences
in how companies
partner with
their internal
stakeholders when they're
making implementation
or just when they're
thinking about technology.
So I'm curious, and
maybe for the group
here, is there
something that you've
done to
successfully partner
with your internal
colleagues, business
colleagues.
Think about what
is your North Star.
Anything you can share?
Well great
question, Ellie.
And coming from the
role that you came to
into Salesforce, you see
that dynamic very clearly,
right?
Being on that side, on
the commercial side,
and now being
in Salesforce.
And I think this
is key to strategy.
And what I was talking
about people, process,
tech, a lot of it
is people, process,
and the tech is actually
the easier part.
And I think first of
all, it's very important
that you know what you
are trying to solve.
You need to understand
your business
model and the
business model that
is market specific
and you have
to be very clear
on the problem
you're trying to solve
and what kind of solutions
will solve that problem.
And if you're
clear on that,
I've seen that in pharma,
in big pharma especially,
there are so
many functions
in different business
units and verticals.
But if you have a very
clear purpose that
is tied to
patient outcomes,
there's an extra level of
draw and people lean in
and there's passion
involved that cuts
across reporting
lines and structures,
and people lean
in and they
want to be part
of that program.
And I think as
a leader, it's
very clear that can you
tie what you're doing--
it's not-- if
the project is
to implement Data
Cloud in US, that's not
going to attract
the enthusiasm
and the partnership
you need.
It has to tie to patient
outcomes and brand
outcomes in a market.
And I think if
we fix that--
and then also, you need
to have shared incentives
across functions.
So you come from
commercial, right?
So sales, marketing,
medical, access.
What are their
incentives, and how
this helps
their incentives
get there faster.
You need to have
that very clear.
It's not only a tech
implementation effort.
That is only going to be
perceived not in a winning
way, not with the
enthusiasm you want.
So I think that's the key.
I always sort of
think about it
as you have IT and
technology teams,
and then you have brand
teams or commercial teams
and there seems to be a
mound of dirt in between.
And I think this is
just my observation
of what you've
done at Pfizer
and what you've
done at Takeda.
You guys have been really
good about eliminating
that and eroding
that layer of dirt
so that you're really
connected to what
the business
needs are, what
the brand objectives are.
Harriet, maybe similar
question to you
as I posed to Samer.
When you think about
the diverse portfolio
of Pfizer between
vaccines and biosimilars
and oncology, these are
very unique businesses,
similar to what
you have at Takeda.
But at Pfizer, I
suspect the needs
of the oncology
team are going
to be very different
than someone who's
focused on vaccines
or on biosimilars
or on the
hospital products.
So I'm curious,
how do you engage
with your internal
colleagues
when maybe their
needs are very
different from business
unit to another?
Yeah.
I think it's
always a challenge
to balance sort of the
regional uniqueness
of these different
teams and therapy areas
in different regions.
It's very different to
get treated in Stanford
Hospital than it is to
be at a public hospital
in Brazil, and those
things are real
and they're real
differences that
are required in executing
those kinds of strategies.
I can share a
couple of sort
of what I found to be
success factors here.
First of all,
I think you've
got to get your
platform foundation
in the right place.
I'll say something that
I think gets said a lot,
and it starts with
your data foundation.
The garbage in,
garbage out still
applies to this
day, and there's
a unique opportunity, I
think, with the immersion
of generative AI for us to
start unlocking insights
in unstructured
data more than ever
before as well,
which is exciting.
From there, I think
the next suggestion
I would say is it's just
essential to operate
with an end
user-centricity
in these projects, and
a compliance-centricity.
I mean, I think we've
all seen compliance stop
things in their tracks,
which is never fun.
But the last thing
we need at Pfizer
is yet another tool for
our field to log into
to do their job.
I think it starts with
understanding what they're
doing today out
in the field, what
a day in the life
really feels like,
and figuring out how to
integrate your solution
into that world
without creating
something net new.
I'd say finally, and
probably most importantly,
I think setting goals--
and this ties a lot
to what Samer was saying.
Setting goals
appropriately,
especially when
you're dealing
with AI and non-technical
stakeholders
where it could mean a
lot of different things
to a lot of
different people,
setting appropriate
goals is essential.
So I mean, for
example, if you're
doing an HCP next best
targeting algorithm
and you go out there
and frame it as,
here's the model
we're going to build
and here's the 300
features we think
are important
and here's why
we think our
model is going
to have better accuracy
and precision than what
you had before.
That can mean a lot
of different things
to a lot of
different people.
