> **来源：[研报客](https://pc.yanbaoke.cn)** ```markdown # AI in Healthcare, Life Sciences and Pharma: A Summary ## Core Content This report explores the transformative impact of artificial intelligence (AI) on the healthcare, life sciences, and pharmaceutical sectors. It emphasizes the need for organizations to adopt a dual focus on technology and talent to remain competitive and patient-focused in the AI era. ## Main Findings ### AI's Role in the Industry - AI is reshaping the entire value chain, from R&D and diagnostics to manufacturing and clinical trial recruitment. - It has the potential to enhance human capability and make the industry more patient-centric by reducing repetitive tasks. ### Employee Perspectives - **86%** of employees are flexible and willing to adapt to AI in the workplace. - **73%** believe AI is creating more jobs. - **61%** say AI is evolving existing roles. - **Only 37%** of employees can confidently measure the impact of their work. - **Only 32%** feel actively involved in how AI is reshaping their work. ### Leadership and Training - **Only 44%** of leaders have participated in a tailored AI training program in the last year. - **Only 13%** of organizations are considered future-ready, with significant gaps in AI policy, training, and employee engagement. - **42%** of organizations lack an AI policy, leaving employees to decide how to use the technology. ### Workforce Impact - AI is expected to reduce the number of people required for certain tasks but also to create new hybrid roles that require both digital fluency and scientific expertise. - Employees need more training and support to effectively use AI tools. ## Key Challenges - **Workforce Trust:** Employee trust in AI is low, scoring 4.0/10, below the global average of 4.5. - **Leadership Capability:** Leaders are often unprepared to guide the AI transformation, lacking the necessary skills and training. - **Mobility and Adaptability:** Only **39%** of organizations offer alternative career pathways beyond traditional hierarchies, limiting agility in fast-changing environments. ## Opportunities for Future-Ready Organizations AI can be a powerful bridge to opportunity, but it must be implemented responsibly and with a human-centric approach. The report highlights five essential steps to build future-ready organizations: ### 1. Build Trust with Employees - Explain the purpose and impact of AI. - Involve employees in job-redesign discussions. - Educate on data protection and ethical standards. - Enhance transparency in AI governance and implementation. ### 2. Build Digital Fluency from the Top Down - Invest in leadership development. - Equip leaders with AI capabilities. - Measure upskilling efforts and align them with leadership incentives. - Promote digital fluency across management teams. ### 3. Support Talent to Upskill and Adapt - Guide employees in developing new skills. - Encourage experimentation and upskilling. - Provide clear, transparent guidance on career paths. - Promote non-linear career mobility and continuous learning. ### 4. Strengthen Data Foundations - Ensure AI tools are based on reliable, accurate data. - Use AI for personalized training and career development. - Balance agility with human-centric values. - Leverage workforce analytics for strategic planning. ### 5. Measure Progress - Establish clear metrics for AI adoption and impact. - Track employee engagement and skill development. - Refine AI strategies based on data-driven insights. - Monitor workforce trust and readiness alongside AI initiatives. ## Conclusion The report concludes that the most successful organizations in the AI era will be those that lead with humanity, placing people at the center of their transformation. AI should be seen as a tool to enhance human potential, not replace it. Organizations that close the gap between AI ambitions and employee readiness will gain a clear agility advantage and be better positioned for long-term success. ```