search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
IN PARTNERSHIP The CRO of tomorrow


As the industry grows exponentially, contract research organisations (CROs) must rise to the challenge of adapting to a changing landscape, says Alan Morgan, CEO of Excelya.


E


xperts estimate the contract research organisation (CRO) industry is set to increase by up to 10% per annum year


 exponential growth for the industry, it is also paramount that we acknowledge and adapt to the challenges that CROs face in this dramatically changing landscape. CROs must be agile, tech-smart and sustainable in order to remain relevant. It’s no secret that trials are becoming more and more complex, and that staff resourcing is becoming  behind when it comes to innovations, and they must be able to attract and retain the best talent in a highly competitive market. In this changing landscape, how does a CRO cut through the noise of its competitors and rise to the challenge of carving out its place in the clinical trial industry of tomorrow?


Change as an opportunity The anticipated growth of the CRO industry is a symptom of a drug and medical device industry that’s in acceleration mode, largely  knowledge and innovation across the spectrum of drug development. In this context, expansion is a double-edged


sword, as it risks creating a personnel resource  in the marketplace. More business demand, but with the same number of clinical research associates (CRAs) in the market, could prove challenging for CROs who do not nurture their talent pool or attract the best talent. With an impressive company culture and


over 900 team members globally, at Excelya we believe that our people are our biggest asset. We have focused on making Excelya a genuinely great place to work, and with 93% of our reviewers on Glassdoor claiming that they


62 | Outsourcing in Clinical Trials Handbook


would recommend us to a friend, the results speak for themselves.


Change is good At Excelya, we have invested heavily in our people power and tech portfolio, especially over the past three years. By making acquisitions of  expertise, we have been able to mature our offering and globalise relatively quickly. We have also onboarded best-in-class  Veeva to ensure that we are at the forefront when it comes to tech. The aim is to accelerate set-up time while simultaneously decreasing cost and timelines without negatively impacting quality. This, in a nutshell, is Excelya’s tech philosophy.


The need for improved tech and the digitalisation of expertise was largely in reaction to the arrival of the EU’s General Data Protection Regulation (GDPR) obligations, as well as the industry-wide acceleration of the influence of technology in the wake of the coronavirus pandemic. With remote monitoring becoming a requirement and distance working becoming the  become increasingly interwoven with our processes and requirements.


Flexibility is paramount With the variety of protocol complexities and designs from one trial to another, sponsors are looking for CROs that offer flexibility, in terms of operational delivery, patient recruitment strategies and technology solutions.  longer relevant for clinical trials and sponsors going forwards. Excelya offers our clinical trials outsourcing


 


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100