If instead you
kind of set it up
where you deeply
understand the jobs to be
done and the current
pain points and frame
your solution around those
pain points and set goals
that people
can understand,
like a 2% lift,
for example,
you've then given them a
really clear understanding
of what you aim to achieve
and you've also freed up
your implement--
your delivery
teams with the creative
license to do what
they need to get there.
They're not tied to one
track of thinking there.
And I think that's been
really important for us
at Pfizer.
So--
If I can add to that--
Please, please.
I think you said it
very well, Harriet.
But also, these things
are very much related to
how the organizations
are structured.
And I think
somehow, we felt
that a traditional
legacy IT organization
and then there's a
business organization,
things just gets stuck.
And also, the
cost becomes part
of the GMA, which
always is an efficiency
game, right?
So what we did was we
combined data, digital,
and technology
into one function.
And then also,
we embedded DDT,
which is what we call
data digital tech,
into every business
unit as well.
There is a
central core which
builds on enterprise
capabilities
for common core, but
then every business also
has DDT embedded.
So then the
trade-off investments
are happening at
the P&L level,
and we've seen a surge
of investment going on.
But also, it forces pull
through at the GM level,
at the lock level,
with shared incentives
and I think
that's where we're
seeing the fruit,
because otherwise it's
only-- it was only a
tech implementation.
But now, the model
forces that behavior
of being very purposeful,
business driven,
because you're
embedded and you are--
the GMs are investing
in data digital tech
or other
marketing tactics.
So the decision
making is very clear.
You guys both said
a few things that
just resonated with me.
And Harriet, I had to
chuckle when you said
garbage in, garbage out.
I'm sure this
is true of maybe
some of the organizations
you guys have worked--
hopefully not in,
but in the past.
I've seen teams purchase
specialty pharmacy
data, which is
very expensive,
and IQVIA data and
DDD data and MMIT data
and it's just
data overload
and they're
not necessarily
using the data.
So I think your
comment about what data
you need, what
are the business
objectives, what's the
end user experience,
how are we using this.
What are the insights
you gained from that?
Because at the end
of the day, what
I think the North star,
hopefully one of the North
stars is, that field
teams are not using CRMs
as a tracking tool to
just say I did this,
I did this, I did this,
I checked the box.
But they're actually
getting useful insights,
and there's actually some
value coming out of it.
And Samer, you touched
on something that I think
might be useful
for all of us,
but I'd be curious on
both of your perspectives.
Is there any
nuances of having
an organization that has
a very strong local, US,
or regional presence,
but also part of a much
bigger global org.
Anything that
you could share
with us about
the engagement,
the buy in, local
versus global.
Any tips or tricks,
things to think about
as you're thinking
through technology?
From a US and then rest
of the world perspective?
Right.
Because your
organizations,
obviously, are not just
focused on US businesses.
There's ex-US field based
teams and ex-US management
teams.
So anything that
you could share
about your experiences
in that regard.
Yeah, no, great question.
I think-- and in
this industry,
if you look at the
revenue line by markets,
the US has a sizable,
sizable chunk
from a revenue
perspective.
And then there's
the next 10 markets
and then there's
a very long tail
of many small markets.
And it's the same
for many businesses
in this industry.
And I think you have to
address the need of US
and then you also
have to make sure
that at the
[? loc ?] level,
you're meeting the
needs of the customers.
And that's where the
operating model also
comes in.
What source of
organizations do you have
that are accountable
for the next 10 markets
or major regions, and
then all the smaller
[? locs. ?] And by
[? locs, ?] I mean
countries.
And we're meeting the
needs of the customer
at that very level.
And we've designed the
organization in a way
that we tend to do that.
I think you were
touching on data, which
is very relevant,
especially
in this scenario because
the level of access
we have in US, the level
of patient level data
we have, we don't
have in other markets.
However, what
I see is this
is where smaller markets
are very interesting too,
because the appetite
for partnerships,
strategic partnerships
with hospital systems,
with reimbursement
systems and public health
is phenomenal.
And that's where-- the
true data is there,
not through other
aggregated companies
or third parties.
I mean, we all buy
data from them.
That's true.
But I think this is
what we're realizing.
We've got to be very
intentional and very
purposeful.
We've got to
understand, what
are the diseases
we're in, what
are the patient
populations that
are in these disease
areas across markets,
and what is the right
track and partnership that
gets us access to the most
covered data in those data
sets?
And that is not just
through third parties,
it's also through
direct partnerships.
And I see that although it
happens in US quite a lot,
obviously so.
But then it's booming
in smaller countries
because they're very, very
enthusiastic in partnering
with us at that level.
