Inside the Minds of Biotech & Life Sciences leaders

• •acknowledging and adapting to cultural differences in teams
• •achieving radical transparency in food origin
• •understanding challenges in managing massive scientific data
• •attracting top data scientists and talent
• •measure inclusion with core questions

+10 more PRO

• •the challenge of ensuring transparency and ethical use of ai
• •closing schools is socially destructive, hurts economy and students
• •students/academics have no money for software
• •anti-science propaganda discredits major scientific concepts and scientists
• •communication issues within large projects and teams

+10 more PRO

• •relative elimination of measles (historical example)
• •shipping new drug out to market (customer's ultimate goal)
• •ability to give voice to innovation or ideas
• •customer story proof points demonstrating value delivery
• •experiments completed within 48 hours (cycle time)

+10 more PRO

• •the three m's (moment, metric, motion) - evaluating product and market fitNew
• •infrastructure-agnostic solutions: developing technologies that work where traditional infrastructure (like cold chains) is absent
• •statistical reliability: placing many orders to test supplier reliability over individual, infrequent purchasesNew
• •curiosity and open-mindedness - engaging with novel science and interventions like physics-based approaches
• •biomarker-driven patient recruitment - recruiting patients based on a specific marker (e.g., gene mutation) more likely to respond

+10 more PRO

• •only facilitating meetings as a project manager (not bringing expertise)
• •getting too hung up on what 'should be doing'
• •cfo not understanding new technologies like ai
• •inability to sell due to external crises (war, lockdowns)New
• •belief that employment is inherently safer or more secure

+10 more PRO