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In the Age of AI, Why Emotional Intelligence Is the New Competitive Edge in Indian Pharma Marketing

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In today’s AI-driven world — where scientific excellence, product claims, and competitive pricing are no longer enough to differentiate pharmaceutical companies — Emotional Intelligence (EI) is rapidly emerging as the new strategic advantage in Indian pharma marketing. As doctors face shrinking time, patients demand empathy, and competition intensifies, EI is proving to be the missing link for building trust, deepening engagement, and achieving sustainable performance excellence.

Why Emotional Intelligence Matters More Than Ever in Indian Pharma:

Even the most advanced products or AI-powered tools cannot replace human connection — something that defines healthcare.

EI impacts every core dimension of pharmaceutical performance:

1. Restoring Trust in Doctor–MR Interactions

Doctors today expect representatives who listen and respect their time, not brand pushers.
EI helps MRs:

  • Sense the physician’s mood and priorities
  • Tailor dialogue to communication preferences
  • Build trust through authenticity and empathy

A high-EI interaction doesn’t “sell” — it solves.

2. Making Patient Engagement Truly Patient-Centric

Patients living with chronic illness carry emotional burdens.
EI enables:

  • Simplified, judgment-free communication
  • Recognition of fears and frustration
  • Better adherence through compassionate guidance

3. Lifting Internal Team Performance

High-EI leaders inspire productivity by creating psychologically safe environments — crucial in an industry with intense monthly expectations.

4. Strengthening Corporate Reputation

An EI mindset naturally drives ethical behavior, transparency, and patient-first decision-making in an era of growing scrutiny.

Present Reality: Indian Pharma Is Awakening to EI:

Historically, pharma training focused heavily on product knowledge and activity KPIs.
Today, however:

  • EI is entering training rooms, but inconsistently
  • Activity metrics still overshadow engagement quality
  • Digital transformation often lacks emotional design
  • Yet — early movers are showing how EI can create real competitive advantage

This shift marks the beginning of a more evolved era of Indian pharma marketing.

Real-World Examples: Indian Pharma Teams Practicing Emotional Intelligence:

Below are recent, documented examples where EI has been incorporated meaningfully into high-impact pharma initiatives.

1. Biocon’s Compassion-Driven Oral Cancer Screening Program

Through its community-based mHealth screening initiative, Biocon trained nurses and health workers to approach villagers with empathy — addressing stigma, fear, and anxiety around cancer.

EI in action:

  • Listening to personal fears
  • Delivering sensitive conversations culturally
  • Building trust in early detection

This empathetic approach dramatically improved screening acceptance.

2. Sanofi India’s Diabetes Health Managers

Sanofi deployed trained counselors who support insulin-dependent patients like a trusted guide — not a salesperson.

One such counselor, Awmi, helped a frustrated patient overcome fear, confusion, and adherence lapses by listening and simplifying routines.

EI impact:

  • Reduced anxiety
  • Better therapy adherence
  • Stronger patient–company relationship

A clear example of EI translating into outcomes and brand loyalty.

3. EI-Driven Oncology Engagement by Indian Pharma Teams

Oncology professionals in India increasingly focus on the emotional journeys of patients and caregivers.

Their approach includes:

  • Breaking information into emotionally digestible pieces
  • Addressing stigma, fear, and guilt
  • Supporting caregiver stress

EI here directly improves therapy acceptance and patient outcomes.

4. Novartis’ Arogya Parivar: Empathy at Scale

Arogya Parivar succeeds because it prioritizes understanding over messaging:

  • Health educators speak in regional languages
  • Communication is culturally tuned
  • Trust precedes product discussion

Empathy embedded in strategy strengthened both impact and sustainability.

5. Janssen India’s Holistic Disease-Management Programs

Janssen integrates emotional and psychological well-being into patient and community engagement, particularly in immunology and mental health.

EI isn’t an add-on — it’s part of their treatment ecosystem.

The Path Indian Pharma Must Still Cover:

To unlock EI’s full potential, the industry must address persistent gaps:

1. EI must evolve from “soft skill” to strategic capability

- EI should be treated as a differentiator — not a training checkbox.

2. KPIs must reward quality, not just quantity

- The industry must move beyond call averages toward relationship metrics.

3. Digital transformation must incorporate human-like empathy

- Pharma apps, CRMs, and patient platforms must engage with emotional nuance.

4. EI must be role-modeled by leadership

- Authenticity, empathy, and ethical clarity must flow downward from the top.

5. EI must become measurable and incentivized

- If trust-building behaviors matter, they must be part of the reward system.

Conclusion: 

EI Is the New Currency of Competitive Advantage

As the Indian pharmaceutical industry navigates shrinking access, rising expectations, and intense competition, emotionally intelligent engagement has become indispensable.

AI can enhance productivity.
But EI is what builds trust.

Companies that integrate Emotional Intelligence holistically — from field force capability to patient engagement to leadership culture — will not only outperform competitors but also elevate the quality and ethics of healthcare in India.

Those that ignore it will find themselves outpaced by a more emotionally attuned industry.

— By: Tapan J. Ray

Author, commentator, and observer of life beyond the corporate corridors.

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Sources of Examples Cited:

  1. Biocon — mHealth Oral Cancer Screening Programme
    OPPI–EY Report: Reimagining Pharma and Healthcare in India (2023)
  2. Sanofi India — Diabetes Health Managers
    The Economic Times — “Pharma companies using health managers to help patients and earn revenues”
  3. Oncology Patient Engagement Trends
    TheOncoDoc – Redefining Oncology Pharma Marketing in India
  4. Novartis — Arogya Parivar Initiative
    Pharmaceutical Executive (PharmExec) – Country Report: India
  5. Janssen India — Holistic Disease-Management Programs
    PharmExec – Country Report: India

Beyond the Business Card: What Retirement Truly Gives Back

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A thought-provoking LinkedIn post by a highly accomplished veteran of the pharmaceutical industry — long retired, but still as insightful as ever — recently caught my attention. It sparked a series of reflections on an issue that deeply resonates with the evolving dynamics of our industry. That inspiration led me to write this article — and here it is.

