How do I advance my data and technology to enable my organization and deliver stronger customer and workforce experiences? Explore the crucial link between modern data and systems and elevated experiences in this blog.

What separates an organization with skilling initiatives, versus a skills-first organization? And why is the latter key to overcoming today's workforce roadblocks and building a strong leadership pipeline, regardless of market uncertainty? Find out in this first installment of our blog series.

Becoming an AI-enabled enterprise isn’t a journey that proceeds in a straight line to a defined destination. Instead, it requires testing a hypothesis and adjusting along the way. And it proceeds in three phases—from experimentation to acceleration to orchestration—each of which requires more organizational confidence and momentum than the last.

To harness the transformative power of AI in your business, it's not as effortless as using an app or following an artist. Maximizing its potential requires more than just surface-level exploration. You need to embrace AI's "five first" to unlock its full capabilities.

In the post-Covid—but still incredibly uncertain—business environment, how are you working toward operational excellence?

Today, siloed overspecialization allows for isolated, high-risk activities, inhibiting the adaptation and continuous re-prioritization of talent. To mobilize for the future, companies must redesign how they manage talent to enable the nimble, data-driven choreography of capabilities. We explore in this blog.

When it comes to the workforce, the emerging hybrid workplace presents a pressing transformation imperative. To address it, business leaders need to evaluate and configure a set of integrated digital capabilities that power collaboration, advance employee skills, and strengthen security—anywhere employees choose to work. At North Highland, we call this set of capabilities the digital core.

To kick start a cycle of continuous transformation, companies need to configure systems and structures that enable them to adapt. Making these systems and structures work together effectively starts with culture, which includes attitudes, values, and beliefs reflected in ways of behaving and working.

With all the disruption of the past year, the pharmaceutical industry’s future strategic course is sure to bring many twists and turns. Despite the unknowable future, one thing is certain: learning agility is an indispensable tool that can help medical affairs leaders answer the call to become more adaptive, strategic business partners.