Leading through Digital Disruption

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 Executive Summary

This report sheds light on a comprehensive analysis of digital transformation in a drug discovery and development company Insitro and how they can improve such developments with better and cohesive knowledge. Those are included with capturing insights regarding current market trends and tools to appraise industrial concerns along with techniques to make faster decisions. Moreover, this report also articulates creative and tech-driven pathways for enabling digital-ready cultures across that organisation by a proliferation of collaborative efforts and accurate leadership traits.


This report focuses on Insitro who are undergoing a digital transformation and required support to analyse current industrial trends to make such exchanges successful.

Task 1: The Case for Change

Insitro is a machine-learning driven company that specializes in discovering and developing drugs effectively and efficiently. It has been noted that the drug discovery market is growing day by day and it is expected to be valued at 71 billion U.S. dollars by 2025 (statista.com, 2020). In 2016, the value of the drug discovery market stood at 35.2 billion U.S. dollars which emphasised the largest segment of small molecule drug discovery. By 2025, those segmentations are being forecasted to reach 48 billion U.S. dollars. On the contrary, Laetsch et al. (2020) argued that drug development segments also pose challenges in prevalence of difficult-to-drug targets. Additionally, increasing cost and lack of knowledge are posting threats in drug developments which are insufficient to maintain a high rate of clinical trials.

In the case of Insitro, its founder and CEO, Daphne Kollar aims to pave incredible medical advances for transforming its ability to treat and cure patients. Due to the complicated infrastructure of drug discovery and development mechanisms and pressure of expensiveness patients are leaving with less or ineffective therapies. That is why Insitro has developed machine-learning algorithms in order to enable their business and personal efficiencies for providing breakthrough solutions to clients (insitro.com, 2021). Through the aid of such digital disruptions, Insitro aims to leverage modern biological tools to generate high-quality and large data sets for unleashing the full potential of modern computational approaches.

Instead of depending on limited sources of data optimised by R&D paradigms, Insitro visualizes to create a unique culture. Hence, it would be beneficial for them to unify individuals from diverse backgrounds to gain high success rates at lower costs. In terms of key threats, lack of accurate prediction can lead Insitro to encounter ameliorate challenges in its pharmaceutical value chain (insitro.com, 2021). That is why this company has developed Vitro models with the help of machine-learning algorithms but their over-dependency on data pipelines and automation infrastructure can pose those risks in future.

Task 2: Capture Insights

Digital technology such as integration with e-portals including social media pages would be an effective tool for Insitro to become more insightful regarding the existing market environment. Iankova et al. (2019) noted that social media challenges provide abundant opportunities to modern businesses to engage with dialogue and the notion of marketing through which better visibility can be attained. That is why 77.6% of businesses are using social media platforms to not only promoting their business but also to create brand awareness among their target adherence. Hence, it would be quite beneficial for Insitro to have social media platforms to know what is going on in the market in the safest and fastest way.

Adversely, Helal et al. (2018) noted that social media is a good way to send messages across and share information with target audience. In that sense, Insitro would be able to collect adequate and relevant information regarding its macroeconomic factors and current trends in market along with competitors’ backgrounds sufficiently. For instance, Nestle is a consumer food manufacturing brand that started using multiple Facebook pages and obtained Twitter feeds back in 2010 which helped them to become aware of consumer behaviours. Based on that conceptualisation, Insitro can establish sophisticated social media monitoring capabilities making its own Digital Acceleration Team (DAT) who would be responsible to streamline real-time information regarding salient developments and trends.

Adversely, Udanor and Anyanwu (2019) argued that social media is a controversial platform where people not only impose cognitive notions but also gives hate speeches which may cause combats or irrelevant arguments. In that case, it would be challenging for Insitro to attain required knowledge within a short pace due to facing a lack of accuracy and authenticity in finding actual data. SurveyMonkey would be useful for them to conduct free online surveys after selecting a few respondents from the market which would be suitable for their back-end programs and incorporation of data analysis (Abd Halim et al. 2018). Using those portals would leverage Insitro to gather meaningful responses regarding current market trends and their key information about their major competitors at a lower cost.

For instance, firms like TerraCycle, The American Red Cross and Whole Foods Market use SurveyMoney to accommodate relevant information directly from the market in respect to the surrounding circumstances. In order to assess theoretical approaches, Insitro can also attain PESTLE analysis and Porter’s Five Forces framework to determine key industrial players to approach them for collaboration or partnership.

