Artificial intelligence (AI) is proving to be a remarkable innovation in recruitment. AI-driven algorithms analyse data to identify patients most likely to benefit from a particular trial. This targeted approach saves time and resources and improves the match between patients and trials. AI-powered platforms exist that can search through electronic health records (EHRs) to find patients who meet specific trial criteria. That is only one piece of the puzzle, though. We also require these tools to support engagement and foster relatedness. With a combination of approaches, these tools can also reduce disparities by enabling diverse populations to identify research studies that resonate and give them an opportunity to participate. AI leverages predictive analytics to create opportunities for underrepresented groups to be included in critical research.
Real-world applications have shown impressive results. The Journal of the National Cancer Institute published a compilation of 10 cancer trials from the US, Europe, and Australia that used AI tools for recruitment. 4 of the studies reported on time savings from AI recruitment, and all 4 noted substantial time savings. All studies seem to conclude that AI-based systems are efficient and reliable, with generally concordant results to gold standard manual screening. These gains reflect the transformative potential of digital integration within clinical research. AI also supports patient retention. Machine learning models can predict participants at risk of dropping out and allow coordinators to implement timely interventions.
Yes, generative AI pilots have shown promise, but for the technology to deliver business value in the life sciences industry, organisations need to rethink how they scale it. In July 2023, researchers at the McKinsey Global Institute estimated that gen AI could unlock between $60 billion and $110 billion a year in economic value for the pharmaceutical and medical products industries, boosting productivity and innovation in domains across the industry’s value chain—from how new treatments are discovered to how they are marketed and administered by physicians. Six months later, McKinsey experts dug deeper into those numbers and uncovered more than 20 use cases with the potential for near-term impact.
Now, with gen AI use cases proliferating across the business community, McKinsey experts decided to find out how much progress life science organisations have made in capturing this value. In late summer 2024, they surveyed more than 100 pharma and medtech leaders responsible for driving their organisations’ gen AI efforts. All respondents report having experimented with gen AI, and 32 percent say they have taken steps to scale the technology. But only 5 percent say they have realised gen AI as a competitive differentiator that generates consistent and significant financial value.
So what does a successful gen AI initiative look like? Consider one life sciences company that recognised the gen AI opportunity early and embarked on a holistic transformation across domains. Company leaders convened a C-level task force to steer the overall gen AI strategy, set up governing bodies across the R&D, commercial, medical, and operations domains, and asked each domain to prioritise one use case with high-value potential for C-level sponsorship. The company then ran proofs of concept with an eye toward scaling, using its early experiences to organise reusable components into domain-specific platforms. The technology and business teams partnered from the outset, ensuring that all gen AI solutions addressed priority business needs and helped drive the process changes needed to spark adoption and deliver value. In the meantime, the company engaged ecosystem partners to bring in learnings and assets from across the life sciences industry and beyond and built stage gates to focus resources on partnered solutions that were ready to scale across therapeutic areas and geographies.
Leaders shaped a compelling change story focused on how gen AI solutions were intended to augment rather than replace employees by helping them deal with increasing workloads, and used change management teams to help drive a successful rollout. They provided white-glove support for initial users and deployed these early adopters as change ambassadors to build bottom-up momentum. Impact metrics were defined, tracked, and reviewed at regular governance meetings to ensure gen AI initiatives remained on track to scale and deliver business impact.
This experience doesn’t have to be an outlier. Leaders of life science organisations should understand that capturing the potentially transformative value of gen AI requires more than experimentation and individual use case deployment. It demands strategic integration into the organisational fabric. In the next chapter of the gen AI story, organisations should take an intentional approach to align with business strategy, scalability, and sustainability. This pivotal moment is an opportunity for life sciences leaders to effect transformational change, revolutionise drug discovery and patient care, and drive meaningful bottom-line results. Now let’s look at some digital tools besides AI that simplify and increase trial participation.