When the Rush Finally Stops:— A reflection on life’s quieter rewards after leaving the corporate race

After decades in a demanding corporate life — where every day revolved around deadlines, decisions, and discussions — retirement often arrives as an unexpected silence. The phone calls slow down, invitations fade, and the once-crowded calendar turns blank. For many, it feels unsettling at first, as though the world has quietly moved on. Yet hidden within that quiet lies one of life’s most meaningful transformations.

The Habit of Pretending to Be Busy:

In the early phase, many retirees still pretend to be busy. It’s not deceit — it’s conditioning. After years of being constantly in demand, the idea of doing nothing feels almost unacceptable. So, they talk about “projects” and “commitments,” reassuring both themselves and others that they still matter. But over time, this need to appear busy fades. What remains is a deeper calm — the confidence that life need not be full to feel fulfilled.

The Gift of Time — and Freedom:

When the external noise subsides, the first gift is time — the one thing we always chased, yet never truly owned. Mornings become unhurried, walks feel longer, and even silence feels alive. Time, once ruled by deadlines, now flows freely — not as emptiness, but as freedom.

Rediscovering the Person Behind the Position:

Freed from professional identity, one begins to rediscover the person behind the position. For years, we defined ourselves by what we did; now we ask who we are. In that quiet self-inquiry begins a journey toward authenticity and inner clarity.

Staying Productive — But with Purpose:

Many top corporate leaders, used to constant relevance, seek new ways to remain productive — serving on boards, mentoring, writing, or starting ventures. The motivation shifts from power to purpose, from profit to impact. It’s no longer about proving worth, but about creating value that feels personally meaningful.

Relationships That Truly Matter:

Relationships too become more genuine. The ones that remain are not transactional but real — based on warmth, not utility. The circle may shrink, but it deepens. And solitude, once feared, becomes a trusted companion — giving space for reflection, gratitude, and creativity.

Conclusion:

A Return to Life, Not a Retreat from It:

Ultimately, retirement, I reckon, is not a retreat from life, but a return to it. One may lose attention and activity, but gains something far greater — awareness, authenticity, and quiet contentment. It marks not an ending, but a beginning that finally belongs entirely to you.

— By: Tapan J. Ray

Author, commentator, and observer of life beyond the corporate corridors.
Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

 

Navigating Potential US Tariffs: Challenges and AI-Driven Opportunities for Indian Pharma

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India’s pharmaceutical industry, reportedly supplying 47% of US generic drugs and exporting $27.9 billion in FY24, faces the threat of 10-25% US tariffs under a potential Trump policy. Major players like Sun Pharma, Dr. Reddy’s, Cipla, Lupin, and Aurobindo, reportedly deriving 30-50% of revenues from the US, must prepare despite tariffs not yet being imposed. This article examines the challenges and AI-driven opportunities, emphasizing the need to protect the Indian Patents Act, 2005, during US trade talks, with Indian and global examples.

Challenges of Potential US Tariffs:

  1. Profit Margin Pressures: Generics operate on 10-15% margins. A 10% tariff could cut EBITDA by 1-2%, while 25% could slash profits by 5%, hitting firms like Aurobindo and Zydus Lifesciences. Raising prices risks losing US market share, where generics fill 90% of prescriptions.
  2. Supply Chain Risks: The US lacks immediate alternatives to India’s generics. Building US facilities could take 3-5 years and cost six times more. Tariff uncertainty could worsen the 271 US drug shortages in Q3 2024.
  3. Competitiveness Threats: Tariffs could erode India’s cost edge, especially if competitors face similar tariff. This deters investment in India’s 20% global generic supply share.
  4. Strategic Uncertainty: Tariff uncertainty complicates planning. US facilities need 12-24 months for FDA approvals and $50-100 million, risky without clear policies.

AI-Driven Opportunities:

AI can help Indian pharma navigate tariff threats by boosting efficiency and exploring new markets. Key strategies include:

1. AI-Driven R&D for High-Value Products:

AI accelerates development of high-margin biosimilars and specialty drugs, less tariff-sensitive.

  • Indian Example: Sun Pharma, reportedly used AI in 2024 to optimize ILUMYA (tildrakizumab) trials, cutting costs by 20% and time by six months.
  • Global Example: Pfizer’s 2023 Watson AI partnership reduced rare disease drug development time by 30%, saving $120 million. Indian firms can use similar tools.

2. Supply Chain Optimization:

AI enhances supply chain resilience, cutting costs and preparing for tariffs.

  • Indian Example: Dr. Reddy’s 2024 SAP AI platform, reportedly optimized atorvastatin inventory, reducing logistics costs by 15%.
  • Global Example: Merck’s 2022 Blue Yonder AI system saved $100 million annually, cutting stockouts by 25%. Indian firms can adopt similar tools.

3. Market Diversification:

AI identifies new markets like Africa and ASEAN, reducing US reliance.

  • Indian Example: Cipla’s 2024 Salesforce Einstein Analytics, reportedly boosted East African exports by 25%, adding $50 million in revenue.
  • Global Example: Novartis’ 2023 AWS AI expanded Southeast Asia sales by 18% ($200 million). Indian firms can target similar markets.

4. AI-Enhanced Manufacturing:

AI optimizes production, lowering costs to offset tariffs.

  • Indian Example: Biocon’s 2023 Bangalore AI facility, using Rockwell Automation, reportedly improved insulin production efficiency by 22%, saving $30 million.
  • Global Example: Roche’s 2024 Siemens AI platform in Switzerland cut antibody production costs by 15%. Indian firms can invest similarly.