Task 3: Make Fast Decisions

It is crucial and extremely important for firms to make decisions based on their evaluation about their next move. Hence, it would be beneficial for them to surge their sustainable growth in their respective market and attain extensive competitive advantages to mitigate the pressure of external rivals. As viewed by Turan et al. (2019), qualified decision-making outcomes enable effectiveness in management through which firms can solve their problems, assess required resources and achieve corporate objectives. Hence, due to being a new company, Insitro would be able to enhance its professional development while executing commitments in practical landscapes.

Insitro raises $143 Million To Bridge cutting-edge biology and AI in making decisions for accomplishing their goals of meshing data and life sciences (forbes.com, 2019). In that case, it has been viewed that they have taken a long time to conclude such results in order to make accurate decisions for the upcoming future. Hence, it can be advised that implementing a digital twin warehouse in Insitro’s pharmaceutical supply chain would leverage this AI-based company to make fastest, optimised, agile and cost-effective decisions. For instance, DHL has implicated such digital twins in their supply chain management of warehouses that led them to obtain real-time data and map changes instantly (dhl-freight-connections.com, 2019).

In terms of benefits, that perfectly controlled warehouse based on high tech would aid Insitro to constitute virtual representations and also allow them to evaluate it. Apart from that, such technological disruptions would help Insitro to monitor and stimulate the physical condition of its intelligent storage along with individual stock levels in real-time. On the other hand, it can be argued that Insitro can use Collaborative Decision-Making (CDM) tool which is a linguistic computation technique in achieving significant advancements while mailing essential decisions (Chen et al. 2018). Based on that, Insitro can coordinate and disseminate data by reaching consensus among work groups.

Due to having an existing AI-enabled mechanism in business, it would be flexible for Insitro to incorporate data extracted from CDM for true transformation and seamless ATFM worldwide. In simple terms, by using this decision-making tool, Insitro can obtain more solid and rigorous outcomes to make differences between alternatives. Therefore, they would not only make decisions at a faster pace but also align the outcomes of their decisions for enabling stakeholders’ satisfaction regarding provenance of motivation and thought-process of individual choice.

Task 4: Acquire and Engage Talent

Currently, Insitro encourages individuals to get employed under their official roof by influencing them to visualize Insitro’s aspiration to create next-generation drug discovery and development Company. In order to motivate them, Insitro offers different kinds of job roles by allowing candidates to apply for their expected designations directly via its official website. Moreover, Insitro proclaim themselves as a risk-taker who is willing to push boundaries backed by power of their predictive models so that individuals may optimise their ambition with this brand (insitro.com, 2021). On the other hand, it can be alleged that such efforts would not be sufficient for Intro to attain talents in its workplace.

Insitro has only acquired a very rare group of talented individuals who are able to collaborate effectively across different functional areas so that ideas and innovation can be brought together. In case of Google, they try to hire people who have a track record of consistency and with the help of “Acqui-Hiring”; Google attracts, satisfies and retains a talented workforce. Additionally, this tech giant company built a “Google’s People Operation” department through which they can scrutinise productivity of employees in building larger networks (nytimes.com, 2016). This equivalent formula can be acquired by Insitro as well where they can enable good communication and avoid critical micro-managerial practices by building a friendly environment.

Additionally, Google initiated the Project Aristotle back in 2012 upon which their intention towards analysing employees’ behaviours would be based. Insitro can organise such types of patterns where they would develop or inactive machine-learning programs to motivate individuals for surging their cognitive norms and improving internal business teams. Fernandez et al. (2018) argued that most of the time it has been noted that innovation projects are costly, risky and time-consuming for firms to progress with their vision. In such circumstances, it would create unwanted pressure on Insitro to sustain existing resources instead of applying or using the fastest technology in retaining talents.

According to Koncheva et al. (2019), application of block chain technology has been in the phase of adoption of forms that aid them to establish robust social networks in business environments. Hence, it can be advised to Insitro for obtaining Block chain technology that would allow this firm to assess candidates’ resumes quickly in order to speed up the application process. Through the aid of Block chain technology, Insitro can gain extra time for focusing on candidates’ productivity so that their experiences can be modified conveniently.

Task 5: Creating a Digital-Ready Culture

Formal leaders have a power to foster positive integration among workplaces across core industrial prospects where people can sustain and retain their cultural identity with greater value and respect. Additionally, informal leaders also can be an entrepreneur in melding business progression effectively with their perceived experiences and reputation among peers (Musara and Nieuwenhuizen, 2020). Formal and informal both leaders play a vital role in modern business to not only consolidate business culture but also to promote a strong position of authority in controlling employees’ productive behaviours. In case of Insitro, it is extremely required for that brand to underpin the settlement of digital transformation with the immense support of formal and informal leadership.