Yeah.
Harriet, anything to add
from your perspective?
I know you have a
big role in obviously
a global audience
and global partners
that you work
with at Pfizer.
Yeah.
I mean, I think
we've seen kind
of pharma oscillate
between models where
there's a lot of
regional steer
and then models
where things
get over complicated
and then they
move to a global--
more global model.
And I think at the
end of the day,
regardless of
whether you have
a regional model
or a global model,
your stakeholder
engagement
is really important.
I think you're always
at risk of ending up
with something
non-strategic
if you become
an order taker.
Instead, I think
it's really important
to get in front
of this and really
co-develop a strategy
with your stakeholders.
Having the right
stakeholders identified
and working
closely with them
to get a strategy to
enable the technology
strategy, to enable
their brand strategy as
opposed to being on the
receiving end of a laundry
list of orders.
And I think they're
always kind of--
I think in order
for that partnership
between the business
and digital to operate,
you should see a
healthy tension there.
They should be
challenging each other.
And if you don't see that,
that's actually a problem.
It means someone's running
away with something
without sort
of things being
in the right balance.
So I think I come from
a product background
and I really
strongly believe
in getting a strategic
roadmap in place,
working with the
right stakeholders,
and having that sort
of co-challenging
relationship with digital
to get the most out
of your execution.
And I think what my
observation has been here,
in my limited time
at Salesforce,
is that companies
like Takeda and Pfizer
really work closely with
their technology partners
to make sure there's
a lot of work that
goes into the
design partnership
and into making sure
that they're thinking
about the needs not just
for today or tomorrow,
but into how the market
and their businesses
will evolve, which
kind of leads me
into my next question
for Samer and Harriet.
And Harriet,
maybe we start
on this one with you.
What a unique moment
in time for us
to be talking
about technology,
with AI and all the
digital resources.
And then just with how the
market's moving, right?
I mean, a lot more focus
on HCP interactions
and making sure that those
interactions are rich.
How companies are looking
at their field forces.
At certain times, it
feels like there's
an upswing in sales
teams or a downswing
and more focus on
access and reimbursement
and medical.
So I'm just-- I'm
kind of curious,
and the question
I have for you
is, what are
you most excited
about in this really
dynamic moment in time?
Yeah.
I don't think there could
be a more exciting time
to be working in the space
of life sciences, pharma,
CRM.
For better or for
worse, we're all kind
of in this position
as an industry
where we all are
looking at the future
and evaluating
opportunities
in our tech stack,
which is really fun.
I think when I think
about the last 30 years,
our innovation
in the CRM space
has largely been focused
on the administration
side.
But if you look at things
like the call report,
I mean, it's
pretty much 80%
the same from what
it was 30 years ago.
And when you think about
how the industry has
actually changed,
I mean, pharma
looks very different
than it did 30 years ago,
and I just find
that incredible.
Pfizer moved
from something
we built ourselves 30
years ago over to Siebel,
over to Veeva
in the cloud.
And still, it's
been 80% the same.
And so I really
envision a future
where it might
look 80% different,
and that's exciting.
I don't know exactly
where that 80% is.
I think AI is
going to take us
down unpredictable
paths, but I'm really
excited for that journey.
And when I hear about
all this buzz around AI
agents, I think
it's a nascent
construct right now.
But we will start to see
in the future, low value
work that's currently
being done by our field
transfer over
to AI agents.
And I really
think it's going
to be the interplay
between the artificial
intelligence
of these agents
and the natural
intelligence of our field
force that is
really going to be
the rep of the future.
And I think the more
we can get this right,
we've got a whole new
generation of people
who are going to be the
future users of our CRM.
They're not even
out of college yet.
So it's exciting
to envision
what that future
might look like
and what an HCP
engagement in the future
will look like.
How we can better
understand and serve
the unique needs to
ultimately deliver
on the mission
of our companies
to create these
breakthroughs
and change patient lives.
So--
Now a lot of that really
resonates with me as well,
and what's really
interesting
is just to think about
how patients are evolving,
HCPs are evolving.
Obviously, the
industry is evolving
in terms of meeting
their needs and just how
much investment and
time is going into some
of these things,
so it is certainly
a really exciting
time to be here.
And especially
in an industry
where fax machines
are still used,
I think we can all agree
that we are certainly
moving the needle,
collectively.
Samer, I'm kind of
curious from your end.
What are you most
excited about?
Is it AI, is it
particular use cases?
It's a loaded question,
but it's something
that we all think
about very closely.