5. AI in Regulatory Compliance:

AI streamlines FDA compliance, ensuring market access.

  • Indian Example: Aurobindo’s 2024 Deloitte AI tool, reportedly cut FDA audit preparation time by 40% for metformin.
  • Global Example: Amgen’s 2023 Accenture AI system improved biologics approval rates by 25%. Indian firms can adopt similar tools.

Strategic Recommendations:

  1. Invest in AI: Allocate 5-10% of revenues to AI, following Sun Pharma’s, reportedly  $500 million R&D model.
  2. Protect Patents Act: In US trade talks, like the UK FTA, India must uphold the Indian Patents Act, 2005, especially Section 3(d), to preserve affordable generics.
  3. Secure Trade Agreements: Push for a US trade deal targeting $500 billion by 2030 to avoid tariffs.
  4. Diversify Markets/Products: Use AI to prioritize high-margin drugs and new markets.
  5. Partner with AI Leaders: Collaborate with Google, IBM, or SAP for tailored AI solutions.

Conclusion:

Potential US tariffs threaten Indian pharma’s profits, supply chains, and competitiveness, but they also spur innovation. AI can enhance R&D, supply chains, market diversification, manufacturing, and compliance. Examples from Sun Pharma, Dr. Reddy’s, Cipla, Biocon, Aurobindo, Pfizer, Merck, Novartis, Roche, and Amgen show AI’s potential. India must protect the Indian Patents Act, 2005, in US trade talks to maintain its generics edge. By embracing AI and strategic advocacy, India can turn tariff threats into opportunities to lead globally.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Sources:

  • Trump Tariff to Push Indian Pharma Co to Embrace AI, Cost-Efficient R&D | analyticsindiamag.com
  • Donald Trump tariff relief for now: India’s pharma sector navigates an uncertain US trade future – Times of India
  • How Trump tariffs could impact Indian pharma’s $8.7 bn dream run – India Today
  • Trump Tariffs: Impact & Opportunities in Indian Pharma – www.moneymuscle.in
  • The future of India-US pharmaceutical trade – www.pharmaceutical-technology.com
  • Indian Pharma Braces For Trump Tariff Fallout – Forbes India
  • Indian pharma companies escape Trump’s reciprocal tariffs, for now – www.livemint.com
  • 5 Indian Pharma Companies That Could Be Impacted by Trump’s Tariff Move – www.equitymaster.com
  • Indian Pharmaceutical Alliance Annual Report 2024 – www.ipa-india.org
  • US FDA Drug Shortage Database, Q3 2024 – www.fda.gov
  • India-UK FTA: Safeguarding the Indian Patents Act – www.financialexpress.com

 

Unaccredited ‘Honorary Doctorates’: Seeking Prestige with Questionable Credentials…2

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Following the interest in my earlier article on this topic, I’d like to expand on it further. As previously noted, the title “Dr.” has become highly sought-after in India in recent years, especially among professionals aiming to boost their social and professional stature, particularly on social media. While globally renowned universities confer such honors on distinguished individuals for exceptional achievements, a parallel trend has emerged in India where questionable entities and unaccredited organizations provide “honorary doctorates” for a fee. These, often illegitimate titles are increasingly adopted by ordinary individuals, including those in the Indian pharmaceutical industry, to gain professional relevance and prestige. In this article, I will again explore this phenomenon, its implications, and the ethical concerns it raises.

The appeal of the ‘Dr.’ title:

In India, the title “Dr.” carries high social capital, symbolizing expertise, authority, and respect. For professionals in competitive fields like pharmaceuticals, where credibility can influence business dealings, partnerships, or public perception, an honorary doctorate can seem like a shortcut to prominence. Unlike earned doctorates, which require years of research and academic rigor, honorary doctorates from certain entities can be obtained with minimal effort – often just a payment and a cursory application process. This accessibility has made such titles particularly attractive to ordinary individuals, including small-scale entrepreneurs, mid-level professionals, and even those with modest achievements, who seek to elevate their status.

The role of deceptively named entities:

An increasing number of organizations worldwide, often registered as non-profits or councils, promote honorary doctorates with promises of prestige and career enhancement. These entities frequently adopt impressive-sounding names to seem credible. However, many lack accreditation from recognized bodies such as the University Grants Commission (UGC) or international academic authorities. The lack of thorough evaluation processes and the transactional nature of these awards—reportedly ranging from INR 20,000 to over INR 6,50,000—cast serious doubts on their legitimacy. Some organizations further complicate matters by offering online or international honorary doctorates, claiming global recognition without verifiable academic credibility.

Exploitation even in the Indian Pharma Industry:

The Indian pharmaceutical industry, a global powerhouse worth over $50 billion, is highly competitive, with professionals striving for influence in areas such as drug production, research, marketing, and regulatory affairs. In this context, an honorary doctorate can be a way to stand out, particularly for those without advanced academic credentials, who may use the “Dr.” title to project expertise at industry events or on platforms like LinkedIn. However, the use of such titles in the pharma sector poses ethical challenges. The industry relies on trust, scientific integrity, and regulatory compliance. When individuals use dubious “honorary doctorates” to exaggerate their qualifications, they risk deceiving stakeholders about their expertise. Moreover, the growing prevalence of these titles undermines the value of genuine academic achievements, devaluing the efforts of researchers, scientists, and marketers who have earned legitimate doctorates through rigorous academic work.

These titles lack recognition from the UGC:

It’s important to highlight that these titles lack recognition from the UGC or other academic authorities in India, making them invalid for academic or professional advancement in regulated sectors. Nevertheless, the social allure of the title frequently outweighs its lack of official credibility.