For instance, Amazon has made it customer-centric by allowing customers to browse and shop from its websites conveniently. That is why Amazon has added features line “I-Click Checkout” in saving credit cards and customers’ addresses confidentially. Additionally, Jeff Bezos the formal leader and CEO of Amazon has also allowed customers to mail him directly regarding the rationale behind their service dissatisfaction via “Question Mark” email feature. On another side, overall business structures of Amazon are bypassed with traditional retail distribution channels with storing internet and powerful software that offers customer advantages web services. Insitro can make additions in its customer service and digital transformation infrastructure with a strong portal where customers can directly communicate with team leaders and CEO Daphne Kollar.

Hörisch et al. (2020) also experienced that influence of feedback can develop corporate development of firms over time that leads them to foster more social integration. On the other hand, it can be also alleged that contextualising customer and employee feedbacks and opinions showed the concern of firm towards them for underpinning their values and respect in existing business society. Solving customer queries and aligning employees’ responses with company’s existing structure would develop collaboration across their workforces which would consolidate digital-ready culture. Apart from that, they can acquire robotic systems as an informal leader or guide to optimize warehousing systems in cutting cost for building business intelligences.

Task 6: Steering Collaboration

Insitro has a small number of people in its team to accelerate its core vision, mission and aim for delivering extensive and breakthrough solutions in the market of drug discovery and development. That is why collaboration is extremely required for them to pioneer that industry by bringing better medicines to patients via ML and biology at scale. Due to operating business in a tech-driven and science-based field, steering collaboration would not only aid them to extract authentic results but also to trust each other while executing critical plans. As supported by Gold et al. (2020), collaboration would enable synergetic capabilities among organizational activities of Insitro where resources and knowledge would shared equivalently in creating social values.

Slack can be used by the team of Insitro as a strong communicative tool which would allow employees to send direct messages and files to independent users for organising chats in specific folders. Apart from that, utilization of Flowdock would be useful for both Insitro and its team members for having a personal space to build conversations during the spare times. In that platform, employees can access drag and drop features, emoji and team inbox where they can share knowledge and required knowledge regarding an assessment based on drug discovery and development. On contrary, Haseeb et al. (2019) alleged that technical issues are mainly associated with data management, data extraction and functional structure of organisation where well-skilled people are required for proper implementations.

Hence, it would be challenging for Insitro to develop and steer collaboration across its workplaces which can be mitigated by the provenance of machine-learning algorithms. That is why they are required to train their employees at first before assigning them any kind of projects related to direct implementation of drag-development sciences. However, incorporation of industry 4.0 can increase sustainable business performances of Insitro through resolving different technological issues that can affect their high-performing teams and building networks.

Task 7: Selection of Leaders

CEO, Daphne Kollar has put her best efforts in founding a required vision for implementing pharmaceutical sciences and developments of its supply chain process that can produce breakthrough solutions to patients. In such circumstances, her hyper awareness towards individuals’ needs and preferences in having adequate supplementary or medicines have pushed Insitro to invest abundant resources for developing machine-learning algorithms. The finest quality of her leadership quality has not only built a vision but allows her team to procure intensive and inclusive knowledge for executing such visions appropriately. As opined by Rony (2019), leaders in organisations are required to create values equivalently greater than the cost incurred.

Thus, it can be expected that in Insitro, formal and informal both leaders must communicate well with team members while executing their vision in building a strong machine-learning and AI-based infrastructure. For instance, Elon Musk’s entrepreneurial spirits, passion for innovation, strategic and positive energy to determine goals and pathways to achieve them and personal influence have made him and his brand Tesla successful. Equivalently, during the digital transformation in Insitro, leaders must handle and delegate responsibilities on their own by listening to each feedback given by team members and a few patients.

Adversely, it can be argued that managing and monitoring cross-sector collaboration would be challenging for ladders in Insitro to scrutinise individuals’ performance without being partial or bias (Fratantuono and Sarcone, 2017). Perhaps, their aims are to welcome talented people from various backgrounds but diversity in workplace has its own issues by manipulating individuals with bullying and harassment. It would affect Insitro to implement their key operational process for building machine-learning and AI-based technology to foster innovative drug development and discovery processes. In that case, leaders are to be expected to deal with such situations carefully by being proactive instead of reactive.


This report concludes that digital disruptions play a vital role in modern organisations for making fundamental changes in their existing business mechanism and operational infrastructure along with cultures, capabilities, channels and assets.

Reference List

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