I think for me, if
we take a step back,
I think the human
experience is
evolving rapidly, right?
I think AI is one segment.
But if you think about
AI, gen AI, then VR
experience.
And then 5G is booming,
quantum computing is
coming.
The blockchain has
also already surged.
So it's the interface.
And when these five, six
things come together,
it's going to continually
involve human experiences
over the next three to
five years, rapidly.
And how we bring that into
our customer and patient
experiences, that's
the exciting part.
And keeping up
with the trends
but also making them
real into how we build
solutions for
our stakeholders.
Before, it used to move
at 5 or 10 year horizons.
Now it's moving in
six month horizons.
That's tremendously
exciting, but also very,
very intense.
So you've got to make sure
you're focused on the very
few things that
matter and not
get distracted by all the
other noise that's around
us.
But to me, it's
the intersection
of these five, six digital
trends over the next five
years and how we make it
real for our customers
and patients.
Absolutely.
And in this few weeks and
with all the announcements
that are happening, what
I've been really intrigued
with is how a lot of the
pharmaceutical companies
we partner with have been
approaching Salesforce,
and the use cases thus
far are astonishing.
I've seen things
from organizations
that are trying to scale
up their patient support
programs to make sure that
case managers are becoming
more efficient in how they
interface with patients
or providers.
I've seen use cases
around clinical trials
and patient recruitment.
And I've even seen use
cases in next best action,
and different
companies are
taking different views of
propensity to prescribe.
They're using
different metrics.
But what's so exciting
is how fluid it is
and how much time people
are investing into it.
And most importantly,
the outcomes.
And so just in a very
short period of time,
which is really literally
a matter of a few weeks,
we've been impressed.
And Gordon really on
the forefront of this.
Gordon, I think as we
close out this session,
is there anything that you
can share from the product
side that you're really
excited about hearing some
of the great insights
from our partners
here, Samer and Harriet?
I would like to just say,
I've been in this industry
for 25 years.
I implemented Siebel, so
there's a support group
later if anybody
knows Siebel.
It's amazing, again, that
very little has changed
in a very long time.
But it's logarithmically
changing.
I think the fact that we
now can do data at scale
and connect that to the
processes where people do
work, you're
bringing that data
into the flow of work,
adding intelligence
to that.
There's no way for us to
even measure the impact
that that's going to have
over the next few years.
It's really,
really exciting.
However, it is
most important now,
it is crucial, that
we build that data
foundation.
That we actually build
that formative set
of data and infrastructure
and metadata
that we can
use to actually
use this data
as appropriate
for the different roles.
And it's the decisions we
make in the next few years
that are actually going
to affect our success
in the next 20.
So, I'm really excited
to be a part of that
and to get to meet
great customers
and understand what
those requirements are
and how we can support it.
So that's my really
exciting wish
for the future is that we
all really lean into that
and really redefine
the industry.
It's a big reason
why I came here.
It's a big reason
why I came here
to partner with people
like Gord and Lucas.
And of course, our
great partners.
And so I said it before
and I'll say it again.
Thank you to both of you,
on behalf of Salesforce.
Thank you all for coming.
It's really been a treat.
And as I wrap
this up, we always
want to make Dreamforce
a little bit better
each and every year and
each and every session,
so please fill
out the survey.
You'll get a coffee
on us, and we'd love
to hear some feedback.
And we also wanted to
put a link to the Harvard
Business Review
article that
really covers data and AI
in the healthcare space.
I mentioned this earlier.
What has just been
a eye opener for me
is how much Salesforce
has invested
in life sciences and
the healthcare industry.
Again, it was one of
the primary reasons why
I came here is to be
a part of this very
exciting moment in time.
And the report will
give you a little color.
And last but not
least, there's
a lot of different
things that are
happening at Dreamforce.
I'm a little
bit overwhelmed
with having been here
for my first time,
but there's some great
things happening.
Take a look.
Meet us at the
campgrounds.
And certainly, enjoy
the rest of the week.
Thank you.
Thanks.
[APPLAUSE]
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The Future of Pharma with Life Sciences Cloud
Life sciences organizations need to innovate across clinical, medical, and commercial areas. Learn how Life Sciences Cloud can help and hear firsthand from industry experts.
Starring
- Lukas MeyerLead Solution Engineer (HLS MedTech), Salesforce
- Ali AhmedIndustry Advisor/Innovation, Pharma, Salesforce
- Gordon FriesenGM Pharma | Solutions & Strategy, Salesforce
- Samer AnsariHead of Data, Digital and Technology, Commercial and external, Takeda
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