Ethical and social implications:

The commodification of ‘honorary doctorates’ raises significant ethical concerns. First, it undermines the integrity of academic honors by equating purchased titles with earned degrees. This can mislead the public, particularly in fields like pharmaceuticals, where expertise is critical.Second, it perpetuates a culture of instant gratification, where individuals prioritize superficial accolades over substantive skill development. Third, it exploits aspirational professionals, particularly those from less privileged backgrounds, who may see the title as a way to overcome systemic barriers to recognition.

In the pharma industry, the misuse of such titles can have broader consequences. Regulatory bodies like the Central Drugs Standard Control Organization (CDSCO) and international partners rely on accurate representations of expertise. Misleading credentials could erode trust, affect India’s reputation in global markets, and even lead to legal repercussions if used to secure contracts or approvals under false pretenses.

Regulatory gaps and the way forward:

The UGC has, reportedly, clarified that honorary PhDs are not valid academic qualifications, but enforcement is weak, and public awareness is low. This enables organizations to exploit legal loopholes, using terms like “government-approved” to mislead applicants.

To address this issue, several steps are needed:

  1. Stricter Regulation: The UGC or Ministry of Education should establish clear guidelines prohibiting unaccredited entities from awarding honorary doctorates and impose penalties for misrepresentation.
  2. Public Awareness: Campaigns to educate professionals and the public about the difference between earned and honorary doctorates can reduce the allure of purchased titles.
  3. Industry Standards: Pharma industry bodies like the Indian Pharmaceutical Alliance should discourage the use of unverified titles in professional settings and promote transparency in credentials.
  4. Ethical Recognition: Universities and legitimate institutions should maintain rigorous, transparent processes for awarding honorary doctorates, ensuring they are reserved for truly exceptional contributions.

Conclusion:

The proliferation of ‘honorary doctorates’ from deceptively named and unaccredited entities in India reflects a broader societal obsession with titles and status. While these awards may offer short-term professional relevance, particularly in industries like pharmaceuticals, they come at the cost of ethical integrity and long-term credibility. For India to maintain its standing as a global leader in pharmaceuticals and other fields, it must address this misuse of honorary titles through regulation, awareness, and a renewed focus on merit-based recognition. Genuine professional credibility stems from expertise and meaningful contributions, not bought titles.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Regulatory Failures Are Still Risking Patient Lives

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India’s pharmaceutical industry faces renewed scrutiny as the Drug Controller General of India (DCGI) flagged numerous substandard drugs in September 2024. At the same time, an October 02, 2024, Business Standard report highlights an ongoing crackdown on such drugs by regulators. This article explores these contrasting developments, beginning with the September findings.

On September 22, 2024, multiple reports revealed that the DCGI, through the Central Drugs Standard Control Organization (CDSCO), identified 195 instances of substandard drugs, devices, and vaccines over three months. Popular brands like Shelcal 500, NICIP MR, and Pantocid were among the flagged drugs, affecting treatments for common ailments like hypertension and acid reflux. Major companies like Alkem, Sun Pharma, and Hetero Labs were implicated. The DCGI ordered the withdrawal of these drugs and called for stricter vigilance, highlighting ongoing issues despite regulatory frameworks being in place, which is known to all drug manufacturers, but still happening all over the county.

Industry Response: 

After the DCGI’s September 2024 report on substandard drugs, responses from pharmaceutical companies were mixed. Many large firms cooperated, taking corrective steps to comply with Good Manufacturing Practices (GMP) and tightening quality control. Some acknowledged the need for stricter oversight and preventive measures.

As happens mostly, there has been notable pushback from a portion of the industry, particularly smaller and mid-sized manufacturers. These companies argue that the stringent audits and frequent shutdowns due to non-compliance are creating significant financial and operational pressures.

Interestingly, some large manufacturers claimed that the faulty products were counterfeit or spurious. This makes the scenario even more complex. Although, both endanger patient lives.

Decades of regulatory failures persist, but at what cost? 

Back in June 2015, I highlighted that “Fake Drugs Kill More People Each Year Than Terrorism Over the Last 40 Years.” Shockingly, little has improved since then.

The problem is deeply rooted in nations with weak enforcement - India being a prime example. Alarmingly, the Ministry of Health has long downplayed this threat, as it appears now.

For example, even prior to that, in 2009, their “Report on Countrywide Survey for Spurious Drugs” grossly underestimated the issue, claiming only 0.046% of spurious and 0.1% substandard branded drugs. This underreporting reflects a dangerous “Ostrich Syndrome” among regulators, who continue ignoring this life-threatening crisis, leaving millions at risk.

The question I raised in this blog on October 12, 2015 2015 still haunts me today: “Does India produce ‘world-class’ medicines for all?” Effective checks and accountability are crucial to address this crisis.

To tackle counterfeit drugs, India needs a comprehensive strategy, such as:

  1. Strengthen Regulation: Stricter inspections, penalties, and GMP adherence.
  2. Leverage Technology: Implement digital tracking systems.
  3. Improve Coordination: Better agency collaboration and audits.
  4. Foster Industry Self-Regulation: Internal audits and regulatory partnerships.
  5. Raise Public Awareness: Educate consumers, protect whistleblowers.
  6. Adopt Global Standards: Align with international benchmarks.

Only with strong accountability can India safeguard drug safety.

While there have been reports of some progress, concerns remain:  

A Business Standard report from October 02, 2024, highlights a regulatory crackdown on substandard drugs. However, this raises critical questions about the true effectiveness of these efforts. Upon closer inspection, the report reveals limitations that warrant deeper scrutiny. These include gaps in data coverage, inconsistent inspections, and doubts about the sustainability of the actions taken, which cast doubt on how far-reaching and impactful this so-called crackdown really is.

