Scientific work is changing rapidly – here are four aspects science-based companies should take into account

Something I love about my job are the many opportunities to meet scientists and discuss the projects they are working on. At Merck, more than 7,000 people work in R&D. It’s always inspiring for me to learn more about their new concepts and ideas in fields such as pharmaceuticals, biotechnology and materials science. After all, I started my professional career in a laboratory many years ago.

One thing that often comes up in our conversations is the staggering rate at which scientific work is changing these days. Knowledge is broadly accessible. Equipment costs are falling. Cloud-based working is becoming increasingly popular. And the increasing democratization of cutting-edge technologies, such as CRISPR, is putting powerful scientific tools into the hands of the research community at large. Moreover, technologies such as big data analysis, artificial intelligence (AI), automation, robotics, 3D-printing, and blockchain transform how research is done.

In light of these changes, we often discuss how science-based companies can stay successful. In my view, four aspects are key.

1. Collaborate with leading institutions and hidden champions

Science is teamwork, today more than ever before. At Merck, we are lucky to have a great team of curious scientists with all kinds of backgrounds – chemists, biologists, data scientists and many more. We’re bringing these people together in our Science Network, which offers a great platform for jointly generating new ideas and kicking off projects across sector boundaries. No doubt, collaboration must start at home – but it can’t stop there.

Science-based companies need to be well-connected with the leading research institutions. It’s critical to collaborate with top scientists – and to be part of the world’s most important research ecosystems, for example in the United States, in China or in Israel. Yet at the same time we have to pay heed to the fact that science is global, and that excellent research is being done on all continents.

Besides this, those of us who work in large organizations should not misinterpret scale for stability. Because in today’s fast-paced environment, the size of an organization is losing a lot of its relevance. It’s the speed of learning that counts. Collaboration should therefore always include the small and emerging players that are driving the change in their disciplines.

2. Combine different modes of innovation and working

Today, established companies must grow their existing business and build entirely new ventures – all at the same time. That’s much easier said than done. We have to combine well-established modes of incremental innovation with new disruptive forms. At Merck, we are of course investing a lot to advance R&D in our business sectors. Yet at the same time, we have established new formats such as our Innovation Center, where our employees can team up with external partners to build new businesses beyond the scope of our current activities.

We not only need to combine different modes of innovation but also different modes of working. Natural scientists work to the highest scientific standards. Data and IT experts rely on methods like pattern recognition and agile approaches. Combining these different modes of working can cause friction in the short-term, but I am convinced that in the end, all partners will benefit.

3. Exploit the value of data – in an ethical manner

The amount of data available for science is growing rapidly every day. Just one example: The internet of things will create entirely new ways of gathering real-world data. The challenge for science lies not so much in collecting this data, but in mining and analyzing it properly. Making sense of it and drawing the right conclusions is what matters most.

Artificial intelligence technologies such as machine learning have already entered the lab. Approaches like computational modelling will help to predict experiment outcomes and reduce testing work – allowing scientists to focus more on creative tasks. Companies must drive this change, even if not all new technologies immediately live up to their promise.

In my view, there is one more key task in this regard for everyone involved in research, from academic institutions to corporate labs: Together, we must do everything we can to promote and ensure data safety and security – both via strong legal frameworks and rigorous standards of our own. We should not risk letting public mistrust of data-based research threaten scientific progress. Responsibly handling data is key to maintaining and strengthening trust in science.

4. Empower and celebrate scientists

Technology is transforming scientific work. Yet one thing will not change: In the end, excellent scientists make all the difference. Most scientists I know are passionate about their work. Therefore, every leader, from board members to the lab heads, should guard and nurture people’s enthusiasm. That means providing an inspiring direction, fostering a culture that allows researchers to take calculated risks, and of course recognizing those who are achieving great things. I always emphasize that we must celebrate successful scientists like rock stars. Why? Because they’re the ones who are developing the products patients and customers need and creating the solutions that drive human progress.

In my view, science-based companies that pay heed to these four aspects can face the future with confidence. What do you think? What should research-based companies do to stay competitive in light of the fundamental changes in scientific work?