Let’s be honest, the way in which we have designed and executed trials has excluded many patients, and in numerous cases unnecessarily, and the cause is often logistical challenges. Digital advancements now offer practical solutions to improve accessibility and include a diverse range of participants. The industry can use these technologies to overcome barriers to groundbreaking treatments and offer equal patient trial access.
One of the most promising areas for improvement is digital trial patient tools that streamline participation and simplify processes. Tools like telehealth platforms and mobile apps give patients the ability to engage remotely and on their terms and minimise the strain of travel or rigid schedules.
Digital tools also offer patients a way to participate without feeling overwhelmed by complex trial processes. They provide transparency and allow individuals to make informed decisions about their involvement. The integration of these tools increases compliance and retention rates for trial sponsors and reduces the financial implications of participant dropouts. This mutual benefit underscores the importance of a tech-first approach in today’s trials.
Traditional enrolment processes are often cumbersome and involve multiple visits to clinical sites and time-consuming paperwork. Digital platforms automate many administrative tasks and offer self-service portals for patients. eConsent platforms simplify informed consent and give participants the option to review and sign documents electronically.
Remote monitoring tools allow participants to share real-time health data without having to schedule or travel to an in-person visit. This significantly reduces logistical burdens and makes trials accessible to those in remote locations. A 2017-2019 study on the effect of telemonitoring on the rate of dropout after one year during home non-invasive ventilation revealed that digital monitoring reduced dropout rates by 21.4%. Of course, telemonitoring has come a long way from these statistics as this study was done before the COVID-19 pandemic, which accelerated the world-wide adoption of telemedicine as a more practical medium for healthcare.
Patient dashboards provide a centralised platform where participants can track their trial journey. They often include reminders, medication schedules, and channels for direct communication with trial coordinators. These tools keep patients informed and engaged and cultivate trust and long-term participation.
Telemedicine has further expanded accessibility. Participants can save time and reduce the need to travel by consulting with clinicians online. This is especially practical for individuals with mobility issues or those who live in areas with limited healthcare options. Studies show that the use of remote monitoring in the care of cancer patients has shown a significant reduction in the mortality rate compared to standard care.
Equity is crucial for populations excluded from research due to socioeconomic or geographic barriers. Digital innovations address this disparity by providing patient trial access to those who were previously left out. Virtual trials allow individuals to participate without leaving their home and makes participation feasible for those living far from trial sites.
Multilingual digital interfaces and culturally adapted materials provide inclusivity for diverse populations. One story involved a trial using a bilingual app to engage Spanish-speaking patients and resulted in a 40% increase in enrolment from this demographic.
The flexibility of digital solutions also benefits those who balance demanding schedules or caregiving responsibilities. Mobile-friendly platforms allow participants to record symptoms or complete surveys when they have time. Adaptable trials accommodate the realities of participants’ lives and provide greater inclusivity.
The most advanced digital tools are ineffective if patients are not aware of them. Digital outreach is essential to raise awareness and drive trial participation. Social media campaigns, targeted email marketing, and online forums are valuable tools to reach patients.
Collaboration with patient advocacy groups also builds trust and makes sure outreach efforts resonate with specific communities. A partnership between a diabetes-focused trial and an advocacy organisation developed culturally relevant marketing materials and resulted in higher engagement rates.
Another practical solution leverages patient registries to share information about upcoming trials. Combined with chatbots, these registries provide instant responses to patient inquiries and streamline enrolment.
Video content is a powerful medium for outreach. Educational videos that explain trial benefits, processes, and safety measures demystify participation for hesitant individuals. On platforms like YouTube, these videos reach a global audience and expand the pool of potential participants.
Improving trial accessibility requires innovation and collaboration. Digital trial patient tools have the potential to transform how trials are conducted and boost inclusivity and efficiency. The industry can embrace these technologies to reach broader populations and maintain high-quality data collection.
Keith Berelowitz is the Founder of trialport, a company redefining patient engagement and retention in clinical trials using living experience, proven methods, and AI.