Some of the notable flaws that I find in the report include:

  1. Lack of Comprehensive Data: The report focuses on inspected units, which represents only a small fraction of India’s vast pharmaceutical manufacturing sector, especially considering that 80% of India’s pharma units are micro, small, and medium enterprises that often escape the regulatory radar.
  2. Limited sample size could misrepresent the true scale of substandard drug production.
  3. Inconsistent Inspection Coverage: While the CDSCO has ramped up its audits, the inspection coverage appears uneven. Many smaller manufacturers, particularly those operating in less regulated states, may not face the same scrutiny as larger companies. This could skew the perception of improvement.
  4. Global Discrepancies: Despite claims of reduced international complaints, the report doesn’t fully address concerns like the recent ban on Indian-made antibiotics by Nepal, signaling that quality issues persist in exports.. This suggests a gap between domestic inspections and international quality standards. 
  5. Sustainability Questioned: The report emphasizes short-term regulatory actions, but long-term sustainability is unclear. Temporary shutdowns and corrective actions might not be enough to ensure lasting quality improvements, especially in an industry facing systemic issues like weak documentation and quality control in smaller firms 

In summary, while the report provides some optimistic updates, its credibility is limited by incomplete data, uneven enforcement, and questions about long-term impact. 

Is entity-centric accountability grossly missing in this area? 

Absolutely. The accountability of both regulators and pharmaceutical companies regarding substandard and counterfeit drugs in India has been alarmingly deficient for years. Despite recurring reports of poor drug quality, weak enforcement, and ineffective oversight persist. 

Regulatory bodies have failed to consistently hold companies accountable, allowing dangerous drugs to flood the market and endanger public health. This systemic neglect, coupled with inconsistent audits and lax penalties, has led to a crisis that remains unresolved even today. Thus, the following two areas, I reckon, need to attract greater focus:

  • Regulatory Gaps: The Central Drugs Standard Control Organization (CDSCO) has faced criticism for being reactive rather than proactive, with irregular inspections and delays in addressing violations. The weak enforcement of Good Manufacturing Practices (GMP) and insufficient penalties for violators have allowed substandard drugs to continue circulating.  
  • Pharma Companies’ Compliance: Many pharmaceutical companies have either ignored or downplayed the issue, sometimes blaming counterfeiters rather than addressing quality control lapses. While larger companies might cooperate after being caught, the lack of strict and consistent regulatory pressure has allowed many manufacturers to evade full accountability.

This lax accountability, both in the regulatory framework and among drug companies, has created an environment where the production and distribution of substandard and fake drugs continue to pose serious risks to public health in India. The need for stricter enforcement and transparent accountability is crucial for restoring trust in the system.

Conclusion:

Despite years of scrutiny, regulatory lapses in India’s drug industry continue to jeopardize patient safety. Weak oversight and inconsistent enforcement allow substandard and counterfeit drugs to flood the market, with deadly consequences.  

Regulatory bodies have failed to take firm action, and pharmaceutical companies are often not held accountable. As a result, millions remain at risk, and trust in the healthcare system is eroding. The cost of these failures is measured in lives, and without immediate reforms, the crisis will only deepen.

This underscores the point that the time for complacency has passed – India’s healthcare system and public trust demand swift, decisive action against counterfeit and low-quality drugs, with clear accountability and stringent punitive measures for violators.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

 

The Indian Drug Industry’s Looming Talent Crisis – A Recent Landscape

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India’s pharmaceutical industry, a global generics and drug manufacturing powerhouse, is facing a critical talent deficit. The shortage of skilled professionals is impeding innovation, drug development, and the industry’s overall competitiveness.

This challenge, exacerbated by recent industry dynamics, demands immediate attention to unleash the sector’s full potential. In today’s article, I shall dwell on this area.

Talent challenges and focus areas:

The industry is facing a significant talent crunch. Here’s a breakdown of the key challenges with recent, specific examples:

1. Skill Shortage:

The industry demands expertise in areas like regulatory affairs, data science for clinical trials, biosimilars, and gene therapy. However, the current education system and skill development programs haven’t kept pace with this evolving landscape.

Example: A 2023 report by TeamLease points out a growing demand for professionals with expertise in regulatory affairs, particularly, those adept at navigating international regulations for drug approvals. This is crucial as Indian companies increasingly target overseas markets.

2. The Great Resignation Impact:

Example: A 2024 article in The Economic Times highlighted a recent exodus of mid-level managers from several Indian pharma companies. The report cited factors like stagnant salaries, lack of growth opportunities, and a competitive job market as reasons for the increased job hopping.

3. Competition for Talent:

Example: A recent news piece in BioSpectrum Asia (May 2024) discussed the fierce competition for experienced professionals in the biosimilars space. Companies like Biocon and Reliance Life Sciences are aggressively hiring and offering lucrative packages to attract top talent in this rapidly growing field.

4. Lack of Industry-Academia Collaboration:

Example: A joint report by FICCI (Federation of Indian Chambers of Commerce and Industry) and Ernst & Young (2023) highlighted the growing gap between the skills taught in universities and the practical needs of the pharma industry. The report urged closer collaboration between industry and academia to ensure curriculum updates reflect current industry requirements.

5. Diversity Issues:

Example: A 2024 study by Express Pharma revealed that despite comprising a significant portion of the workforce, women hold only around 15% of leadership positions in the top 20 Indian pharmaceutical companies. This highlights the need for targeted initiatives to promote women into leadership roles.

In such a scenario, some may obviously ask, what is my recommendation or the ways some companies are trying to address this issue. Here below is my prescription:

A prescription – A Multi-Pronged Approach, with Indian examples: 

Re-skilling and Up-skilling:

Example: Dr. Reddy’s Laboratories, reportedly launched targeted training programs to equip existing employees with data science skills for clinical trial design and analysis. This approach empowers the current workforce and addresses the immediate skill gap.

Industry-Academia Collaboration:

Example: Lupin, as reported, partnered with IIT Delhi to establish a joint research center focused on drug delivery systems. This collaboration bridges the gap between academic knowledge and industry applications, better preparing graduates for real-world challenges.

Fostering Diversity and Inclusion:

Example: According to reports, Biocon’s “Women in Biopharma Leadership” program provides mentorship, training, and networking opportunities for aspiring women leaders. This initiative tackles the under-representation of women in leadership roles and unlocks the industry’s full talent potential.

As I discussed in my earlier article, ‘Diversity And Inclusion: A Missing Link For Indian Pharma‘ (June 25, 2018), the Indian pharma industry faces a critical talent shortage.

Building a Strong Employer Brand:

Example: Companies like Cipla can invest in employer branding initiatives to showcase their work culture, growth opportunities, and commitment to diversity. This can attract talent seeking a fulfilling career path and a positive work environment.

Leveraging Technology: Implementing AI-powered talent acquisition platforms can streamline recruitment processes and identify suitable candidates from a wider pool, including those from non-traditional educational backgrounds.

Conclusion:

By addressing these challenges through strategic investments in skill development, nurturing industry-academia partnerships, and fostering a more inclusive work environment, the Indian pharmaceutical industry can build a robust and future-proof talent pool. This will be equipped to drive innovation and ensure its continued success in the global market to maintain its competitive edge, sustainably.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

 

The AI imperative: Propels Purpose-driven Leaders Revolutionizing Patient Care

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The winds of change are blowing in healthcare! Artificial Intelligence (AI) is poised to revolutionize how we deliver quality care to everyone. As a recent ET Healthworld article (March 3, 2024) aptly stated: “AI and technology are going to be transformative. The only way we can provide quality healthcare for the masses of the country will be through technology.” This isn’t just a future possibility, it’s a necessity with the potential to bridge the gap and ensure everyone has access to the care they deserve.

Accordingly, the leadership game in the healthcare industry is also changing. Purpose-driven leaders are harnessing the power of AI and etching their ambitious goals into company DNA. Take a recent  PharmaTimes  article (March 26, 2024) where an AstraZeneca heavyweight declared, “‘we have a bold ambition to eliminate cancer as a cause of death.’” This isn’t just about treatments anymore; it’s about… very close to curing cancer for good. This exemplifies the ‘audacious purpose’ driving their oncology leadership – a vision light years beyond mere effectiveness and safety.

Forget business as usual, healthcare is embracing a revolution! For years, experts have been preaching the gospel of Purpose-Driven Leadership (PDL), especially in healthcare. Now, thanks to visionary leaders in international and national organizations, PDL is taking off at warp speed. This article dives deep into this exciting new frontier, exploring how purpose is reshaping the healthcare landscape.

What it means:

In pharma, leading with purpose used to mean putting patients first, driving ethical innovation, and building trust. Now,the AI era supercharges this mission. This isn’t just about purpose anymore – it goes much beyond. It’s about unlocking a healthier future through transparency, collaboration, and the power of AI. 

This area is now rapidly evolving:

The leadership purpose of the healthcare business has undergone a significant shift over the years, moving from a primarily profit-driven model to one that emphasizes a broader set of goals. Thus, I believe, purpose-driven leadership (PDL) isn’t a fad of the day – it’s a global health revolution. And India’s pharmaceutical industry is no exception! While mirroring the global trend, India’s PDL journey has some unique twists. Buckle up, because we’re about to fast-forward through decades of change and explore the nuances that set India apart. As I envisage, PDL has been evolving in India, broadly following the steps as indicated below:

Early Years (Pre-1970s):

  • Organizational Focus: Primarily generic drug production for domestic needs and exports.
  • Leadership Purpose: Meeting basic healthcare needs and establishing India as a “pharmacy of the world.”
  • Overall Impact: Made essential medicines affordable for many countries, but limited focus on R&D for innovative drugs.

From the beginning of the drug price control era (1970s-1990s):

  • Organizational Focus: Balancing generic production with increasing government support for R&D – mainly reverse engineering, with an eye on process-patent.
  • Leadership Purpose: Maintaining affordability of generics while fostering domestic innovation to fast replicate patented molecules of globally successful drugs.
  • Overall Impact: India became a major player in generics, but original drug discovery lagged.

Patent Regime Shift (With Patent Amendment Act 1999, 2002, 2005):

  • Organizational Focus: Expecting stricter intellectual property regime, increasing focus on branded drugs, especially by large domestic companies.
  • Leadership Purpose: Balancing affordability with profitability and encouraging domestic innovation for new drugs.
  • Overall Impact: Growth in Indian specialty and complex branded generics, including Biosimilar drugs, but concerns about rising drug prices for newer medications.

Current Era (2000s-Present):

  • Organizational Focus: Balancing affordability with patient well-being, access to medications, and establishing a cost-effective and balanced pathway for product and process innovation.
  • Leadership Purpose: Combining innovation with social responsibility and Patient-Centricity with an emphasis on affordability and public health initiatives.
  • Overall Impact: Increased focus on R&D for new drugs, affordability programs, and public health partnerships. However, challenges remain in balancing affordability with R&D investment.

Nevertheless, the winds of change have started blowing within the Indian pharmaceutical leadership, as well. Their purpose is no longer singular – it’s a multifaceted dance balancing affordability, essential for a vast population, with the need for ground-breaking innovation to meet the unmet need. This tightrope walk defines India’s pharmaceutical future, ensuring both accessible medications and advancements in healthcare.

Examples of PBL initiatives by international and Indian companies:

It is worth noting, while some companies might announce major partnerships or product launches related to AI in the drug industry, the underlying development processes often take place over several years. However, we can explore the purpose these leaders likely aim to achieve based on examples ferreted from the public domain:

International:

  • Pfizer & IBM Watson (Clinical Trial Matching Platform):

Purpose: Launched around 2016-2017, this initiative aimed to accelerate patient access to new treatments by streamlining clinical trial recruitment through AI-powered matching.

  • Sanofi & Google DeepMind (Protein Folding Simulations):

Purpose: Partnership, which most likely began around 2019-2020. This collaboration focuses on using AI to revolutionize drug discovery by allowing for highly accurate and efficient design of new medications.

Indian: 

  • Sun Pharma (AI-powered Chatbots):

Purpose: This initiative leverages AI to improve patient education and medication adherence, ultimately aiming to improve patient health outcomes.

  • Dr. Reddy’s Laboratories (AI for Drug Discovery):

Purpose: Their use of AI focuses on identifying promising new drug targets through advanced data analysis, aiming to accelerate drug development for unmet medical needs.

The way forward for Indian drug industry leaders:

Indian pharmaceutical leadership can leverage AI to:

  1. Innovate for patients: Develop targeted drugs and personalized treatments using AI-powered discovery and data analysis.
  2. Expand access: Optimize supply chains and fight counterfeits with AI for affordability and patient safety.
  3. Build trust: Use AI Chatbots for patient education and address concerns through social media analysis.
  4. Be ethical: Prioritize data privacy and transparent AI for responsible use. Comply with the Uniform Code of Pharmaceutical Marketing Practices (UCPMP)
  5. Collaborate for impact: Partner with AI experts and open-source initiatives to accelerate healthcare solutions for India.

This approach allows Indian pharmaceutical leadership to lead with purpose by putting patients first and leveraging AI for a healthier future.

The differences between the older and the AI Era:

The key differences between the old days and the AI era, in the steps Indian pharmaceutical leaders take towards leading with purpose, lie in the scale, speed, and precision achieved through AI:

Old Days:

  • Limited data: decision-making relied on smaller datasets, leading to fewer targeted solutions.
  • Manual processes: drug discovery, supply chain management, and patient education were labor-intensive and time-consuming.
  • Reactive approach: identifying patient needs and concerns often happens after the fact.

AI Era:

  • Massive data analysis: AI can analyze vast amounts of patient data, genomics, and healthcare information, leading to more precise drug targets, personalized treatments, and proactive solutions.
  • Automation and optimization: AI automates tasks and optimizes processes, accelerating drug discovery, supply chain management, and patient communication.
  • Predictive capabilities: AI can analyze data to predict patient needs and identify potential issues before they arise, allowing for a more proactive approach.

Essentially, AI empowers Indian pharmaceutical industry leaders to move beyond traditional methods and achieve their purpose goals with greater efficiency, precision, and impact.

Conclusion:

Now is the time to forget the old limitations! AI is a game-changer for the Indian pharmaceutical industry’s mission to improve healthcare for all fueled by PDL. Here’s how:

  • From blind guesses to laser focus: AI analyzes mountains of data to pinpoint precise drug targets and personalize treatments, leaving limited information in the dust.
  • Slowpoke to speed demon: AI automates tasks and streamlines processes, accelerating drug discovery and patient communication at warp speed.
  • Playing catch-up to leading the charge: AI predicts patient needs and flags potential problems before they arise, enabling a proactive approach that revolutionizes healthcare.

This isn’t just leading with purpose anymore; it’s unleashing the power of purpose-driven healthcare solutions that will delight patients with their outcomes. Thus, I reckon, with AI, propelled by its leadership’s inclination and drive, Indian pharmaceutical companies can deliver better healthcare solutions faster and with a much greater impact.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Harness Patients’ Quest For Trusted Information From Cyberspace

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The controversy surrounding patients’ looking for health information online is virtually an ongoing one, for various reasons. Interestingly, it has been continuing at an accelerating pace for a long time. For example: “Eight in ten internet users have looked for health information online, with increased interest in diet, fitness, drugs, health insurance, experimental treatments, and particular doctors and hospitals,” reported Pew Research Center way back on May 17, 2005.

Nearly a couple of decades later, yet another research study, Reuters Events (Pharma & Healthcare) on July 12, 2023, reiterated the same, especially focusing on the role of drug companies in this fast-evolving scenario. It said, “Patients are increasingly having to research their own health needs. Pharmaceutical companies can help fill in information gaps for patients to protect trust in the healthcare sector.”

One may easily brush aside this trend, ascribing it as merely a western phenomenon, but probably at one’s own peril. In this article, therefore, I will discuss this issue against a contemporary Indian backdrop – in search of ways and means to leverage this opportunity through the pharma industry. Let me begin with contemporary Indian examples, as available in the public domain, giving a sense of the ground situation in this space.

Are Indian patients also increasingly trying to get online disease information?

Here below are some examples of recent studies confirming more patients are now seeking disease-related information online, before meeting their doctors:

  • A 2022 study by the Indian Medical Association found that 72% of Indian patients do some research on their condition online before meeting their doctor.
  • A 2023 survey by the Federation of Indian Chambers of Commerce and Industry found that 65% of Indian patients believe that it is important to be informed about their condition before meeting their doctor. 
  • A 2023 report by the National Health Portal of India found that the number of visitors to its website seeking information about diseases and conditions has increased by 20% in the past year. 

These are just a few illustrations that reinforce the ascending trend of Indian patients’ seeking out disease related online information, just as in other parts of the world.  

Any benefits to patients’ seeking such information online?

In my view, there are several benefits to patients seeking disease-related information before meeting their doctors, such as:

  • Patients can come to their appointment better prepared. By doing their research ahead of time, patients can come to their appointment with a better understanding of their condition, the different treatment options available, and what to expect. This can help them to make more informed decisions about their care. 
  • Patients can ask better and more relevant questions. By having a good understanding of their condition, patients can ask their doctor more specific and informed questions. This can help them to get the most out of their appointment.
  • Patients can feel more confident and empowered. By being informed about their condition and treatment options, patients can feel more confident and empowered to take control of their own healthcare. 

Is this a healthy trend that deserves to be encouraged?  

From a large number of studies, it appears that the increasing number of patients seeking online health and disease information has both pros and cons.

Pros: 

  • Patients can become more informed about their health and conditions. This can lead to better communication with doctors and more informed decision-making about treatment.
  • Patients can access information from a variety of sources, including medical websites, patient support groups, and social media. This can be especially helpful for patients with rare or complex conditions. 
  • Patients can find information that is tailored to their specific needs and interests. For example, they can find information about their condition in their native language or about treatment options that are available in their area. 

Cons:

  • The quality of online health information can vary widely. Some websites are more reliable than others, and it can be difficult for patients to assess the credibility of the information they find online. 
  • Patients may misinterpret information they find online or apply it to their own situation incorrectly. This can lead to anxiety, confusion, and even harmful health decisions.
  • Patients may delay seeking medical attention if they are self-treating based on online information. This can be dangerous, especially for patients with serious or life-threatening conditions. 

Overall, the pros of patients seeking online health and disease information outweigh the cons. However, it is important for patients to be aware of the potential risks and to take steps to ensure that they are getting accurate and reliable information.

Points to consider for patients who are seeking online health and disease information:

  • Use reputable sources, such as websites from government agencies, medical organizations, and universities. Here pharma companies can also play a very meaningful role. In this context, I also wrote an article on December 17, 2018 titled - Rewriting Pharma Strategy For ‘Doctor Google’ Era.
  • Be critical of the information you find online and don’t take it all at face value. Check multiple sources and talk to your doctor to confirm what you’ve read. 
  • Don’t use online information to self-diagnose or self-treat. If you have any concerns about your health, see a doctor. 
  • Patients can also talk to their doctor about how to use online health information safely and effectively. 

Role of pharma companies in this area:

As I mentioned above, pharmaceutical companies can play an important role in helping patients get credible online information on healthcare and disease information. The following are some of the many things they can do:

  • Create and maintain high-quality websites and social media pages that provide accurate and understandable information about diseases and conditions, treatment options, and clinical trials. These websites and pages should be easy to navigate and should be updated regularly with new information. 
  • Partner with other organizations, such as patient advocacy groups and medical associations, to develop and distribute educational materials about diseases and conditions. These materials can be made available online and offline.
  • Support research on how to best communicate health information to patients. This research can help pharmaceutical companies develop more effective ways to reach patients with credible information. 

Some global and Indian examples:

1. Some recent global examples of pharmaceutical companies taking steps to help patients get credible online information on healthcare and disease information:

  • Pfizer: In 2022, Pfizer launched a new website called “Pfizer Rx Path” that provides patients with information about their medications, including how to take them, potential side effects, and interactions with other medications. The website also includes a tool that allows patients to search for clinical trials for their condition. 
  • Novartis: In 2023, Novartis launched a new social media campaign called “#NovartisAnswers” that aims to provide patients with answers to their questions about diseases and conditions, treatment options, and more. The campaign features a series of videos and blog posts that are created in collaboration with medical experts. 
  • GlaxoSmithKline: In 2023, GlaxoSmithKline partnered with the patient advocacy group “Parkinson’s UK” to develop a new educational website about Parkinson’s disease. The website provides patients with information about the disease, its symptoms, and treatment options. It also includes a forum where patients can connect and share their experiences. 

By taking these steps, pharmaceutical companies can play an important role in improving patient health outcomes.

2. Some recent Indian examples of domestic pharmaceutical companies taking steps to help patients get credible online information on healthcare and disease information: 

  • Sun Pharmaceutical Industries: In 2022, Sun Pharmaceutical Industries launched a new website called “Sun Pharma Health” that provides patients with information about a variety of diseases and conditions, including COVID-19, diabetes, and cancer. The website also includes a section on “Patient Resources” that provides patients with tips on how to manage their health and medications.
  • Dr. Reddy’s Laboratories: In 2023, Dr. Reddy’s Laboratories launched a new social media campaign called “Dr. Reddy’s Health Talk” that aims to provide patients with answers to their questions about diseases and conditions, treatment options, and more. The campaign features a series of videos and blog posts that are created in collaboration with medical experts. 
  • Cipla: In 2023, Cipla partnered with the patient advocacy group “Diabetes India” to develop a new educational website about diabetes. The website provides patients with information about the disease, its symptoms, and treatment options. It also includes a section on “Living with Diabetes” that provides patients with tips on how to manage their diabetes and live a healthy life. 

By taking these steps, Indian pharmaceutical companies can also play a very important role in improving patient health outcomes in India.

In addition to the above examples, many Indian drug companies are using social media platforms like X (Twitter) and Facebook to educate patients about diseases and conditions. They are also partnering with doctors and other healthcare professionals to create informative content about healthcare. For example, in 2022, the Indian Pharmaceutical Alliance (IPA) launched a campaign called “IPA Health Talk” on Twitter. The campaign aims to provide patients with accurate and timely information about a variety of health topics. The IPA also partners with doctors and other healthcare professionals to create and share informative content about healthcare on its social media channels. 

These initiatives by Indian pharmaceutical companies are expected to help improve access to credible information on healthcare and disease for patients in India. Such endeavors are now well poised to increase manifold in the years ahead.

Conclusion:

Patients’ quest for trusted information from cyberspace is valuable because it can lead to better health outcomes. By having access to information about their conditions, treatment options, and clinical trials, patients can make more informed decisions about their healthcare. They can also become more empowered to advocate for themselves and to get the care they need.

However, it is important for patients to be aware of the potential risks of seeking health information online. The quality and accuracy of this information can vary widely, and it can be difficult for patients to assess the credibility of the information they find online. Patients should also be careful not to misinterpret information or to delay seeking medical attention if they are self-treating based on online information. 

Overall, the value of patients’ quest for trusted information from cyberspace outweighs the risks. By being informed and critical of the information they find online, patients can use cyberspace to improve their health and well-being.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.